Morison traces its roots to J.L Morison Son & Jones (Ceylon) PLC, historically known as a trading organisation with a limited manufacturing footprint. For decades, the company built strong consumer recall through household brands such as Morison’s Gripe Mixture, Lacto Calamine, and Valmelix.
However, relatively few know that Morison has been a pioneer in pharmaceutical manufacturing in Sri Lanka since 1959. The company operated largely in the bulk generics space for many years, remaining behind the scenes without strong brand visibility in the private market.
This changed in 2013 when Hemas Holdings acquired Morison. In 2020, an investment of Rs4 billion was made in a new state-of-the-art pharma manufacturing facility at Homagama, part of a decisive move to challenge Sri Lanka’s heavy dependence on pharmaceutical imports.
Today, Morison defines itself by a clear purpose: Making Premium Healthcare Affordable.
Echelon spoke to Dinesh Athapaththu – Managing Director; Rukshani Perera – General Manager of Strategy & Business Development; Upendra Silva – Head of Quality & Technical Services; Menaka Pethiyagoda – Head of Operations; Darshana Samarathunga – Head of Commercial Excellence; Dilhan Jayasundara – Director of Finance; and Kaveesha Perera – Senior Manager of Human Resources at Morison to learn more about the company’s journey towards this goal.
How do you see Morison in 2030?
Dinesh Athapaththu: Our North Star is twofold. By 2030, we envision Morison becoming the most trusted pharmaceutical brand in Sri Lanka, confidently challenging import dominance while staying true to our purpose of making premium healthcare affordable, by offering niche and novel therapies that truly add value to patients and the healthcare ecosystem.
We believe trust will be earned through consistent quality, ethical engagement, and delivering global-standard medicines at local prices in a market where ethics are frequently questioned. We call this transformation our “journey upstream.”
Our second ambition is to build a credible export arm. Leveraging the potential of our new pharma manufacturing facility, we aim to position Sri Lanka as a regional player that produces world-class pharmaceuticals. By 2030, we see ourselves not only reducing import dependency locally but also contributing significantly to foreign exchange earnings and elevating Sri Lanka’s standing in pharmaceutical manufacturing.
How has your personal leadership philosophy evolved?
Dinesh: Leadership, for me, has always been about making a meaningful impact and leaving behind something tangible that outlasts one’s tenure. As Morison scaled and faced complex strategic challenges, this philosophy became sharper. I firmly believe that real impact cannot be achieved by simply following the pack.
You must dare to dream differently, challenge the status quo, and stay committed to your chosen path — even when it is uncomfortable.
From the outset, we were clear that we would build something enduring for Sri Lanka, guided by values rather than convenience. In an industry sometimes labelled as a “mafia,” we chose to do the right thing both consistently and transparently.
When policy changes resulted in losing over 60% of our government business soon after commissioning our new plant, we focused on what we could control and pivoted to building strong private-market pharma brands.
I also deeply believe in “Think Win-Win” with employees, customers, suppliers, and partners. Sustainable growth must benefit all stakeholders.
“Instead, we identified six unique value propositions that, when blended together, create a positioning that only Morison can currently offer in Sri Lanka.”
What is the uniqueness of your strategy?
Rukshani Perera: This is something we carefully thought of before introducing our pharma brands to the market. What we realised was that there was no such single factor that would make us distinct in isolation. Instead, we identified six unique value propositions that, when blended together, create a positioning that only Morison can currently offer in Sri Lanka.
First, we are truly Sri Lankan. We are owned, managed, and manufacture locally. Second, global quality is non-negotiable; our standards are aligned with international benchmarks. Third, we offer local pricing, forming a rare combination of premium quality and affordability.
Fourth, we are ethical across the entire value chain, from sourcing and formulation to promotion. Fifth, we offer novelty by focusing on latest niche therapies, and by following a differentiated marketing approach, creating meaningful differentiation. Sixth, we are credible, with over 60 years in pharmaceutical manufacturing and being a part of the Hemas Group.
Our overall strategy is simple yet powerful: Bring latest therapies to Sri Lankan patients at the highest quality yet at prices they can afford.
What does “quality” mean beyond regulatory compliance?
Upendra Silva: In pharmaceuticals, quality is non-negotiable. These are medicines trusted by someone’s mother, father, or child at their most vulnerable moments. Therefore, for us, quality goes far beyond merely satisfying regulatory requirements, it is a responsibility we take to heart.
Our product development process is robust and uncompromising. We benchmark our medicines against the innovator products, to ensure therapeutic reliability. Every batch we manufacture undergoes more than 20 stringent tests prescribed by the relevant pharmacopeia before release. The process is clear-cut; there is no room for ambiguity or negotiation.
More importantly, we have ingrained a culture of doing the right thing even when no one is watching. Quality at Morison is not a department; it is a mindset. It is about safeguarding patient trust through consistency and being true to our conscience.
How is Morison equipped to address the technical complexities of pharmaceutical manufacturing?
Menaka Pethiyagoda: Pharmaceutical manufacturing is highly sensitive and technical, and our foundation lies in over 60 years of experience in this field. Our new state-of-the-art manufacturing facility at Homagama was designed in line with EU GMP specifications and incorporates advanced technology with minimal human intervention, ensuring precision and consistency.
We are WHO Good Manufacturing Practice (GMP) approved by the National Medicines Regulatory Authority (NMRA) and are currently in the process of obtaining EU GMP certification, reflecting our commitment to global standards.
Our strength lies not only in infrastructure but also in talent. With over 150 graduates forming a primarily knowledge-based workforce, we have built deep technical capability in-house. We also engage few expatriate experts in highly specialised areas and collaborate with foreign contract research organisations to transfer technology for new product development.
This combination of experience, infrastructure, expertise, and global collaboration ensures that Morison is fully equipped to operate in one of the most technically demanding industries.
What are the challenges of building a “Made in Sri Lanka” pharma brand?
Darshana Samarathunga: Sri Lanka’s private pharmaceutical market is approximately 95% import dependent, which naturally creates scepticism towards local brands. Gaining acceptance from the medical fraternity in such a competitive landscape, where some key therapies have over 50 competitors, is a significant challenge.
Our journey upstream has required us to rely on values rather than aggressive promotion. We have adopted an ethical, evidence-based promotional approach, believing that doctors will prescribe our products only if they see genuine clinical and economic value.
We were the first local manufacturer to launch Empagliflozin, Cilnidipine and Rivaroxaban in Sri Lanka — all novel therapies in Diabetes and Cardiology. Within two years, our Empagliflozin brand became the highest selling in the country, generating savings of over Rs300 million annually for patients.
Our experience proves that pharmaceuticals do not have to be driven by questionable practices. When guided by conscience and value, a local brand can earn trust and thrive.
How will capital investment evolve as Morison expands?
Dilhan Jayasundara: Pharmaceutical manufacturing is inherently capital-intensive and long-term in nature. Unlike many industries, payback periods are long, and the product development cycle alone can exceed 18 months with substantial upfront investment.
The industry is also dynamic. Advancements in technology, regulatory expectations, and emerging therapies require continuous reinvestment. As Morison focuses increasingly on niche and novel therapies, the need for sustained capital allocation becomes even more critical.
Our approach is disciplined and strategic. Investments are evaluated not only for financial return but also for alignment with our purpose and long-term positioning. We must remain relevant in a rapidly evolving therapeutic landscape.
Going forward, resource allocation will increasingly prioritise innovation, capability building and export readiness. Sustainable growth in pharmaceuticals demands resilience, patience, and foresight, and we are committed to investing responsibly for long-term impact.
What talent strategies are critical for a future-ready workforce in the pharma industry?
Kaveesha Perera: Building a future-ready workforce in pharmaceuticals requires more than technical expertise. In Sri Lanka, science graduates are highly susceptible to migration, and we see it as our responsibility to offer them meaningful opportunities locally. In that sense, Morison provides a viable solution to brain drain.
We invest significantly in upskilling and continuous learning initiatives to ensure our teams remain aligned with global standards. We look for both attitude and aptitude, so technical competence must be complemented by the right mindset.
“In an industry sometimes labelled as a ‘mafia,’ we chose to do the right thing both consistently and transparently.”
We also strongly believe in growing talent from within. Most of our managerial and senior leadership positions have been groomed internally, reflecting our commitment to long-term career pathways.
However, technical skills alone will not take us to our North Star. A mindset shift that embraces innovation, accountability, and ethical conviction is essential. At Morison, we are building not just capability, but character and purpose-driven leadership for the future.