Sri Lanka Insurance Corporation General (SLIC General) sees technology as a means to an end, a tool to widen and protect the trust customers place in it. As such, every decision the business has made since becoming a standalone insurer reflects that order of priorities. Digital tools are there to free up staff and agents to spend more time with customers, not to replace the personal relationships that have defined the brand for over 60 years. That same logic now extends beyond individual customers: as the company works towards becoming a reinsurer locally or internationally, it wants the trust it has built at home to be the foundation it takes into new markets, rather than something left behind in pursuit of growth.
That idea, says Dr. Sameera Dharmasena, Chief Executive Officer at SLIC General, runs through everything the company has accomplished in recent months, from how it approached its first major milestone as an independent business to how it is now thinking about automation, climate risk, and what comes next.
SLIC General became a standalone business in February 2024, separating from the life insurance arm after decades of operating under one roof. The separation gave the general insurance business room to build its own strategy and its own way of engaging customers, while still drawing on the credibility built up under the wider SLIC name. As a state-owned enterprise with the Ministry of Finance as its ultimate shareholder, the company also carries a broader mandate: protecting public capital while competing against private insurers on their own terms.
The first full year as an independent company has been a strong one, helped along by a national economy that grew by an estimated 5.0%. SLIC General became the first general insurer in Sri Lanka to cross Rs30 billion in Gross Written Premium, a milestone the company sees as a trust outcome as much as a financial one. Motor insurance did much of the heavy lifting, helped by the government easing restrictions on vehicle imports, though the company has also been building up its non-motor lines, such as fire, health and engineering, which tend to carry better underwriting margins than the crowded motor market.
Getting to that milestone also meant investing in tools that make insurance easier and faster to use, from mobile apps and online policy purchases to remote vehicle inspections and real-time claims tracking, all overseen by a compliance structure built around four separate lines of defence. Decisions about which of these tools to build have been shaped less by industry trends and more by feedback from agents and frontline staff who deal with customers every day. That same approach carries through the wider organisation, with a workforce of over 1,800 permanent staff and a sales force above 2,000, spread across 143 branches and 59 service centres covering all nine provinces, plus initiatives like the General Insurance Pinnacle Award, which the company has used to set professional standards for insurance sales across the region.
That balance of ambition and duty was tested in November 2025, when Cyclone Ditwah caused significant damage across the country and led to a large volume of claims. Even with the losses from the cyclone, the company’s underlying underwriting performance held up, its capital position stayed well above what regulators require, and branch staff mobilised on the ground to support affected policyholders, with employees personally contributing to a rebuilding fund for their communities. Fitch Ratings has also recognised the company’s financial strength, giving it a rating no other general insurer in Sri Lanka currently holds.
Alongside the financial and operational story, the company has been building out its environmental and social commitments, cutting paper use through digitalisation, running one branch entirely on solar power and reaching hundreds of thousands of people through a public safety programme.
“At the same time, the separation has never diminished the strength of the SLIC brand. SLIC remains one of the most recognised and trusted names in Sri Lanka’s insurance industry, and both companies continue to benefit from the credibility and goodwill associated with the umbrella brand.”
Dharmasena highlights the balance between technology and trust, explaining what independence has changed for the company, how it decides which innovations are worth pursuing, how it is thinking about climate risk, and where he sees the business heading as it works towards becoming the country’s most customer-centric insurer.
The separation of SLIC General from SLIC Life marked one of the biggest milestones in the company’s history. Looking back, how has operating as an independent business changed the way you think about the brand and its future?
While SLIC General and SLIC Life continue to operate with strong synergy, the separation has enabled each company to pursue its own focused growth strategy. General and life insurance are fundamentally different businesses, each requiring dedicated business drives, tailored products, targeted marketing campaigns, and distinct approaches to customer engagement. Operating independently has given both companies the flexibility to respond more effectively to market dynamics, innovate within their respective sectors, and deliver greater value to customers.
At the same time, the separation has never diminished the strength of the SLIC brand. SLIC remains one of the most recognised and trusted names in Sri Lanka’s insurance industry, and both companies continue to benefit from the credibility and goodwill associated with the umbrella brand. While sharing this strong heritage, SLIC General and SLIC Life have also been able to develop their own unique brand identities, highlighting their individual strengths and expertise.
The independent structure has also created more opportunities to increase brand visibility. Today, both companies actively participate in a wider range of industry events, community initiatives, sponsorships, and customer engagement programmes, allowing each business to strengthen its presence while collectively reinforcing the SLIC brand. Every touchpoint enhances public confidence in the SLIC name, creating a stronger overall brand while supporting the growth of both companies.
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SLIC General recently became the first general insurer in Sri Lanka to surpass Rs30 billion in Gross Written Premium. Beyond being a financial milestone, what does that achievement say about the trust the brand has built with customers over the years?
The record high we hit in Gross Written Premium is certainly a significant financial milestone, but more importantly, it reflects the trust that generations of customers have placed in SLIC General. Trust has always been the foundation of our success. Over the years, we have consistently honoured our commitments, delivered reliable service, and stood by our customers when they needed us most. That long-standing credibility has played a vital role in this achievement.
At the same time, we recognise that trust alone is not enough in today’s rapidly evolving marketplace. Customers expect convenience, speed, and seamless digital experiences. This is why we have invested heavily in digital solutions that make insurance more accessible and customer-friendly. Our growing digital capabilities, combined with a stronger presence across social media platforms, have helped reshape public perception by demonstrating that a well-established market leader can also be agile, innovative, and responsive to the demands of the digital economy.
Our growth is the result of two powerful strengths coming together: the trust and confidence we have built over decades, and our commitment to continuously evolving to meet the expectations of today’s customers. It shows that while SLIC General is proud of its heritage, we are equally focused on embracing innovation and leading the future of insurance in Sri Lanka.
The insurance industry is changing rapidly, with customers expecting faster, simpler, and more personalised experiences. How is SLIC General using technology to strengthen customer relationships rather than simply improving operational efficiency?
Over a relatively short period, we have introduced a range of technology-driven solutions that have positioned SLIC General at the forefront of digital innovation in the industry. These include video-based vehicle inspections, remote site inspections for risk surveys, a dedicated customer mobile app, online insurance solutions for products such as Home Protect, Personal Accident, and Travel Insurance, as well as a Third Party Motor Insurance app. These digital platforms make it easier and more convenient for customers to purchase policies, access services, and interact with us wherever they are.
At the same time, we have invested in several internal digital developments that directly enhance the customer experience. Real-time claims tracking allows customers to stay informed throughout the claims process, while online health claim submissions have made claims faster and more convenient. We have also introduced real-time business monitoring applications that provide our sales and operational teams with instant access to key information, enabling them to respond more quickly and accurately to customer needs.
What is important is that technology has not replaced the human element of our business. It has strengthened it. By reducing manual processes and improving speed, transparency, and responsiveness, our teams are able to spend more time understanding customers’ needs and providing personalised support.
We believe that the most successful digital transformation is one that combines innovation with genuine customer care, and that is the approach we continue to take at SLIC General.
From introducing insurance solutions for electric vehicles to digitising claims and inspections, innovation has become a visible part of the business. How do you decide which innovations genuinely improve the customer experience and which are simply following industry trends?
We believe that the best innovations are those that solve real customer problems rather than simply follow industry trends. Before introducing any new digital solution, we ask ourselves a simple question: will this make the customer experience simpler, faster, more convenient, or more transparent? If it does, it is an innovation worth investing in.
One of our greatest strengths is our extensive agency network, which spans the entire country. Many of our agents have been serving customers for years and have built strong, long-standing relationships within their communities. They understand the pulse of the customer, including their expectations, concerns, and changing needs, and this gives us invaluable insights from the grassroots level. We continuously engage our agency force in brainstorming sessions and discussions on digital transformation because we believe those who interact with customers every day are best placed to identify opportunities for meaningful innovation.
In addition, our marketing executives work closely with individual customers as well as corporate partners, including banks, finance companies, and other institutions. Their day-to-day interactions provide another valuable source of feedback on evolving customer expectations, market trends, and operational challenges. By bringing together insights from our agency network, marketing teams, business partners, and customers, we are able to make more informed decisions about where technology can create the greatest impact.
As a result, our digital initiatives, from video inspections and digital claims processing to customer self-service applications and specialised insurance solutions, have not been developed in isolation. They are the outcome of continuous engagement with our frontline teams and are aligned with the real needs and expectations of our customers.
This customer-led approach ensures that our innovation journey is both practical and purposeful. Rather than adopting technology because it is fashionable, we focus on solutions that enhance convenience, strengthen trust, and improve the overall customer experience. We believe that lasting innovation begins by listening to the people we serve and the teams who serve them every day.
Climate change is no longer a future concern. It is already influencing how people and businesses think about risk. How has this changing landscape shaped the way SLIC General approaches sustainability, product development, and its role as an insurer?
Climate change has fundamentally changed the way the insurance industry views risk. What was once considered a long-term concern is now a present-day reality, with increasingly frequent and severe weather events affecting individuals, businesses, and the broader economy. As an insurer, we recognise that our role extends beyond providing financial protection after a loss; we also have a responsibility to help build resilience for the future.
SLIC General has already initiated discussions internally as well as with our global reinsurance partners to assess how climate-related risks are evolving and how our product portfolio can be strengthened to address this new risk landscape. As the nature of risk changes, insurance solutions must also evolve. Our focus is on developing products and coverage options that better reflect emerging climate-related exposures while ensuring they remain relevant, sustainable, and accessible to our customers.
As a state-owned insurer, we also have a broader responsibility to support national priorities. We actively engage with government ministries and public sector institutions to explore sustainable climate financing mechanisms that can help strengthen the country’s resilience against climate-related risks. We believe that addressing climate change requires close collaboration between the public and private sectors, and insurers have an important role to play in that ecosystem.
In parallel, we are exploring new product initiatives that can complement national climate resilience strategies by providing greater financial protection for individuals, businesses, and communities. Whether it is enhancing protection against natural catastrophes, supporting climate-resilient infrastructure, or developing innovative risk transfer solutions, our objective is to ensure that insurance continues to play a meaningful role in safeguarding Sri Lanka’s future.
As you look ahead, what do you want the next chapter of the SLIC General story to be, and what do you hope people will associate with the brand beyond its position as the market leader?
Our goal is to become Sri Lanka’s most customer-centric insurer. This means continuing to simplify insurance through digital innovation while maintaining the personal relationships and human touch that have always been at the heart of our business. We want every interaction with SLIC General, whether purchasing a policy, making a claim, or seeking advice to be seamless, transparent, and reassuring.
We also see ourselves playing a broader role in supporting the nation’s economic and social resilience. As a state-owned insurer, we have a responsibility to support national development by protecting individuals, businesses, and communities against emerging risks. Whether it is climate change, technological disruption, or evolving customer expectations, we will continue to develop innovative insurance solutions that help our customers face the future with confidence.
For the next chapter of SLIC, I want to see the organisation become the national reinsurer, providing protection to the insurance market and going beyond borders as a trusted reinsurer.
Market leadership will simply be the outcome of consistently doing the right things for our customers and in service to the nation.