The Bank of Ceylon Headquarters can be described as a metaphor for the Bank’s history and position within Sri Lanka’s national consciousness. It’s a concrete testament to a nation’s journey towards economic independence. When you look up at its imposing structure, you’re seeing more than architectural ambition; you’re witnessing decades of Sri Lankan determination made manifest in steel and stone.
BOC’s arrival represents a significant moment in the evolution of Sri Lanka’s banking system. Founded in 1939, a decade before the end of the British colonial era, Bank of Ceylon played a central role in transitioning the nation’s economy towards independence and self-sufficiency. Today, BOC is a symbol of economic resilience, national progress, and institutional legacy. evolving far beyond its original scope, embracing everything from cutting-edge electronic banking to Islamic finance and offshore services. It’s become a bridge connecting Sri Lanka to the global economy while keeping its roots firmly planted in local soil.
But perhaps what makes Bank of Ceylon truly remarkable is its refusal to see itself merely as a profit-driven enterprise. The bank continues to invest in people as well as institutions, pursuing social progress alongside financial growth. The goal, note BOC’s Chairman Kavinda de Zoysa, General Manager & Chief Executive Russel Fonseka, and Chief Marketing Officer Sameera Liyanage, is a Sri Lanka that uplifts everyone, especially the underserved and economically disadvantaged.
Like its headquarters that has become inseparable from Colombo’s identity, Bank of Ceylon has woven itself into the very fabric of Sri Lankan society, standing not just as a financial institution, but as a partner in the country’s ongoing story of growth, resilience, and hope.
As Sri Lanka’s largest state-owned bank, how does BOC align its long-term strategy with national economic policies and development goals?
Kavinda: Over the last 86 years or so, BOC has been ingrained in the Sri Lankan ecosystem. Generally, a bank focuses on a specific segment and pursues that niche, but this is not the case at BOC. We are called “Bankers to the Nation” for a reason. Our reach extends from economically disadvantaged populations to the largest corporates, state owned institutions, multinationals, and beyond. If you take the overall national economy, covering every segment from SMEs to large institutions, BOC supports the country through a variety of broad initiatives.
It is also notable that Sri Lanka does not have a dedicated development bank or a large SME focused or microfinance-focused institution. In both of these segments, however, BOC is the market leader. Alongside our commercial banking arm, we maintain a series of focused functions that support the country’s development banking requirements, the SME sector, and more. While we are often referred to as the largest “state owned” bank, we are in fact the largest bank in the country, and our actions reflect that responsibility.
What policy measures has BOC adopted to enhance financial inclusion?
Kavinda: Financial inclusion in Sri Lanka has improved significantly, and nearly every segment of the population is now covered. We continue to work closely with the regulator, the Central Bank of Sri Lanka, to expand coverage to the remaining divisions. Meanwhile, we have taken it upon ourselves to set up ATM and CRM machines so that people need not leave their towns to access basic financial services. BOC Connect and BOC Agent Banking also play similar roles.
Rather than requiring individuals to travel long distances to a bank branch, our technology enables them to carry out banking within their own communities. This has proven to be a meaningful solution, particularly for people outside the Western Province and in rural areas. For example, in the far north, where there are small islands, only BOC maintains a physical presence. Our extensive coverage is one clear aspect of our commitment to financial inclusion.
Beyond physical reach, we actively go into schools to promote early financial habits. From Grade 1, students can open savings accounts and begin their journey into the formal financial system. We believe starting young fosters long term financial responsibility.
One of the most socially impactful initiatives we have led is the Aswesuma programme. Through our efforts, each recipient, despite living below the poverty line and often without a fixed income, now has a BOC bank account. They are also issued free debit cards. Even without smartphones, they benefit from our digital infrastructure and gain access to the formal financial ecosystem.
Today, BOC maintains around 400,000 such accounts. There is no commercial incentive for us to do this, but we have willingly taken on the responsibility and cost, because we believe it is our duty to the nation. While others may talk about financial inclusion, we have consistently walked the talk, backed by our numbers, performance, and real outcomes. This is not just a slogan for us, but something we have proved through action.
Our social programmes are embedded in our governance. The Board of Directors directly oversee these efforts, and as Chairman, I ensure that our governance framework supports and empowers the management team and CEO to deliver meaningful CSR initiatives.
What makes me particularly happy is that these investments do, in fact, yield returns, often where others least expect them. Many overlook these communities, but we see untapped potential. Our approach is rooted in patience and long-term thinking. Rather than chasing short-term gains, we build genuine relationships with the communities we serve. This mindset enables us to see opportunity where others see risk, and value where others see only cost.
Given the government’s emphasis on economic stability and sustainable growth, what role does BOC play in driving financial sector resilience?
Kavinda: As Sri Lanka’s largest bank and a systemically important institution, BOC plays a critical role in ensuring financial sector resilience. We recognise that our strength and stability have direct implications for the broader economy, particularly during times of uncertainty. In that sense, BOC must not only be resilient itself, but must also serve as a stabilising force across the financial ecosystem.
We have worked closely with the Ministry of Finance and the Central Bank of Sri Lanka, both during the crisis and throughout the recovery, to safeguard the banking system and maintain public confidence. I want to acknowledge their leadership and our management’s commitment guiding BOC through recent challenges. Sri Lanka is now seen globally as a case study in recovery, and we are proud to have played a central role in that journey.
BOC currently has over Rs5.3 trillion in total assets, and we maintain robust capital and liquidity buffers that allow us to support clients, absorb shocks, and continue lending, especially when others may step back. We have further strengthened our risk management framework with tools such as stress testing and the Internal Capital Adequacy Assessment Process (ICAAP), ensuring that our operations are future ready and crisis resilient.
Importantly, BOC is a lender to many other financial institutions, including banks and non-bank finance companies. Our strength provides a foundation for confidence across the system. The Central Bank’s regulatory oversight and our internal governance practices together ensure we operate with a prudent risk appetite and remain aligned with national policy goals.
We are also seeing continued investor confidence. Our recent Rs15 billion debenture issue was fully subscribed within a few hours, underscoring the market’s trust in BOC’s long term strength, governance, and credibility.
Ultimately, financial sector resilience is not just about numbers. It is about confidence, discipline, and the ability to act in the national interest when it matters most. That is the role BOC continues to play, as a trusted anchor of the financial system, committed to stability, inclusion, and sustainable growth.
The period from 2019 to 2022 was highly challenging due to COVID-19, economic turmoil, and political instability. How did the bank navigate these external challenges while ensuring smooth banking operations, and support to affected customers ?
Russel: The past few years tested the resilience of our entire banking system, and by extension, the nation’s economy. We had to navigate the devastating ripple effects of the Easter attacks, followed by the global pandemic, and then the severe economic and political upheavals that culminated in Sri Lanka’s debt crisis.
Russel Fonseka, General Manager & Chief Executive of Bank of Ceylon
A key measure we introduced was the establishment of the country’s first formal Business Revival and Rehabilitation Unit within a bank. This initiative became so effective that the Central Bank subsequently mandated every licensed commercial bank to replicate it under their supervision. Through our BRRU, we extended structured support to SMEs and MSMEs genuinely impacted by these external shocks.
Under this framework, BOC directly took over managing financial discipline for struggling businesses, helping them stabilise operations and integrate with market linkages, including access to global supply chains. Once we were confident that a business had regained its footing, we stepped back and allowed it to resume independent operations, without subjecting it to distress sales or lengthy court proceedings. In doing so, we not only safeguarded these enterprises but also protected thousands of jobs and preserved economic value. Additionally, we rolled out relief schemes, moratoria, and restructured facilities in alignment with Central Bank guidelines, always tailoring interventions to support genuine cases of hardship. Through these concerted actions, BOC protected around 563 businesses and 9,552 direct and indirect employees across sectors.
During the height of Sri Lanka’s economic crisis, when the country was officially classified as bankrupt, BOC also stepped into a critical leadership role. We ensured continued imports of essential commodities, including petroleum products, LP gas, vital medical supplies, and even oxygen for ICU patients. This was possible because of the sustained trust the Sri Lankan expatriates placed in BOC, continuing to remit funds through us even in uncertain times. These remittances significantly bolstered our foreign currency liquidity, allowing us to keep trade lines open and avert a complete economic standstill.
When fuel queues stretched for days and cooking gas stocks dwindled, it was BOC that shouldered the responsibility of arranging payments to suppliers worldwide, despite extraordinary constraints. This role, going beyond commercial considerations to actively secure the nation’s daily needs, showcases the leadership we provided to the country’s economy.
Bank of Ceylon achieved the highest ever profit in Sri Lanka. What were the key challenges you faced in achieving this milestone, and how did you overcome them?
Russel: Achieving Rs106.9 billion, the highest ever profit recorded by any bank in Sri Lanka, did not come about by chance. It was the result of rigorous internal management, strategic foresight, and the enduring trust of our customers. From the outset, our approach hinged on proper planning. We established a clear direction with the active involvement of our Board, secured timely approvals for key initiatives, and continuously followed up on the execution of our strategies. This disciplined governance allowed us to adapt our course whenever performance metrics indicated the need.
Internally, one of our core challenges was ensuring that all areas of the bank, from operations to marketing, advances to deposits, performed cohesively. As the General Manager, I also closely monitored each segment, driving alignment across our diverse business lines. A critical factor underpinning our bottom line was our proactive management of non-performing advances (NPAs). We paid special attention to ensuring accounts did not deteriorate into stage 3, which would have triggered significant provisioning requirements, directly eroding our profits. By preserving asset quality through vigilant credit oversight and early interventions, we protected the bank’s earnings.
Externally, it is important to recognise that, despite being a state-owned bank, we operate in a highly competitive environment. Unlike earlier decades when state ownership alone brought business to our doorstep, today we must actively canvass and compete with private sector players to secure market share. Balancing this competitive pressure while upholding prudent risk management was a notable operational challenge.
I must also place on record our appreciation for the trust of our customers, depositors, and borrowers who have stood by BOC for generations. Their confidence in us, even through challenging times, has been foundational to these results. It is equally important to clarify that while BOC has posted record profits, approximately Rs66 billion of that went directly to the government in taxes. The remainder, by virtue of the state’s ownership, also flows back into the national treasury. Thus, these profits are not private gains; they support the country’s infrastructure, social programmes, and economic development. It is a collective success that strengthens Sri Lanka itself.
How does BOC’s “Beyond Banking” strategy integrate with broader financial sector policies to foster innovation, digital transformation and social impact?
Kavinda: Consider the Headquarters of Bank of Ceylon, which stood taller than any other building in the country when it was constructed in the 1980s. It was designed to be iconic, and I believe that same spirit still drives us; to be the iconic Banker to the Nation. A bank for one and all.
BOC is often viewed primarily through the lens of profitability, but what is sometimes overlooked is the broader national value we deliver. As the largest taxpayer in the country, we contribute directly to the public treasury. Our earnings are carefully stewarded and returned to the government through dividends. This financial independence is something we take pride in, we are a self sustaining institution that has weathered decades of market volatility and economic uncertainty without external support. Our success translates into public benefit, making us both a profitable enterprise and a national asset.
We receive no preferential treatment despite being a state owned bank. We pay the same taxes as others and do not benefit from special refinancing lines or state backed advantages. Yet, we do more, particularly through our social commitments. Our CSR investments support nationally important initiatives, often based on internal recommendations, and we believe these deliver lasting value to the country.
“Beyond Banking” means reaching beyond commercial objectives to support national development priorities. That includes financial literacy, inclusion, and SME growth. Programmes like BOC Gammana demonstrate how we uplift communities by investing in infrastructure, livelihoods, and entrepreneurship, especially in rural areas. We focus on high risk, underserved segments such as youth and women, and continue to expand digital payments, real time fund transfers, and other innovations to promote access for all.
As Chairman, I am committed to ensuring that our lending remains responsible. We want to enable upward mobility and sustainable enterprise. Where clients face challenges, we work with them to identify a path forward. But we also act firmly on defaults when necessary. Our specialised Business Revival and Rehabilitation Unit (BRRU), which has helped turn around over 550 clients and upgrade around Rs10 billion in non performing loans to performing loans, has become an industry benchmark.
Visit any BOC branch outside the Western Province and you will see this work in action. Our teams are serving communities, building trust, and driving inclusion. The Management, the Board, and I are investing in people, digital transformation, and operational excellence to ensure BOC competes fairly and leads from the front.
This is also why I hold our staff in such high regard. Many of them refer to the institution as “Mother BOC,” a reflection of the deep emotional and professional bond they have with the Bank. Over the past 86 years, Mother BOC has protected the nation during its most difficult moments, including during recent financial crises. We have even extended assistance to other banks when needed, helping keep the financial system resilient and stable.
As the government advances SME development and national recovery, we all have a significant part to play. That includes basic but essential responsibilities, pay – ing taxes, conducting transactions transparently, and adhering to Anti Money Laundering laws. At BOC, we do this every day, with purpose and discipline.
In my view, the system has now recovered sufficiently to allow Sri Lanka to move forward. While we remain exposed to global volatility, our economic trajectory is improving. At BOC, we remain committed to leading that progress through innovation, service, and by staying true to our role as “Bankers to the Nation”.
How does the Bank of Ceylon integrate the UN’s 17 ESG Sustainability Goals into its banking operations and decision-making processes?
Kavinda: Bank of Ceylon is a responsible corporate citizen, and we seek to balance profit with people and planet in every action we take. Our “Beyond Banking” ethos translates into practical, measurable outcomes across our operations. Today, our ESG efforts contribute meaningfully towards all 17 of the United Nations Sustainable Development Goals.
Sustainability is embedded in our everyday processes. We have embraced digitalisation and paperless workflows across the Bank, which has significantly reduced our environmental footprint. Many of our physical locations now feature rooftop solar installations, and we are one of the largest lenders to Sri Lanka’s renewable energy sector, particularly in solar. In the past year alone, we screened nearly 800 credit facilities under our Environmental and Social Management System (ESMS), ensuring that our lending decisions are aligned with sustainability and risk guidelines.
We see ourselves as enablers of sustainable development, especially in rural areas and underserved communities. Through targeted products and outreach, we have helped farmers, small entrepreneurs, and youth-led businesses build economic resilience. Our SME portfolio has grown by over 50 percent in the past year, supported by innovative loan schemes aimed at MSMEs, including those led by women and young people. These efforts align with SDG 1 (No Poverty), SDG 5 (Gender Equality), and SDG 8 (Decent Work and Economic Growth), among others.
We also continue to work with government agencies and multilateral organisations to advance financial literacy, responsible citizenship, and inclusive growth. These partnerships are central to our mission as Bankers to the Nation.
At the heart of these efforts is a digitally empowered workforce. By automating routine processes, we have freed our staff to focus on value addition, engaging more deeply with customers and providing tailored solutions. This human touch matters, whether we are serving a farmer in the north, an SME in the south, or a leading corporate in Colombo. Our internal culture of meritocracy and inclusivity supports this transformation. We continue to upskill and reskill our people, ensuring they grow alongside the Bank.
This people-first model is underpinned by strong governance and risk oversight. We prioritise integrity and accountability, with strict compliance across all areas and a zero tolerance stance on fraud. Our risk frameworks are continuously updated to reflect evolving challenges, preserving both financial stability and stakeholder trust.
Our work is not driven by box ticking or marketing. It is driven by a deep belief that responsible banking can be both profitable and purposeful. We empower the marginalised and the underserved, not because we have to, but because it is our duty and privilege to do so. In doing so, we deliver long term value to the country: financially, socially, and environmentally.
Youth play a crucial role in economic development. What specific steps has the bank taken to promote meaningful entrepreneurship programmes for young entrepreneurs?
Russel: Recognising the energy and creativity of young Sri Lankans, we launched the BOC Youth Loan programme with an initial target to nurture 10,000 young entrepreneurs under 30. This initiative was unique in several aspects. We did not demand traditional property collateral; instead, we accepted personal guarantees and assessed applications primarily on the strength of the business plan. Startups were able to secure financing at rates as attractive as 7% for amounts up to Rs500,000. The success was remarkable. Against our initial goal, we financed over 11,000 young entrepreneurs in the first phase. Now in the second phase, we have already approved loans for nearly 6,000 more. Most notably, repayment discipline among these youth borrowers has been exceptional. Out of the first 11,000 borrowers, only 37 ever missed even a single monthly installment, and these were typically regularised promptly. This is not only proof of our commitment to youth development but also the seriousness and reliability of these young entrepreneurs who value maintaining their relationship with BOC, often to qualify for further loans.
Women make up 52% of Sri Lanka’s population. What financial products, services, or initiatives has the bank introduced to support women entrepreneurs and their contribution to economic growth?
Russel: Women entrepreneurs form a critical pillar of our inclusive growth strategy. We introduced the BOC Ranliya Women Entrepreneurs Loan Scheme specifically for Sri Lankan women over 18 with entrepreneurial ambitions. This facility offers competitive rates, starting from 9.5% and accommodates flexible security arrangements, from personal guarantees for smaller loans to property-backed financing for larger requirements.
By lowering barriers to capital and tailoring solutions to the realities faced by women entrepreneurs, we aim to drive greater female participation in economic activity, helping them start and expand businesses that contribute directly to the national economy.
What initiatives has the Bank of Ceylon recently introduced, and what are its future plans to support and enhance the growth of the SME and MSME sectors?
Russel: SMEs and MSMEs are the engine of our economy, and we have developed a multi-layered approach to support them. On the digital front, we recently launched the BOC Flex app, a unified platform that consolidates the functions of four to five previous applications into a single solution. This app is available even to non-BOC customers, offering a seamless experience for payments, collections, and other banking services. It directly addresses the evolving needs of SMEs and MSMEs for efficient, accessible financial tools. Beyond banking, we conduct regular training sessions, recovery camps, and business clinics to improve operational know-how and financial discipline among SME owners. We also work closely with international and national partners such as SED, IDB, EDB, NEDA, and German Tech to provide beyond-banking services. These include export market integration, streamlined business registration, and technical support to help businesses overcome day-to-day operational hurdles.
Our SME trade fairs, organised with the Ministry of Industries and Commerce, give these enterprises much-needed platforms to showcase their products locally and internationally. Additionally, through the Mithuru project, we promote financial literacy and inclusivity, especially in rural and semi-urban areas. This project connects individuals, traditionally outside the banking system, to formal financial services, approving loans for customers without pay slips, tax records, or permanent employment. To deepen outreach, we’ve also partnered with Sri Lanka Post to establish agent banking counters at post offices and sub-post offices. These provide convenient banking services within walking distance for many, open six days a week until 4 PM, enabling deposits, withdrawals, and bill payments in under 60 seconds.
All of this hard work, such as helping small businesses bounce back, backing young entrepreneurs, and making banking more accessible through technology and rural outreach, has brought us meaningful recognition.
Over the past two years alone, we’ve been humbled to receive several awards that speak to the trust people place in us and the standards we aim to uphold. When we put it all together, from these awards to the real impact we see in communities, it tells us we’re on the right track. It seals our promise to keep building up Sri Lanka’s SMEs and MSMEs, championing financial inclusion, and helping drive growth that benefits people across every part of the country.
Sameera Liyanage, Chief Marketing Officer Of Bank of Ceylon
What does Brand Finance’s recognition of Bank of Ceylon as Sri Lanka’s Most Valuable Brand mean from a marketing and brand equity perspective?
Sameera: Being named Sri Lanka’s Most Valuable Brand for 2025 by Brand Finance is a significant affirmation of the trust and confidence placed in the Bank of Ceylon by the people of this country. In banking sector, trust is the most vital asset, especially when managing public funds. This recognition speaks to our role as a safe, responsible, and dependable financial partner to millions.
Brand Finance’s evaluation is conducted in line with internationally accepted valuation methodologies. It also serves as a powerful signal to local and international investors and businesses, giving them a reliable financial institution for their long-term goals. Notably, Bank of Ceylon has held the position as Sri Lanka’s number one banking brand since 2009, and we were consistently recognised as the country’s most valuable brand from 2009 to 2019. When we were once again crowned in 2025, after six years, this was not just a return to the top; it was a reflection of our continued resilience, strategic agility, and unwavering commitment to excellence.
From my perspective as the CMO, this recognition speaks to the strength of our brand across multiple dimensions: superior customer service, digital innovation, social media integration, commitment to sustainable development, and consistent revenue performance. It proves that the BOC brand is not only financially valuable but also deeply rooted in the hearts and minds of Sri Lankans across generations.
How has BOC’s marketing strategy evolved in recent years to stay relevant in a fast-changing environment?
Sameera: We’ve moved from traditional, product-focused marketing to a more customer-centric and purpose-driven approach. The integration of digital platforms, data analytics, and customer insights has played a key role in shaping campaigns that are more targeted and impactful. Our “Beyond Banking” concept allows us to communicate BOC’s role not just as a service provider, but as a supporter of aspirations, from children’s savings to SME empowerment and financial literacy.
This strategic shift became even more significant during the years after 2019, as Sri Lanka faced one crisis after another, including the Easter Sunday attacks, COVID-19 pandemic, foreign exchange shortages, and political instability. In these moments, BOC’s role expanded beyond finance. We became a national enabler, ensuring the uninterrupted flow of essential goods and services.
During the pandemic, BOC facilitated the import of critical medical essentials. Our global reputation and banking relationships kept these transactions flowing at a time when the country faced acute foreign currency issues.
Furthermore, BOC helped secure and process international payments that sustained Sri Lanka’s essential services, including fuel, LP gas, and electricity. These were not isolated acts of CSR; they were brand-defining interventions that showcased our commitment to the nation’s survival and recovery.
This evolution in our brand narrative is rooted in national relevance, human connection, and digital transformation, and it has elevated BOC from being just a financial institution to a trusted, compassionate, and indispensable part of Sri Lanka’s story.
In a competitive market, what differentiates the BOC brand from other financial institutions in terms of marketing?
Sameera: Three things: trust, scale, and purpose. While many brands focus on features or rates, we market our values, which are national service, financial inclusion, and development impact. Our ability to reach every corner of the country through physical and digital presence, combined with marketing that emphasises real stories and community empowerment, creates a unique emotional footprint. Our consistency in brand messaging, tone, and customer promise also helps us stand out in a cluttered space.
In addition, our commitment to innovation and sustainability continues to set us apart. A key example is the BOC Youth Loan, designed specifically to support aspiring entrepreneurs under the age of 30. This product allows access to funding based on a solid business plan without requiring property as collateral, thus removing a major barrier for young startups and innovators. We also pioneered the use of drone technology for agricultural fertilisation, becoming the first bank in Sri Lanka to support such a forward-thinking approach to modern agriculture.
Further strengthening our national footprint, we introduced the BOC Agent Banking model through Sri Lanka post offices and sub-post offices, integrating digital banking capabilities into one of the most accessible and trusted community institutions. This initiative plays a vital role in advancing financial inclusion, allowing individuals, especially in rural and underserved areas, to access essential banking services by visiting their nearest post office or sub-post office. By combining traditional infrastructure with digital platforms, we have significantly expanded our reach and created a nationwide network of banking touchpoints.
From a workforce perspective, we are proud that a majority of our team of over 8,000 employees are under the age of 35. This young, dynamic front-line team brings agility, creativity, and energy into every customer interaction. We see them not just as employees, but as our living brand ambassadors. They actively promote our products, services, and values with authenticity and enthusiasm.
We’ve also made strategic use of digital channels and social media platforms to improve engagement, expand outreach, and humanise our communications. Our growing social media presence allows us to maintain real-time, two-way conversations with the public, reinforcing our position as a responsive and progressive financial institution.
BOC’s marketing is no longer about simply promoting banking. It’s about representing a brand that is committed to national progress, youth empowerment, financial inclusion, and sustainable innovation. That’s what truly sets us apart.
How do you balance the brand’s legacy with the need to appeal to a younger, tech-savvy generation?
Sameera: As Sri Lanka’s leading state-owned bank, Bank of Ceylon has a national responsibility to serve a wide customer base across every socio-economic segment. This mandate demands thoughtful product design and communication strategies that are inclusive, relevant, and carefully positioned, especially when engaging with younger, digitally driven generations.
One of our most impactful initiatives has been the BOC Youth Loan Scheme, which supported over 11,000 young entrepreneurs last year. This campaign was honoured with the Best Marketing Campaign Award at the People’s Excellence Awards Sri Lanka 2024, recognising its strategic impact, brand alignment, and contribution to national development.
We’ve also embraced digital innovation to better engage with the youth. The launch of BOC Flex App, a combined payment and banking app, was a major step forward, offering seamless user experience and intuitive functionality designed with modern UI/UX principles. This product has significantly improved our brand’s digital appeal among younger generations.
In our broader efforts to support youth empowerment towards higher education, we annually award scholarships totalling approximately Rs30 million to students entering university, based on academic merit and selection criteria. These scholarships are provided on a monthly basis until graduation, easing financial burdens and helping students focus on their studies.
To guide and inspire the next generation, BOC also conducts career guidance seminars across the country, designed to build leadership skills, career awareness, and motivation. In addition, our Dream Builders initiative, developed in collaboration with leading universities, helps bridge the gap between education and employability.
In terms of communication channels, we’ve successfully maintained vibrant engagement across social media platforms. More recently, we have expanded to TikTok and launched a dedicated BOC WhatsApp channel, further strengthening our digital presence and enabling real-time interaction with our younger customer base.
Ultimately, our approach is rooted in a careful balance. This honours our rich legacy while embracing digital tools, modern platforms, and youth-oriented initiatives, and it ensures Bank of Ceylon remains not only relevant but inspirational to Sri Lanka’s next generation.
Looking ahead, what is your vision for the BOC brand over the next 3-5 years?
Sameera: Our vision is to position BOC as a transformative brand that not only leads in banking but also in shaping the social and economic fabric of Sri Lanka. We aim to enhance digital engagement, elevate customer experience through AI-driven personalisation, and further connect the brand with the people it serves through community-focused storytelling. Sustainability, innovation, and inclusivity will define our narrative. Ultimately, we want BOC to be the most trusted partner in every Sri Lankan’s journey, from childhood to entrepreneurship to retirement.
Building on our legacy of leadership, BOC is proud to be the only Sri Lankan bank ranked among the Top 1000 Banks in the World by The Banker magazine. This achievement reflects our financial strength, governance standards, and international credibility. We have also been recognised as Bank of the Year by The Banker UK in 2021, 2023, and 2024, reaffirming our consistent performance and strategic direction.
In addition, our Islamic banking arm received the prestigious Islamic Retail Bank of the Year – Asia award, positioning BOC as a standout institution not only in conventional banking but also in Sharia-compliant financial services. These accolades demonstrate our ability to innovate and compete at a global level while remaining deeply connected to local needs.
Over the next few years, we aim to elevate our brand to a prominent position in the South Asian region by deepening engagement, building meaningful cross-border partnerships, and connecting with emerging markets that align with our values. At the same time, we are committed to sustaining our market leadership within Sri Lanka by continuously enhancing our offerings, modernising our delivery channels, and staying true to our core purpose: building trust, enabling progress, and serving every Sri Lankan with pride.
Further information about the 100 Most Valuable Brands in Sri Lanka:
Sri Lanka’s Top 100 Most Valuable Brands
Introducing Brand Finance and Sri Lanka’s Most Valuable Brands
Brand Valuation Methodology: Identifying Sri Lanka’s Top 100 Brands