JANASHAKTHI GROUP (JXG)
Q: The Janashakthi Group (JXG) has evolved considerably over the decades. How would you describe the organisation today and where do you see it heading in the years ahead?
A: While the group in its present form dates back to the mid-1990s, its entrepreneurial roots stretch back to the early 1970s. Over the years, the group grew through organic expansion, strategic acquisitions and periodic transformation, continually adapting our portfolio to changing market dynamics.
Today, JXG is a focussed financial conglomerate built around three complementary pillars: life insurance, investment banking and finance through a licensed non-bank financial institution (NBFI). We have deliberately streamlined the business to concentrate on areas where we possess deep expertise and can create meaningful value.
Our recent initial public offering reinforces our commitment to transparency and provides the platform for the next phase of growth.
We have already identified opportunities in Southeast Asia and East Africa to build a sustainable regional presence over time.
Growth will continue to be driven by a combination of organic development and carefully considered acquisitions.
Q: In today’s increasingly transparent and connected business environment, what does it take for an organisation to earn and sustain respect?
A: Respect cannot be manufactured through marketing campaigns or carefully crafted messaging. People observe behaviour over many years before they decide whether a company deserves their confidence.
At JXG, everything begins with our values. They were shaped by our founder’s vision and principles, and they have remained the common thread that binds the group together throughout its evolution.
As the organisation has grown across businesses and generations, we recognised the importance of documenting and articulating these values so they could be understood and embraced by employees and family members who did not have the opportunity to work alongside the founder.
Today, these values are embedded throughout the employee life cycle. They are not aspirational statements; they’re the principles that guide how we make decisions, engage with one another and serve our customers.
Our culture is built on a shared commitment to integrity, collaboration, mutual respect, high performance and innovation. These values have remained consistent over the years and continue to shape the way we lead the organisation and earn the respect of our stakeholders.
Q: How important are ethical leadership and strong governance in maintaining long-term corporate credibility?
A: They are fundamental as credibility begins with trust – and trust cannot exist without integrity and transparency.
Long before governance requirements became commonplace, the group voluntarily adopted internationally recognised governance principles. Independent leadership, directors and board committees, and clear separation between executive management and oversight, were introduced well before they became mandatory.
Even before becoming a listed entity, the group operated with governance structures that promoted transparency, independent oversight and accountability.
Strong governance gives investors, regulators, customers and employees confidence that decisions are made in the long-term interests of the organisation.
Ultimately, governance is not something that should become important only when a company lists on the stock exchange – it is foundational.
Q: To what extent does employee engagement influence external perceptions of corporate respect?
A: Employees are an organisation’s most authentic brand ambassadors. Long before a customer experiences a company’s products or services, perceptions are shaped by the people who represent it every day.
Employees reflect the organisation’s culture, values and leadership; and through their interactions, they communicate far more about a company than any marketing campaign could.
At JXG, we have always believed in building not merely a family business but a family culture. When people genuinely feel valued, respected and supported, they naturally carry its values into every interaction with customers, business partners and the wider community.
Equally, they influence how potential employees perceive the organisation, helping establish JXG as a workplace where people can grow, contribute and build meaningful careers. However, respect extends well beyond remuneration or recognition. It is about creating an environment where people feel heard, trusted and empowered to succeed.
We place strong emphasis on employee wellbeing – including mental health support – while maintaining a zero tolerance approach to harassment and discrimination. Every individual is treated with dignity and fairness regardless of their role because respect must be embedded throughout the organisation.
This people first philosophy has fostered high levels of engagement, ownership and loyalty over many years. It is also reflected in the external recognition we have received including our Great Place To Work accolades and other employer recognitions, which affirm the culture we have worked hard to build.
As our founder often reminded us, people spend most of their waking hours at work – so the workplace should be one where they find purpose, fulfilment and a genuine sense of belonging.
Q: Beyond commercial success, what role should respected organisations play in supporting economic recovery and long-term competitiveness?
A: Organisations have a responsibility to contribute to the nation’s long-term progress. One organisation that has inspired me in this regard is the Tata Group, which views business not simply as a vehicle for wealth creation but an institution that could strengthen the country’s economic and social fabric.
We want JXG to play a similar role in Sri Lanka by creating value that extends
beyond our own organisation. One of our priorities is fostering entrepreneurship.
Sri Lanka has no shortage of talent, creativity or innovation; what many aspiring entrepreneurs lack is access to mentorship, encouragement and capital. The Janashakthi Foundation is developing initiatives that help bridge this gap – because supporting entrepreneurs ultimately creates businesses, employment and long-term economic resilience.
Three areas have been identified where we believe we can make a lasting impact: education, sports and community development.
And responsible corporate citizenship is demonstrated through action, particularly when the country faces its greatest challenges. We have established a unique collaboration between the Janashakthi Foundation and the President’s Fund, the first initiative of its kind in the country to expand access to critical medical care for children under the age of 18.
Through this initiative, JXG will provide financial support alongside the contribution made by the President’s Fund, strengthening the assistance available to families seeking lifesaving medical treatment. This represents a significant commitment and financial undertaking for JXG. However, when it comes to giving a child a chance of life, it is an investment that carries immeasurable value.
If respected organisations use their resources, expertise and influence to build stronger institutions and create opportunities for others, they become catalysts for national progress rather than simply successful businesses.
Q: Consumer trust has become one of the most valuable assets any organisation can possess. How does JXG build relationships that endure beyond products and services?
A: In financial services, trust is the product. Customers often purchase a promise rather than something tangible, which makes credibility even more important than innovation.
Our philosophy has always been straightforward: if we have made a commitment, we honour it. We do not search for loopholes or technical excuses to avoid our obligations. That mindset shapes not only customer relationships but also the internal culture of the organisation.
Our founder believed customers should understand exactly what they were purchasing, which is why policy documents highlighted exclusions as clearly as benefits rather than concealing them in fine print.
Trust is ultimately built through thousands of consistent actions over many years, and that consistency has become one of JXG’s defining strengths.
