Insights and Innovation

Brand Equity

Shifting from traditional commodity TelCo to a platform-let, enterprise, and consumer hybrid model of TechCo, we focused on reliability, digital services, and national development, launching a unified digital platform of connectivity, cloud, and managed services. This reframed brand messaging around national resilience and digital empowerment. Localised campaigns, simplified pricing, omnichannel support, and community programmes highlighted our role in national development, retaining customer loyalty, enhancing customer experience, and staying relevant, in a competitive market. Reflecting our commitment to industry leadership, we were named LMD’s No. 1 Telecom Brand for Customer Service Excellence and awarded Best Mobile Network by Ookla for the second half of 2025.

The improved service quality, broader network coverage, and elevated brand experience have driven measurable customer satisfaction and loyalty. We acquired the tender to digitalise government service capabilities, while corporates and SME segment’s accelerated appropriation of SLT services boosted productivity. These outcomes enhanced our role as a strategic partner in the nation’s ongoing digital transformation.

A Direct Commercial Engine

Our financial strength is a direct translation of its intellectual capital of skills, processes, and specialist knowledge, where engineers, product manager, and operation teams share standardised procedures into customer experience. Playbooks, automated deployment pipelines, and pre-validated service templates, and pilot cycles compressed from months to weeks, facilitates the speed advantage, capturing early adopter enterprise customers and consumers. This allows us to respond ahead of the competition to market windows and iterate of pricing and features while customer acquisition costs remain low.

Monetising Streams

We are able to package premium offerings based on skilled cloud and security teams, sovereign cloud hosting, managed security, and systems integration at enterprise price points rather than competing in commodity connectivity alone, that translates into higher enterprise ARPU and new monetising streams. Tacit knowledge is converted to billable IP, that encompass professional services and outcome based contracts such as migration, managed SOC, and IoT analytics, increasi8ng contract sizes and lengthening customer lifetime value.

Lower Incident MTTR

Operational knowledge and institutionalised runbooks drive lower incident MTTR and higher service reliability, which are critical commercial differentiators for enterprise and government customers. Faster incident resolution reduces SLA penalties, preserves revenue, and strengthens reference ability for which enterprises are willing to pay a premium for predictable uptime and rapid recovery.

Sovereign Capability and Public-sector Trust

Legacy experience combined with futuristic approach to technology and digital transformation has earned the trust of the government and the public sector opening access to government contracts and partnering national infrastructure projects, that requires local control, compliance and demonstratable expertise ISO certified processes, audited processes, and locally hosted data solutions allows us to acquire leadership in national digital initiatives, converting people and knowledge into sustained commercial advantage and national impact.

Driving Innovation

Accelerating innovation across the organisation, we turned strategic intent into tangible products and partnerships. Launching the Sri Lanka government cloud, data centres, targeted PoCs for IoT, managed security, and cloud migration that moved rapidly into commercial pilots. Strategic alliances with global could and cybersecurity partners enabled fast capability transfer and certification pathways for staff, that ultimately translated into commercial wins with measurable uplift in platform service bookings.

Embryo Innovation Centre

The Embryo Innovation Centre continued to strengthen our innovation ecosystem by driving research and development initiatives focused on emerging digital technologies, intelligent automation, and future-ready solutions. Serving as our dedicated innovation platform, Embryo supported the conceptualisation, development, and deployment of technology-led solutions that enhanced operational efficiency, customer engagement, and infrastructure intelligence. Central to this progress was the integration of Artificial Intelligence and Machine Learning capabilities, enabling data-driven decision-making, predictive analytics, and intelligent process automation across the Company’s core operations and service delivery functions.

During the year, the Centre advanced a portfolio of AI-driven, IoT-enabled, and automation-based solutions addressing evolving enterprise and operational requirements. Innovations such as Smart Power Monitoring Solution, PowerLast, SenseGrid, and ParkEase leveraged real-time analytics and smart infrastructure capabilities to improve energy optimisation, mobility solutions, and operational visibility. AI-powered platforms including Visage, Ask HR, and Nebula AI Assistant further strengthened digital engagement and internal process efficiencies, while predictive solutions such as Copper Guard and Proactive FTTH Fault Prediction enhanced network reliability through proactive maintenance and analytics-driven interventions.

The Embryo Innovation Centre also received industry recognition for several technology-driven solutions developed during the year, reinforcing our capability to deliver innovative, scalable, and commercially relevant digital solutions that contribute to Sri Lanka’s evolving digital landscape.

Operational Excellence

Network reliability, service delivery speed, and cost efficiencies were continuously improved delivering operational excellence. A focused FTTx and fixed-wireless rollout expanded coverage in priority districts, while network virtualisation and automation reduced manual touchpoints and cut average incident MTTR by a significant margin. Lessons learned improved first-time-fix rates enabling predictable SLAs for enterprise and government customers. Reskilling and certification programmes drove higher NPS, lower churn, augmenting an already strong brand, as dependable partner for digital transformation.

Building Future - Ready Digital Talent

The Nebula Institute upgraded it s learning repertoire by adding Degree level study courses while continuing with structured programmes for both the new recruits and seasoned employees. Repositioning legacy telecom training with multi-disciplinary tech education, it expanded industry-aligned courses to supply certified talent for digital services and wider telecom ecosystem. Course portfolio expansion combined fundamental engineering skills with applied topics in Data Scient and Robotics and AI, targeting fresh graduates and in-service professionals.

Emphasising hands-on learning with lab facilities and project work, the Institute mirrored industry use cases on cloud migration,IoT, prototyping, and network automation, improving graduate readiness for enterprise deployment. Campus level activities were hosted for student engagement raising our profile among universities and schools, positioning itself as a bridge between academia and industry, while harnessing young talent for a sustainable telecom industry. By 2025, Nebula strengthened our internal talent pipeline for cloud, cybersecurity, and data centres, reducing time-to-hire.

Digital Transformation

Driving the Telco-to-TechCo Transformation

We accelerated its transformation from a traditional telecommunications provider to a future-ready TechCo through a concentrated focus on digital platforms, intelligent services, and next-generation technologies. Anchored on resilience, innovation, and sustainable growth, the Group continued to evolve beyond commodity connectivity, strengthening its role as a national digital infrastructure and solutions provider.

Driving this transformation was the Group-wide digital transformation programme, DIGIWAY, which provided a structured and outcomes-driven framework aligned with global best practices. During the year, DIGIWAY progressed from strategic blueprinting to scaled execution, delivering measurable advancements across customer experience, operations, technology, data, and people. The programme strengthened organisational agility, improved enterprise-wide decision-making, diversified revenue streams beyond connectivity, and enhanced our responsiveness to evolving market dynamics.

Advancing Digital Maturity and Governance

We continued applying the TM Forum Digital Maturity Model (DMM) to guide and assess progress across six strategic dimensions comprising Customer, Strategy, Technology, Operations, Data, and People and Culture. The implementation of a three-year Digital Transformation Strategic Blueprint, executed through integrated sub-programmes and prioritised initiatives with defined KPIs, ensured disciplined governance, accountability, and sustained improvement across the organisation.

To reinforce execution excellence, the transformation programme was supported by a Digital Transformation Steering Committee chaired by the CEO together with a dedicated transformation core team and specialised Centres of Excellence. This governance structure strengthened cross-functional collaboration, accelerated decision-making, and ensured alignment between strategic priorities and operational execution.

Modernising Platforms and Network Architecture

At the network edge, we advanced next-generation access and mobility capabilities, including public rollout initiatives for 5G and expanded broadband offerings that enabled higher throughput and lower latency for enterprise-grade use cases. These initiatives enhanced digital accessibility while strengthening our capability to support increasingly data-intensive consumer and enterprise requirements.

Simultaneously, we progressed the modernisation and unification of its IT, network, and BSS/OSS architecture, moving towards modular, API-driven, cloud-ready systems aligned with Open Digital Architecture (ODA) principles. Roadmaps for legacy application modernisation, cloud migration, and application re-engineering further strengthened scalability, operational resilience, and future readiness across the organisation.

Building a Data-Driven and AI-Enabled Organisation

We reinforced its ambition to become a data-driven and AI-enabled organisation by expanding analytics use cases across commercial, operational, and network domains, improving the speed, accuracy, and quality of decision-making. A Group-wide Data Governance Framework was formalised during the year to strengthen data ownership, lifecycle management, security, and compliance in alignment with Sri Lanka’s Personal Data Protection Act (PDPA), institutionalising data as a strategic enterprise asset.

Artificial Intelligence adoption accelerated across customer engagement, network operations, and internal productivity functions, supported by structured awareness programmes, capability-building initiatives, and innovation platforms. We also hosted its inaugural AI Hackathon during the year, encouraging employees to develop AI-driven solutions to address business challenges while fostering collaboration and strengthening AI literacy across the organisation.

Expanding Digital Solutions and Platform Services

Strategic partnerships with global technology, cloud, and cybersecurity providers accelerated capability transfer and staff certification pathways, enabling the Company to commercialise higher-value, outcome-based services such as cloud migration, managed security operations, and IoT analytics. These initiatives strengthened our ability to move beyond connectivity-led offerings into integrated digital solutions and platform-based business models. We leveraged its digital capabilities, network infrastructure, and specialist expertise to enhance its enterprise solutions portfolio, positioning itself as a trusted partner for enterprises and government institutions pursuing digital transformation initiatives.

Enabling People and Digital Culture

Supporting this transformation was a continued investment in people, culture, and digital capability development. Employees received training and certifications in Agile practices, TM Forum standards, data analytics, AI, and emerging technologies, fostering a performance-driven and innovation-oriented culture capable of adapting to rapidly evolving technological demands.

Internal digital enablement initiatives, including enhancements to the Neylie Smart Employee Self-Care platform and AI-assisted employee support services, further improved workforce inclusion, operational efficiency, and digital adoption across the organisation. Through continuous learning, collaborative ways of working, and structured capability development, SLT-Mobitel strengthened its ability to attract, retain, and develop future-ready talent essential for sustaining long-term digital transformation.

A Dynamic and Inclusive Corporate Culture

We cultivated a dynamic and inclusive workplace where agility and continuous learning are core behaviours. Cross functional squads and fast track reskilling programs encourage experimentation and rapid iteration, while clear career pathways and visible leadership sponsorship ensure new ideas move quickly from pilot to production. The organisation emphasises gender inclusion and diversity creating a broader talent pool and stronger team performance. A structured plan is to be rolled out in 2026, for diversity, equity and inclusivity.

A transparent grievance handling framework and multiple safe channels for feedback ensure concerns are addressed promptly and constructively, while regular town halls and upward feedback loops keep leadership accountable. Promotions and rewards are merit based, tied to measurable outcomes, capability development, and demonstrated impact, with recognition programs that celebrate both individual excellence and collaborative achievements.

Retaining the License to Operate

Operating within Sri Lanka’s tightly regulated and highly competitive telecommunications industry requires us to maintain a disciplined, proactive, and uncompromising approach to regulatory compliance and responsible business conduct. We continuously reviews and strengthens its policies, procedures, and governance frameworks to align with evolving regulatory requirements, industry standards, and emerging operational risks.

Regular audits, robust internal controls, and the integration of compliance considerations into operational and strategic decision-making processes enable the Company to mitigate risks, safeguard customer interests, and preserve its reputation as a trusted national digital infrastructure provider. Maintaining strong regulatory relationships and securing the necessary approvals and licenses remain fundamental to sustaining market access, ensuring service continuity, supporting long-term investments, and enabling the expansion of innovative digital services across the country.

• Key licenses held by the Company include:
• Fixed Operator License (TRCSL)
• Mobile Operator License (TRCSL)
• Broadcasting License for Internet Protocol Television (IPTV) Services (Ministry of Mass Media)
• Spectrum Licenses (TRCSL)
• Vendor Licenses (TRCSL)

SLT and Mobitel separately hold Spectrum Licenses and Vendor Licenses issued by the Telecommunications Regulatory Commission of Sri Lanka (TRCSL), supporting their respective operational and service delivery requirements.

The chapters on SLT Services (pages 86 to 93), Trailblasing Infrastructure (pages 50 to 57), and Our Global Brand (pages 94 and 95) provide further details on the initiatives and strategic advancements encompassed within the Group’s broader remit of Insights and Innovation.