Sri Lanka’s Dilmah is the global tea industry’s only fully producer-owned, fully vertically integrated major brand — gardens, factories, packaging, hospitality and a 15%-of-pre-tax-profit foundation under one family-controlled group. Here is the evidence behind the structure, the founder, the financial scale and the next chapter.
Dilmah is a Sri Lankan tea company that owns its own gardens, runs its own factories, packs its own tea at origin, and commits a fixed share of its pre-tax profit to philanthropy. Forty years after a single tea taster launched the brand with the words “Do Try It”, that structure is still what makes Dilmah different from the multinational packers that dominate the global tea shelf. The numbers are solid rather than spectacular: group revenue of Rs. 21.16 billion in the year to March 2025, up 14% year-on-year, and a presence in 110 countries by the end of the 2023/24 financial year. The story is the model, not the market share.
This article is an evidence-led profile. It draws on Dilmah’s audited filings with the Colombo Stock Exchange, the founder’s own published statements, Resplendent Ceylon’s hospitality disclosures, and identified third-party reporting. Where the company’s own claims cannot be independently verified — for example, the audited reconciliation of the 15% pre-tax-profit philanthropic commitment, or a global unit-volume figure for the retail brand — the article says so.
A teamaker from Pallansena
Merrill Joseph Fernando was born on 6 May 1930 in Pallansena, a coastal village north of Negombo, to a family of Ayurvedic doctors. In the early 1950s, while Ceylon was still under informal British control of the tea trade, he became one of the first Sri Lankans selected to train as a tea taster in London. He travelled to Mincing Lane in 1954 with Joseph Travers & Sons, worked for a year, returned to Colombo, and was appointed a director of AF Jones in 1958. He and two partners later bought the firm. The training shaped his approach for the rest of his working life: taste the leaf, name the garden, do not blend it away.
By 1982, the company he had built was incorporated as Ceylon Tea Services Ltd. Three years later, at the age of 55, Fernando rebranded his export company Dilmah, taking the first letters of his two sons’ names, Dilhan and Malik, and adding an “h”. The intent, as he put it later in a trade-press interview, was to make Dilmah the “third member of the family” — a brand that would carry the same care as a person, with packaging and content “both excellent”. The first retail listing came three years later, in 1988, when an Australian buyer at Coles in Melbourne agreed to stock the tea. The “Do Try It” campaign, featuring Fernando himself on camera, launched in the same year. He died on 20 July 2023, aged 93.
Single-origin, packed at origin
Dilmah’s structural claim is that it was the first major tea brand to package and market 100% single-origin Ceylon tea to global retail consumers. Before 1988, most Ceylon-grown tea was shipped in bulk to London, Hamburg or Colombo-based blenders, who mixed it with East African, Indian and Indonesian leaf, packed it under their own labels, and kept most of the margin. Dilmah’s model inverted the order: pick the leaf, process it, pack it, brand it and ship it from the country where the tea was grown. The marketing language has since been copied, but Dilmah retains the producer’s position in the value chain.
The vertical integration goes further. The Dilmah group owns a majority stake in Kahawatte Plantations PLC and jointly controls Elpitiya Plantations PLC and Talawakelle Tea Estates PLC — three of Sri Lanka’s regional plantation companies, together responsible for roughly 5% of national Ceylon tea production and over 19,000 hectares of tea plantation in own subsidiary companies. Through these and its joint-venture plantation companies, the group accounts for 25 million kilograms of tea and 2.5 million kilograms of rubber a year. The packaging and printing facilities are also in-house, which is why Dilmah can credibly describe itself as the only fully vertically integrated major tea company, from the tea plant to the tea cup.
A 110-country footprint
Dilmah products are sold in more than 100 countries, with the 2023/24 integrated report recording 110 countries by the end of that year after the addition of Azerbaijan and North Cyprus. The distribution network runs through 90 distributors across 108 countries and eight regions, covering supermarkets, hypermarkets, traditional trade, convenience stores, online retail, hotel groups, restaurants, cafés and airlines. In New Zealand, Dilmah has been named the country’s most-trusted tea brand for five consecutive years, and its Natural Infusions line won the Australian Product of the Year award in 2020.
The group also reaches customers through its hospitality arm, Resplendent Ceylon, which operates five small luxury resorts in Sri Lanka. Ceylon Tea Trails, the original 2005 bungalow-resort in the central highlands, holds 3 Michelin Keys — the highest honour in the 2025 Michelin Key hotel distinctions, and the only 3-Key property in Sri Lanka. Wild Coast Tented Lodge in Yala National Park holds 2 Michelin Keys, and Cape Weligama on the south coast holds 1. The three resorts are the country’s only members of Relais & Châteaux.
The hospitality side is not large in revenue terms, but it is unusual for a tea company to operate a Michelin-distinguished resort chain at all, and the structure reinforces the producer-led positioning: every resort sits on a Dilmah-linked landscape, and the company uses the hotels as a working showcase for the same single-origin philosophy that defines the tea business.
The family that runs it
Dilmah is a Fernando family business at the operating level, even though Dilmah Ceylon Tea Company PLC is a public company listed on the Colombo Stock Exchange. The family retains majority control through MJF Holdings, the private parent.
Dilhan C. Fernando is Chairman and CEO of Dilmah Ceylon Tea Company and co-chair of MJF Holdings. He was elected Chairman on 31 July 2023, two weeks after his father’s death, “according to his father’s wishes” as the 2024/25 annual report records. Malik J. Fernando is Chairman and CEO of MJF Leisure, the parent of the Resplendent Ceylon hospitality business, and is also co-chair of MJF Holdings. Both brothers are second generation.
The third generation is in early-career roles. Amrit M. J. Fernando, Dilhan’s son, joined the company as a management trainee in 2022 and now works in tea tasting, innovation and sustainability. Amaya Fernando is identified by the family as third generation but does not yet hold a formal operating title in Dilmah’s public materials. The company describes the transition as staged, with the second generation in formal control and the third in apprenticeship.
15% of pre-tax profit to philanthropy
Dilmah’s defining structural decision, beyond the producer-owned model, is the philanthropic commitment. The company states that a minimum of 15% of pre-tax profits from Dilmah, Resplendent Ceylon and other subsidiary companies funds the Merrill J. Fernando Charitable Foundation and Dilmah Conservation. The 15% line is a corporate commitment, not an audited line item; Dilmah’s annual report does not publish a reconciliation of the percentage in the way a tax or dividend line is reconciled, and the figure should be read as a stated policy rather than a verified spend.
The MJF Foundation was officially launched in 2003. It runs education, vocational training, healthcare, micro-enterprise and elderly-care programmes, and the family says it has supported more than 100,000 underprivileged Sri Lankans since launch. Its Small Entrepreneur programme has, by the foundation’s own count, established 2,000 micro-enterprises. Dilmah Conservation began in 2007 and runs biodiversity projects across the country, including the operation of the Elephant Transit Home in Udawalawe National Park, support for the Wilderness and Wildlife Conservation Trust’s leopard research, and the first private-sector climate research station in Sri Lanka.
The founder called his philosophy “business is a matter of human service”, and the family has continued to publish the same line. The 15% commitment is also a commercial differentiator: most major tea brands do not make a fixed-percentage pre-tax profit commitment to a single foundation, and none of Dilmah’s principal multinational competitors publish an equivalent figure.
The 2024/25 financial picture
Dilmah Ceylon Tea Company PLC’s 2024/25 financial year, audited and filed with the Colombo Stock Exchange, closed with group revenue of Rs. 21.16 billion, up 14.4% from Rs. 18.50 billion the year before. Operating profit rose 116% to Rs. 1.45 billion. Profit before tax was Rs. 1.69 billion, up 24%. Profit after tax was Rs. 726 million, down 5% on the prior year because of higher finance and tax charges. Earnings per share on a company basis were Rs. 61.65, against Rs. 36.76 the year before. The 2025/26 annual report records a further rise to revenue of Rs. 22.14 billion and profit before tax of Rs. 2.45 billion.
The margins are tighter than a premium consumer brand might suggest. Gross margin for the group was 36.40% in 2024/25, against 39.41% the year before. Net margin was 3.43%, against 4.10%. Third-party analysis of the same audited report describes the company as “financially stable and profitable, with a strong equity base (79.51% of assets) and low debt”, but also flags that ROE at 3.21% is “below industry averages (~10–15% for consumer goods)”. The picture is of a premium-positioned brand with commodity-shaped margins, a familiar pattern in tea.
Two things matter about those numbers. First, the 2023/24 dip was a recovery year from the Sri Lankan economic crisis of 2022, not a structural decline, and the 2024/25 and 2025/26 figures show the company rebuilding order books. Second, the public-listing structure means the financial picture is unusually transparent for a Sri Lankan brand of Dilmah’s size: every line in the income statement and balance sheet is filed with the Colombo Stock Exchange and reproducible from CSE filings.
Awards and recognition
The founder’s honours tell a story about the brand’s positioning. He received the Oslo Business for Peace Award in 2015 (judged by a Nobel-laureate panel), the FIRST Award for Responsible Capitalism in 2016, the Sri Lankan national honour “Deshamanya” in 2019, an honorary doctorate from Massey University in New Zealand in 2019, and a Lifetime Achievement Award from the World Association of Chefs’ Societies in 2018. The “Most Globally Outreached Brand in Sri Lanka” Presidential Export Award sits in the same set. Independent industry press has described Dilmah as one of the top 10 global tea brands, a position the company itself does not formally claim but which is consistent with the 110-country distribution footprint.
What the brand still has to prove
Dilmah’s structural advantages are real and durable. The producer-owned model, the vertical integration, the 15% profit commitment and the 40-year track record of single-origin Ceylon tea are unusual in the global tea industry and difficult for a multinational packer to replicate quickly. At the same time, the financial profile in 2024/25 is solid rather than spectacular, the third generation is still in early-career roles, and Dilmah does not publish a global unit-volume figure for its retail brand. The next chapter is therefore a question of execution: whether the family’s model can carry the company through a more competitive premium-tea market, a weaker Sri Lankan rupee, and a generational handover that is in progress rather than complete.
The answer, in the public record so far, is that the model is still intact. The structure has held through the founder’s death, through a national economic crisis and through four decades of multinational competition. The remaining question is whether the next generation can hold the company’s point of view with the same consistency. The brand’s positioning — single-origin, producer-owned, 15% to philanthropy, three generations in stewardship — is unusual enough that if Dilmah cannot keep it, no other major tea company is likely to build it.
The bottom line
Dilmah is, by the verifiable evidence, the global tea industry’s most structurally unusual major brand: a single-origin specialist, a producer-owned company, a fully vertically integrated operator, a publicly listed group on the Colombo Stock Exchange, the operator of a Michelin-distinguished resort chain, and the committed funder of a single family foundation at 15% of pre-tax profit. The financial profile is solid rather than spectacular, the third generation is early in its operating career, and the company is still recovering from a national economic crisis. The producer-led structure that Merrill J. Fernando built in 1985 has held for forty years through a founder’s death, a sovereign default and four decades of multinational competition. The next test is whether the same structure can hold for the next forty.
Frequently asked questions
Who founded Dilmah?
Dilmah was founded by Merrill J. Fernando, a Sri Lankan tea taster trained at Mincing Lane in London in 1954. He launched the Dilmah brand in 1985 at the age of 55 and built it over the next four decades into a 110-country tea business. He died on 20 July 2023, aged 93. The brand name is a portmanteau of his two sons’ first names, Dilhan and Malik, with an “h” added.
Is Dilmah a Sri Lankan company?
Yes. Dilmah Ceylon Tea Company PLC is incorporated and domiciled in Sri Lanka, with its registered office at 111 Negombo Road, Peliyagoda. The company is listed on the Colombo Stock Exchange and the Fernando family retains majority control through the private parent, MJF Holdings. Dilmah’s tea gardens, factories, packaging facilities and hospitality operations are all based in Sri Lanka.
Is Dilmah really producer-owned?
Yes, in the verifiable sense. Dilmah is the only fully vertically integrated major tea company, with ownership of tea plantations through majority control of Kahawatte Plantations PLC and joint control of Elpitiya Plantations PLC and Talawakelle Tea Estates PLC. The group’s own subsidiary plantation companies account for over 19,000 hectares of tea plantation and roughly 5% of national Ceylon tea production. Dilmah Ceylon Tea Company PLC is also listed on the Colombo Stock Exchange, so the company is publicly traded with a producer-family-controlled majority.
What does the 15% pre-tax profit commitment fund?
A minimum of 15% of pre-tax profits from Dilmah, Resplendent Ceylon and the group’s other subsidiary companies funds the Merrill J. Fernando Charitable Foundation and Dilmah Conservation. The foundation runs education, vocational training, healthcare, micro-enterprise and elderly-care programmes. Dilmah Conservation runs biodiversity projects, including the Elephant Transit Home in Udawalawe National Park and the first private-sector climate research station in Sri Lanka. The 15% is a stated corporate commitment rather than an audited line item.
How many countries does Dilmah sell in?
By the end of the 2023/24 financial year, Dilmah products were sold in 110 countries, including Azerbaijan and North Cyprus, which were added during that year. The network runs through 90 distributors across 108 countries and eight regions, covering supermarkets, hypermarkets, traditional trade, convenience stores, online retail, hotel groups, restaurants, cafés and airlines.
Who runs Dilmah now?
Dilhan C. Fernando is Chairman and CEO of Dilmah Ceylon Tea Company. He was elected Chairman on 31 July 2023, two weeks after his father’s death. Malik J. Fernando is Chairman and CEO of MJF Leisure, the parent of the Resplendent Ceylon hospitality business, and co-chair of MJF Holdings. Both are second generation. The third generation — Amrit and Amaya Fernando — is in early-career roles within the family business.
What is Resplendent Ceylon?
Resplendent Ceylon is the Fernando family’s hospitality company, founded in 2005 with the opening of Ceylon Tea Trails. The group now operates five small luxury resorts in Sri Lanka and is the country’s only Relais & Châteaux member. Ceylon Tea Trails holds 3 Michelin Keys, Wild Coast Tented Lodge holds 2, and Cape Weligama holds 1, making them the most Michelin-distinguished hotel collection in Sri Lanka.
Is Dilmah tea single-origin?
Yes. Dilmah markets 100% single-origin Ceylon tea. The leaf is picked, processed, packed and branded at origin in Sri Lanka, and the company does not blend its branded retail product with non-Ceylon leaf. Single-origin Ceylon tea existed before 1988, but Dilmah was the first major tea brand to package, brand and market single-origin Ceylon tea to global retail consumers under its own label.
Research note: This profile was prepared from Dilmah’s audited filings with the Colombo Stock Exchange (CSE), the company’s official About, Founder’s Journey and Awards pages, Resplendent Ceylon’s hospitality disclosures, the MJF Foundation factsheet, and identified third-party reporting available in August 2026. The 15% pre-tax-profit philanthropic commitment, the foundation’s 100,000-beneficiary and 2,000-micro-enterprise figures, and Dilmah’s reported “top 10 global tea brand” position are company statements and have been marked as such. All audited financial figures are sourced from CSE filings.
