This article was originally published in the Brand Finance Restaurants 25 2026 report.
As the fifth strongest restaurant brand globally and the only Filipino brand in the global ranking, Jollibee continues to translate cultural authenticity into international brand strength. In a recent interview with Brand Finance, the Jollibee Group shares how protecting core brand fundamentals, investing in disciplined execution, and anchoring growth in purposeful leadership continue to drive durable brand equity and long-term global success.
Interview with Jollibee Group
In 2026, Jollibee is the fifth strongest restaurant brand worldwide, and the only Filipino brand on the global list. What core elements of the Jollibee brand resonate across cultures, and how do you protect and scale these strengths as you expand internationally?
We are deeply honored that Jollibee was once again recognised as the fifth strongest restaurant brand worldwide and the only Filipino brand on the global list. This reflects the universal appeal of what Jollibee stands for: superior taste, joyful service, great value for money, and the sense of family and community that consumers experience in our stores.
Across markets, these core elements resonate consistently. Consumers may come from different cultures, but they respond to the same things: food that tastes great, service that feels warm and genuine, and a store experience that feels welcoming and familiar, whether they are in Manila, Singapore, Dubai, or Los Angeles.
As we expand internationally, protecting these strengths starts with clear non-negotiables. We safeguard the superior taste, food quality, and the joy of the Jollibee experience through consistent standards, comprehensive training, and operational discipline. At the same time, we allow some thoughtful menu localisation to keep the brand culturally relevant while preserving our signature flavours. Examples of this is Jollibee Singapore’s 3-ways-spicy Spicy Chicken Sandwich, which caters to local spice preferences while upholding our global standard.
The balance between protecting our strengths and fostering innovation enables us to scale consistently and stay relevant to evolving market preferences.
Jollibee’s brand value rose 32% this year to USD3.3 billion despite a challenging consumer environment. Which leadership decisions have most driven this growth and resilience, and as Jollibee continues to expand domestically and globally, what will define brand leadership and long-term success beyond scale over the next decade?
Jollibee’s 32% surge in brand value to USD3.3 billion reflects decisive leadership anchored on three priorities: strengthening brand fundamentals, deepening customer connection, and executing with discipline. At the core was a clear choice to protect what consumers consistently love – superior taste, joyful service, and a sense of family and community – while maintaining affordability without compromising quality. Operational discipline, supply chain efficiency, and in-store excellence ensured a consistent, high-quality experience across markets, evidenced by accolades such as Chickenjoy being voted the best fast-food fried chicken by USA Today in 2024 and 2025, and Jollibee Kuwait being named among the Top 10 Brands for Customer Satisfaction in 2023. Scaling with consistency and supporting franchisee confidence, alongside long-term investments in sustainability through the Joy for Tomorrow agenda, reinforced stakeholder trust and brand relevance even amid challenging consumer conditions.
Looking ahead, brand leadership for the next decade will be defined not merely by growth in scale, but by the ability to bring joy through superior taste and meaningful experiences. Jollibee will continue to anchor leadership in unmatched brand equity, delivering products and experiences that align with consumer preferences globally. Success will be driven by clear, differentiated brand positioning, culturally relevant storytelling, and innovation that strengthens each brand while leveraging the collective power of the Jollibee Group. Consumer-centric innovation and operational excellence – ranging from menu innovation and digital ordering to next-generation store formats and global FSC standards – will ensure consistency, convenience, and quality at scale, deepening loyalty and future-proofing the portfolio.
Sustainability and responsible growth will increasingly shape leadership, with the Joy for Tomorrow agenda guiding food safety, people development, community upliftment, and environmental stewardship. Finally, success will depend on people and organisational capability: building world-class leadership, governance, and high-performing teams across markets to ensure every brand thrives through disciplined execution, deep expertise, and a culture anchored on malasakit, speed with excellence, and joy. Together, these principles will define Jollibee’s resilience, relevance, and long-term success as a globally loved brand.
Where have you seen the most impact, and what key learnings would you offer other brands shaping their sustainability agenda?
We have seen the greatest impact where our sustainability efforts are anchored on what is truly material to the business and our stakeholders. The most important learning is that any sustainability journey must begin with a robust materiality assessment. This provides a clear, evidence-based understanding of a company’s most significant environmental, social, and governance impacts, as well as the external risks and opportunities that can affect the business.
Equally important is taking into account the perspectives of key stakeholders, investors, employees, suppliers, customers, and communities. This allows organisations to focus resources where they matter most.
Once that clarity is established, execution becomes more practical. A good example is our manufacturing and logistics facilities in the Philippines, which represent the majority of our global commissary operations. In 2020, our materiality assessment identified energy efficiency as a material opportunity. The first step was to establish a performance baseline and build a culture of managing resources more carefully. Even at this early stage, energy use began to decline. In the years that followed, we introduced process improvements and then technological enhancements. By the end of 2024, this disciplined, step-by-step approach resulted in a 34% reduction in energy-use ratio, and the installation of over 16,800 solar panels generating 9.1 megawatts of clean energy for the Group. It illustrates a key learning: meaningful impact does not require doing everything at once – starting with small, well-prioritised actions can build momentum and deliver significant environmental and business value over time.
By focusing on strengths and accelerating what works, while taking deliberate steps to address gaps, organisations can create meaningful change. Experience shows that impact comes from prioritisation, steady progress, and disciplined execution –not from trying to do everything at once.
Jollibee promotes inclusive employment through partnerships for seniors, people with disabilities, and youth initiatives. How does the Group address dignity, advancement, and long-term employability, and how does this impact its employer's brand?
We design roles, workplace adjustments, and support systems that enable individuals, whether seniors, persons with disabilities, or youth, to contribute meaningfully and thrive within our organisation.
Over the years, we have partnered with various Local Government Units in hiring over 1000 senior citizens and persons with disabilities as customer relations staff across our brands. Additionally, through our Access, Curriculum, Employability (ACE) Scholarship Program, in partnership with technical-vocational skills training institutions, we have provided scholarships to over 3,155 indigent out-of-school students since 2005 to 2024. This programme equips them with the necessary skills in Quick Service Restaurant Operations (QSRO) and Agro-entrepreneurship, enabling them to gain employment and contribute to the workforce. Additionally, in 2025 we piloted the Special Program for Employment of Students (SPES) in partnership with the Philippine Department of Labor and Employment (DOLE). The programme enabled over 365 underprivileged students and out-of-school youth to support their education while gaining practical work experience that prepares them for long-term employability.
From an employer brand perspective, this strengthens trust. Employees see that inclusion is practiced, which reinforces a culture of respect and belonging. Externally, it positions Jollibee Group as an employer that values people across life stages and abilities, helping us attract, retain, and motivate talent in a highly competitive labour market.
