Empowering our employees, creating world-class workplaces, upholding our commitment to women at the heart of our workforce, and supporting the communities around us.
At MAS, we see our people, over 100,000 strong, as our greatest asset. Their dedication and growth have been instrumental in our success. We believe this success is intrinsically linked to the well-being of all our stakeholders: customers, partners, and the communities to which we belong. Our communities have been our support system since the beginning, and we strive to nurture mutually beneficial relationships, where we not only sustain and support them but change lives for the better.
As an enterprise committed to social responsibility, we utilise a robust and regularised system to track progress against the Social pillar of Our Plan for Change, and ensure our social sustainability efforts translate to real-world impact.
The MAS Social Sustainability Scoring Tool (SS Tool), introduced in 2020, integrates a set of clearly defined Key Performance Indicators (KPIs) on social sustainability parameters into our Group strategy deployment process, Hoshin Kanri.
The tool allows us to cascade MAS’ social impact ambitions and targets down through management personnel, to our facilities, teams, and employees. The scoring tool calculates an aggregated score for each facility, and CEO performance is tied to the scores of facilities under their purview.
During 2023, we leveraged the tool to measure 54 facilities. Taking a carefully tailored approach that is customised to our operations, we evaluated manufacturing units using 33 indicators, and non-manufacturing units using 25 indicators.
Data collection is carried out on a monthly, quarterly, and biannual basis, and data is then validated by respective pillar and divisional leads. Finalised scores are Shared with the CEO’s office and other senior Management personnel.
Our Commitment:
Empowerment of women at the factory floor
Our Achievements in 2023:
Opportunities created for women since inception
locations with on or off-site Company-supported childcare facilities
maternity instances provided
maternity return rate
Our Target for 2025:
Women in management
2023: 23.7%
2022: 11.5%
We believe that a commitment to women across our operations is crucial to the social sustainability of MAS, and fundamental to strengthening our foundation of an empowered workforce. With a focus on diversity, equal opportunity, and empowerment of women, we have set ourselves two ambitious goals: To address the gender gap at management level, and to invest in empowering women on the factory floor. We continue to hold that our success is directly tied to their development, well-being, and happiness. By investing in, and unlocking, the potential of our women: we are investing in the future of MAS.
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EMPOWERING WOMEN, TRANSFORMING COMMUNITIES: CELEBRATING 20 YEARS OF WOMEN GO BEYOND (WGB)
2023 marks a momentous milestone: 20 years of Women Go Beyond, the signature programme for women’s empowerment at MAS.
Over the past two decades, WGB has delivered over 12,915 programmes, creating more than 5.1 million opportunities for our women and their communities around the globe. This commitment extends beyond numbers. In 2023 alone, the programme has created over 445,541 opportunities through over 2,463 interventions, carried out across the globe. This is a 37% increase from the previous year, demonstrating our continuous commitment.
The platform has grown significantly, adapting to meet the evolving needs of women. We have broadened our scope beyond initial interventions, embracing a holistic approach. Today, WGB delves deeper into core areas like sexual and reproductive health rights, and gender-based violence. Additionally, we are actively addressing resource gaps, skill development, and the rights of marginalised groups through policy and infrastructure interventions.
The female empowerment agenda is deeply woven into MAS’ organisational culture. WGB drives the work on gender equality throughout the Company, creating positive change within the workplace and in surrounding communities.
Since its inception, WGB has prioritised career advancement for women on the factory floor. In 2023, our career advancement work continued with a range of initiatives across all divisions, including leadership and personality development, technical skills training, and communication workshops.
Furthermore, we reviewed and adjusted promotion and hiring policies to further ensure gender equality. We also leverage our comprehensive flexi-work policy to enable women to pursue leadership aspirations without compromising on their different needs and responsibilities.
WGB’s multifaceted approach tackles challenges women face at work, home, and within society. We offer tailored solutions addressing diverse needs, demonstrably shifting entire communities and positively impacting countless lives.
Speaking in fluent English has always been something I wanted to learn and I wanted my daughter to learn good English too, but I have been too shy and feeling embarrassed. The opportunity given to me by WGB team in the plant helped me overcome that fear. I may not be 100% good at speaking or writing but I understand better and I am more confident in the work I do now.
Dinushika Hasarangi
Asialine QA team
I always knew that that being a leader was in my nature, but being the best leader having good leadership qualities, using the proper tone when speaking, communicating better, having empathy and keeping the team spirit up were a few qualities I wanted to learn and improve on, and the programmes offered by WGB supported me immensely.
Kaushalya Nishamani
Sleekline GL Sewing
Since 2019, annual performance metrics for HR Leaders and CEOs have included gender representation targets, as a step towards driving accountability. Amid all challenges, this has helped MAS to increase its overall Women in Management representation to 24% in 2023 from the previous year’s 12%; We are also progressing towards our goal of achieving a better gender balance on MAS Capital and MAS Holdings Boards, with women’s representation at Board-level reaching 23% in 2023, up from 21% the previous year.
MAS is committed to fostering diverse and inclusive workplaces. We achieve this through: mentorship, sponsorship programmes, and unconscious bias reduction workshops. Additionally, we raise awareness about diversity, accessibility, and respect through targeted campaigns. These ongoing efforts have noticeably helped break down stereotypes and cultural barriers, transforming the work environment across the countries where the Group operates. This in turn has led to an increase in the female percentage of external executive and above recruitment from 42.29% in 2022 to 47.45% in 2023. We are positive all the internal and external media campaigns we engage in, profiling inspirational women have immensely contributed to this increase as well.
Throughout 2023, MAS continued job-family-based interventions across all divisions, with the shared goal of promoting women’s advancement in traditionally male-dominated job families. One example is MAS KREEDA’s flagship programme, “Ignite - Women in Manufacturing Leadership,” developed in collaboration with SandBox Consultancy. This year, the programme proudly celebrated the graduation of 15 talented female leaders in the manufacturing space. This initiative aligns with our overall objective of increasing women in management to 30% or more by 2025.
The year-on-year increase in our women in management figures is directly linked to the strong leadership support, commitment, and accountability we receive. This leadership drives progress not only in terms of numbers, but also in fostering a more supportive and inclusive work environment for women.
The sponsorship programme offered a different way of getting feedback and direction on how to be the best in whatever we do. Professionally and personally. My sponsor was flexible and available to conduct all my sessions in-person, which was a great opportunity to connect and have a real time conversation. Not only did I learn a few new tools of coaching that I tried to practice in my day to day, I also learned a lot about networking and building relationships.
Taniya Perera
Manager – Merchandising (Lululemon)
In 2023, women’s networks were launched to offer all divisions across the Group the opportunity to connect, share experiences, and support each other’s professional development. Two group-level gatherings were held during the year and nearly 200 women joined the network, which received overwhelmingly positive feedback.
Witnessing the enthusiasm and potential of these dedicated women was incredibly rewarding. The energy in the room during our sessions was electric, and I could sense the genuine desire for growth and empowerment among the participants. It’s moments like these that reaffirm the importance of investing in programmes that uplift and support women in our Organisation. I’m honoured to have been a part of such a meaningful endeavour, and I look forward to seeing the positive impact it continues to have on MAS.
Pabasari Wijesinha
Deputy General Manager –
Talent Management
MAS has been a signatory to the UN Women’s Empowerment Principles since 2011, and a member of the UN Global Compact since 2003, we actively collaborated with the International Finance Corporation (IFC) and others. We are proud to be one of the first Sri Lankan signatories to the UNGC’s Target Gender Equality programme.
To ensure these conversations have lasting impact, we continuously engage with government and private universities, youth groups and other stakeholders, fostering a nationwide shift in mindsets towards diversity and inclusion.
MAS champions policies and infrastructure changes that empower women to reach their full potential in the workplace. We actively advocate for and support initiatives such as childcare facilities, lactation rooms, flexible work arrangements, and parental leave policies (including paternity and adoption leave). These measures not only attract and retain female talent but also create a work environment that fosters their well-being and career advancement.
Regulatory requirements in our major areas of operation mandate that mothers are entitled to maternity leave. As such, we track the number of women taking maternity leave (maternity instances) as equivalent to number of female employees entitled to maternity leave. Conversely, paternity leave is not mandated and eligibility criteria may vary – therefore this figure is currently not reported.
As of 2023, MAS offers employer-supported childcare options – internal or external crèches, or childcare allowances – at 37 locations, catering to the specific needs of each location. Additionally, 44 locations provide designated lactation rooms for nursing mothers.
| Maternity leave (Female) | Paternity leave (Male) | |
| Employees utilising parental leave | 4,506 | 999 |
| Employees who returned to work after parental leave ended | 2,934 | 970 |
| Return-to-work rate | 65% | 97% |
| Those still employed 12 months after their return to work | 886 | 333 |
It was very supportive to have this leave because we can have a time to adjust to our new life. Also, we can support the new mother and baby and make them more comfortable.
Pulasthi Ariyarathna
Team Leader
I am happy to say I was able to use my paternity leave last year for the birth of my first child. It’s really worth it. To face the occasion and fulfil my duties. Thank you very much for this opportunity given by MAS. I encourage everyone to make use of this opportunity to embrace fatherhood.
Sameera Rathnasena
Assistant Manager – Technical
The Company goes beyond basic support. Our “Dignity of Motherhood by Intimates” programme takes a holistic approach, addressing the pre and post-natal well-being of both mothers and babies. In 2023, 1,378 mothers in Intimates benefited from this programme, receiving knowledge, practical tips, music therapy, and essential baby supplies through 57 workshops.
MAS demonstrates a commitment to exceeding legal requirements to support our workforce. While maternity and paternity leave policies are standard across the Group, MAS KREEDA introduced additional childcare and dependent care leave for all employees in January 2023. This initiative exemplifies our dedication to supporting our workforce in managing their personal and professional lives.
Additionally, we address other crucial areas through various initiatives, including skill development, sexual and reproductive health and rights (SRHR), and prevention of gender-based violence (GBV) including cyber violence.
We believe in holistic empowerment that goes beyond our employees; it extends to their families and the communities in which they live. In 2023, we delivered on this commitment through 113 programmes, impacting over 7,900 community beneficiaries. Linea Aqua conducted an educational programme covering domestic and cyber violence and exploitation, in collaboration with the AG Office – Dompe. Bodyline launched a campaign with biannual events to spread awareness on domestic violence and child abuse, partnering with the Sri Lanka Police and Department of Labour to ensure maximum reach and impact. The full extent of our community initiatives is described in the Thriving Communities section.
Sometimes we make decisions in life without thinking of our future and we tend to get stuck not knowing how to get away from the mess we created. I have been in a very bad marriage; I didn’t know how to get out of it and there were a few times that I thought of putting an end to it all. Then, one day at a training session they discussed about domestic violence which related to me very directly; later I heard an announcement that mentioned you can allocate time to discuss issues with your lawyer. I walked in, spoke to a female lawyer who patiently listened to me and then gave me options I could legally follow to get out of the mess I was in. This brought me so much joy and peace of mind because I didn’t know even the basics of what a legal marriage or a divorce was and how to get the support of the law before.
Anonymous Team Member from MFI
In response to the economic crisis, MAS prioritised female entrepreneurs in 2023. Through skill development training and dedicated entrepreneurship development programmes, we supported women in their small-scale ventures and self-employment efforts.
“The Sewing and pattern making class helped me turn my hobby into a profitable venture. Now I earn an additional income from selling different types of curtains and bed linen; not only within Sri Lanka, I have the opportunity to send them abroad as well”
Kumari
Nirmaana Development Team
MAS KREEDA's Magnate+ offered a 2-day entrepreneurial training programme to 24 changemakers from five production facilities. It focused on developing their knowledge and business acumen.
MAS has always recognised women who have broken stereotypes, achieved the impossible, and thus become inspirational role models. Sharing their success stories has been a big part of promoting gender equality across our operations.
MAS has recognised and rewarded the successes of our women at the Group-wide “Abhimani Awards” since 2004. Through this endeavour, a number of our empowered women have been promoted as role models, to be an inspiration to others at MAS and beyond. In 2023, we held the Abhimani – Empowered Woman of the Year Competition, for the 15th consecutive year, under the theme Flagbearers of Our Nation. The competition was run parallel to celebrations for the 20th Anniversary of Women Go Beyond.
The programme aimed at recognising, rewarding and profiling successful women in management, on the factory floor, and in the community; while also promoting female entrepreneurs, and women in sustainability and innovation from across the Group. MAS works closely with these women, equipping them with additional skills to face an internal and external panels of judges, before they take part in the competition. These efforts continue into the years beyond the competition; aiming to further develop, support, and enable these inspirational women. Thereby empowering them to add value to the wider communities as well.
Throughout 2023, we partnered with The Grassrooted Trust to develop a comprehensive training programme on sexual orientation, gender identity, gender expression and sex characteristics (SOGIESCs). This included two Train-the-Trainer programmes, equipping 40 internal trainers to lead sensitisation conversations on SOGIESCs in small groups across all levels of the Organisation.
We believe collaboration is key to driving progress. In the area of SOGIESCs, we also partnered with organisations like, the National Transgender Network Sri Lanka, and EQUITE Sri Lanka to identify gaps in support systems, develop processes for accessing support, raise awareness, and train internal trainers to sustain and continue the conversations.
Our Commitment:
Accelerate employee well-being and work-life balance
Ensure and elevate sustainable compensation for all employees
Foster diversity and inclusion with freedom of expression and identity for all
Our Achievements in 2023:
persons with disabilities employed within the Group
knowledge-sharing sessions impacting over 100,000 employees.
staff to executive movements
training hours per employee
At MAS, our manufacturing operations span ten countries, with additional customer-facing and support functions in North America and Singapore. We are home to a diverse workforce, with unique perspectives, skills and abilities. This rich tapestry of ideas and ambitions fuel our impact through the Plan for Change.
MAS utilises sophisticated HR technology and talent analytics. We consider the seamless integration, compliance, and optimisation of our HR systems vital to support the Organisation’s greatest strength: its workforce.
As part of our commitment to meaningful employment, the entirety of our staff are considered full-time employees. This includes all teams working on the factory-floor across our operations. The vast majority of our team, approximately 87%, are employed on a permanent basis with their employment status confirmed after a probationary period. A smaller portion of our workforce, around 8%, are employed on fixed-term contracts, and hired based on operational needs – in accordance with local labour laws.
However, a significant portion of the total workforce in Jordan, Kenya, and Vietnam, 67%, 99%, and 97% respectively, are employed on fixed-term contracts.
Considering the nature, scale, and global footprint of our operations, we work with partners and on-site service providers who fulfil specific ancillary functions for the Group on a contractual basis; such as workplace janitorial, workplace security, staff canteen, and driving. These partners and service providers are considered suppliers and suitably vetted as part of our due diligence processes. They are also expected to align with MAS’ stringent supplier code of conduct for ethical business practices.
While not employed by MAS, our partner and service-provider cadre often work in or around our operations, and benefit from many of the facilities that make up our world-class workplaces. The section on Occupational Health and Safety (OHS) describes how our OHS standards include engagement with and protections for our service-providers and their cadre.
With approximately 75% of MAS’ workforce based in Sri Lanka, our operations and employees were significantly affected by the Country’s economic crisis and resultant shrinking of the economy in 2022 and 2023. Concerted pressures, which contributed to increased turnover rate (36.8%) and hiring rate (34.9%) in 2022, receded toward the end of 2023 as gradual economic recovery set a positive trajectory in the fourth quarter of the year.
During the year 2023, we maintained a stable workforce of 100,457 in average headcount; as attrition and hiring rates normalised. Our team was strengthened by 12,981 new hires during the year, at a rate of 12.9%. Employee turnover during the year amounted to 26,928, or 26.8% of the workforce.
DIVERSITY, MERIT & SHARED VALUES
Attracting talent at MAS is not just about filling positions, it is about finding individuals who share our core values and passion. We want candidates to understand the heart of our Organisation – the purpose, drive, and values that define who we are. We seek individuals who are motivated to become part of MAS’ greater purpose.
Our commitment to these values is embodied in everything we do. In 2023, we revamped our employer branding materials and careers site to better align with our employer value proposition. Diversity, equity, and inclusion are core principles at MAS. As an equal opportunity employer, this commitment is evident in all our employer branding materials, both internally and externally. Recruitment decisions are based solely on merit, ensuring a fair and inclusive hiring process.
We are dedicated to continuous improvement and measure our success through key performance indicators (KPIs) that track internal mobility, first-year performance, first-year retention rates, and recruitment lead times.
STRENGTHENING OUR TIES: ENGAGEMENTS WITH UNIVERSITIES IN SRI LANKA
In the space of university engagements, MAS participated in over 35 career fairs, including dedicated MAS recruitment events at four priority state and private universities. We provided one-on-one attention and advice to students, helping them understand our business roles and the expectations. These efforts keeps us top-of-mind among future job-seekers and helps establish a strong brand presence.
Another intention is building the capability of the future workforce. MAS facilitates skill development programmes to prepare young graduates from all disciplines for the ever-evolving world of work. In 2023, over 130 students were upskilled through these programmes. Additionally, MAS facilitated 37 guest lectures and participated in workshops, reaching over 2,600 students. We have also built and improved our strategic partnerships with universities and professional bodies, strengthening our relationships with key stakeholders in the process.
GOING GLOBAL
In 2023, we partnered with NSBM Green University’s Global Youth Camp. This event brought together students from across the globe, offering them a unique opportunity to visit our facilities, gain insights into our business, participate in workshops, and experience Sri Lankan culture. Additionally, this collaboration allowed us to connect with international universities, establishing valuable connections for future programmes.
We were able to curate talent a pool of over 200 potential candidates from Sri Lanka, India, Bangladesh, Vietnam, and Indonesia across various job families. This diverse pool positions us well to meet our global talent needs as we expand our reach in 2024.
2023 also marked the launch of MAS’ first-ever Global Internship Programme, a collaboration with the University of Oregon, USA. This programme, specifically designed for Master’s students in Sports Product Management, provided an in-depth look at MAS’ business, processes, and capabilities. Two interns participated in the programme, spending six weeks working with our teams and immersing themselves in Sri Lankan culture through travel and exploration.
CULTIVATING FUTURE LEADERS: THE MAS, DIALOG & HEMAS SUMMER INTERNSHIP PROGRAMME
MAS has a long-standing commitment to nurturing Sri Lanka’s future talent. One key initiative is the MAS, Dialog and Hemas Summer Internship Programme, designed for Sri Lankan students, both those studying locally and abroad.
This programme offers students a unique opportunity to experience the dynamic nature of Sri Lanka’s leading conglomerates. Over six weeks, interns gain exposure to all three companies through workshops, knowledge-sharing sessions, and interactions with industry leaders and subject matter experts.
Through first-hand experience, interns get a glimpse into the inner workings of these organisations, allowing them to build a strong foundation of knowledge and practical experience as they embark on their careers. In 2023, 11 interns participated in the programme, gaining valuable insights and connections that will serve them well in the future.
MAS ALUMNI NETWORK: REDEFINING THE EMPLOYEE EXPERIENCE
MAS is redefining the employee experience by extending it beyond the traditional boundaries of employment. We launched the MAS Alumni Network, a private LinkedIn group and database, to foster ongoing relationships with former employees. The initiative allows us to reconnect with talented alumni and consider them for potential vacancies within the Company, whilst building a platform for talent referrals and knowledge sharing. With 44 alumni currently connected and a growing database, MAS is building a strong and lasting community that transcends employment status.
ANALYSIS OF RECRUITMENT IN 2023 (EXECUTIVE AND ABOVE)
While recruitment of talent to executive, middle management, and senior management positions accounted for a small portion (7.8%) of total recruitment during the year, this comprised a vital pipeline of both fresh perspectives and proven performance that enriched our operations.
In 2023, 432 staff to executive movements took place, through promotions and inter/ intra divisional recruitments, constituting more than 60% of all new executives recruited. This strong channel of talent adds to our reservoir of tacit knowledge. As employees grow with the Group, they retain institutional memory and bring valuable shop-floor experience to inform and influence operations organically. It is also testament to the effectiveness of MAS’ inclusive L&D strategy and up-skilling programmes. For senior executive and above grades, we maintained a healthy 60-40 balance of promoting extraordinary talent from within, and carefully selecting external expertise and experience.
In today’s fast-paced business world, agility is crucial for organisational resilience and overall success. At MAS, we understand that a future-proof workforce is the key to weathering any storm. We have upgraded our Learning and Development (L&D) strategy to prioritise upskilling and multiskilling our employees to thrive in any situation.
Our strategic focus is about building a workforce that can adapt, innovate, and conquer challenges, even in the toughest of times.
A LEARNING THAT LASTS: THE 70:20:10 APPROACH
We believe in fostering a culture of continuous learning by leveraging the power of the 70:20:10 principle.
70% Experiential Learning: We encourage employees to learn by doing, gaining valuable insights through real-world experiences.
20% Social Learning: We foster a culture of knowledge sharing through peer interactions and mentorship.
10% Formal Learning: We offer targeted training programmes to bridge skill gaps and equip employees with the latest knowledge.
This multipronged approach ensures our employees not only understand their roles within the organisation but also feel empowered to contribute to MAS’ strategic goals.
LEARNING FOR ALL
Our L & D strategy is built on inclusivity. From team members to executives, everyone has access to a diverse range of technical and leadership training programmes. MAS Education serves as the central hub, offering strategic and cross-functional learning initiatives. Signature programmes and self-learning opportunities put the power of growth directly in the hands of our employees. Due to the success of this strategy, in 2023, we were able to deliver an average 27 hours of learning and development, per employee.
| Team Member and Staff Training Hours | 2,731,070 |
| Executive and Above Training Hours | 7,727 |
| Total Training Hours | 2,738,796 |
| Total Headcount 2023 | 100,457 |
| Training Hours per head | 27 |
UNLOCKING POTENTIAL WITH MAS EDUCATION IN 2023
We incorporated an efficient mix of training methods and channels during the year; prioritising hands-on instructor-led training and blended learnings specially for Team Member and Staff levels, as well as for executive levels where required, and specially self-paced trainings for our executive and above level employees. This ensured our teams had the most appropriate learning opportunities to meet the demands of their job-roles and the necessities of career progression. The majority of training programmes focused on our executive cadre, consisting of young talent, where training was required to introduce our ways of working, improve technical know-how, inculcate broader operational and industry knowledge, and enhance leadership skills.
LEADERSHIP SKILL DEVELOPMENT AT THE SHOP FLOOR
We have completed the development of 13 core competencies for the Group Leader (GL) cadre, ensuring a clear framework for their growth.
The Shilpi programme, designed to impart instructor skills for GLs, is complete, equipping them to effectively deliver training to their teams.
Revamped curriculum for both certificate and diploma programmes, is underway, focusing on refining soft skills and technical knowledge.
Work is ongoing to develop a degree programme specifically for GLs, offering them a pathway for further career advancement.
TRAINING & DEVELOPMENT AT EXECUTIVE LEVEL & ABOVE
To streamline the learning experience, the Learning and Development (L&D) policy is being deployed across all divisions.
A template has been developed for tracking the crucial 70% experiential learning component, allowing for better evaluation and feedback.
An initiative is underway to ensure training aligns with specific leadership and technical competencies required at the executive and above levels.
Recognising the evolving skill needs, work has begun on identifying and incorporating essential technical competencies into the development programmes for senior staff.
To foster communication and collaboration, quarterly L&D forums have been initiated for all divisional L&D champions. These forums will allow for sharing best practices and ensure synchronised learning and development efforts across MAS.
BUILDING A STRONG FOUNDATION
Transparency and accountability are cornerstones of our L&D strategy. We ensure compliance with international standards and integrate anti-corruption policies into our training programmes. This commitment to ethical conduct reinforces our reputation as a responsible corporate citizen.
CONTINUOUS IMPROVEMENT
We regularly assess our L&D programmes and solicit feedback from our employees. This allows us to stay ahead of the curve, adapt to changing market demands, and ensure our skill development initiatives are always on point.
The future of work is constantly evolving, and so are we. We stay informed about the latest talent trends and best practices in L&D, ensuring we remain leaders in our space. Ethical business practices are also deeply woven into our learning initiatives. From MAS DNA E-learning modules to virtual and in-person training sessions, we equip our employees with the knowledge to navigate the complexities of the business world with integrity.
MAS takes a data-driven approach to L&D by identifying skill-gaps through a structured competency assessment process, and deploying training programmes as required. The Group’s L&D function also tracks training hours and carries out suitable assessments to measure training effectiveness and optimise investments in employee development. This translates into targeted skill enhancement programmes like MDP, EDP, BCE, MCL; Elevate for senior leadership; and mechanic training, and self-employment skills programmes for team members and staff.
Regular performance reviews and career development discussions are also crucial aspects of our strategy. By providing constructive feedback and fostering accountability, we empower all our employees to reach their full potential and achieve their career aspirations. All executive and above employees undergo performance reviews, annually, as a part of the performance management process. Additionally, team members and others are evaluated during the probationary period and at points of career movement.
DEVELOPING TEAM LEADERS AND GROUP LEADERS
MAS offers a Technical Skills Development programme specifically designed for Team Leaders (TL) and Group Leaders (GL). This programme equips participants with the technical expertise and essential soft skills necessary to excel in their leadership roles and navigate the evolving demands of the industry.
The programme offers a structured learning pathway with certificate, diploma, and degree levels, catering to various learning needs and career aspirations. Both the certificate and diploma programmes have recently undergone revisions to ensure the curriculum incorporates the latest industry requirements.
In 2023, we reached two significant milestones. The 5th batch of 28 participants successfully completed the Certificate programme, with all receiving NVQ Level 4 certification. Furthermore, the Diploma programme had a remarkable success rate, with 95% of participants achieving NVQ Level 5 certification by the end of December 2023. To support this achievement, MAS developed a Quality Manual and Procedures Manual for the Quality Management System (QMS), ensuring compliance with NVQ Level 5 requirements. The 2nd batch of the Diploma programme was launched in November 2023, welcoming 28 new participants from 14 SBUs (Strategic Business Units).
Looking towards future expansion, MAS is actively engaged in discussions to establish a Degree programme. Collaboration with relevant institutions and the development of a curriculum aligned with industry standards are key priorities for this next step.
BUILDING A WINNING TEAM
MAS’ comprehensive L&D strategy, with its innovative philosophies, robust competency framework, and inclusive training programmes, fosters an agile and adaptable workforce. Our commitment to continuous evaluation, ethical standards, and a focus on performance and career development demonstrates our dedication to driving organisational excellence and supporting the success of our most valuable asset – our employees. As MAS evolves, our unwavering commitment to future-ready upskilling will remain at the heart of our long-term success and sustainability.
MAS prioritises nurturing a steady flow of capable talent to fill critical leadership roles. Our robust Succession Management (SM) process ensures this through a structured approach to identification and development. It is a process which has steadily matured, becoming more agile to accommodate enhancements. We continuously identify critical areas that require talent safeguarding and adapt the process accordingly. The success of this process is regularly measured through Leadership KPIs, ensuring both accountability and the process’s ongoing effectiveness.
The SM process is intricately linked with other talent management functions. We leverage our existing performance management system and surveys to identify high-potential talent and critical leadership roles. This combined data clearly defines our talent landscape.
GUIDING THE JOURNEY
The Talent Board, a governing body consisting of members from MAS’ Holdings, Apparel, and Innovations Boards, oversees Group-wide talent management. During biannual talent reviews, the Board reviews critical roles, high-potential talent, development interventions, and leadership mobility plans. These reviews, conducted in September with a follow-up adjustment in March, support MAS’ commitment to a culture of continuous learning and growth. Complementing these reviews are talent reviews conducted with our global plants. This collaborative approach ensures we’re connected to and can address any talent challenges they face.
Succession Development Plans (SDPs) are crafted for individuals placed in pipelines. These customised learning interventions are aligned with the target roles for which they have been identified as successors. MAS’ 70:20:10 learning philosophy serves as the guiding principle for developing these individual growth plans.
TALENT ROTATION
MAS’ talent rotation process encourages employees to explore new opportunities – in a different division or an area of expertise. We believe that by promoting internal mobility, we foster the growth of robust talent.
RETENTION
MAS employs a structured approach to identifying critical talent, and the movement of these talent are monitored on a monthly basis. Across the MAS Group, a comprehensive suite of retention strategies is implemented to nurture and retain this vital talent pool. These strategies encompass various aspects including compensation and benefits, opportunities for growth, fostering a positive organisational culture, promoting employee well-being, and driving talent conversations.
Employee well-being is a foundational element of our work environment. Recognising that well-being fuels growth, satisfaction, and resilience, MAS champions a four-pronged approach. This approach addresses mental, physical, emotional, and financial well-being.
Accelerating employee well-being and work-life balance is a commitment enshrined in our Meaningful Employment sub-pillar. As part of our efforts in this regard, we implement a range of diverse health promotion programmes focusing on physical and mental well-being.
Understanding the unique needs of each division and the global landscape, MAS empowers its divisions to implement tailored initiatives. In 2023 alone, over 1,000 knowledge-sharing sessions were delivered across the MAS global footprint, positively impacting over 100,000 employees.
MAS prioritises employee health and has ensured all SBUs have access to onsite healthcare professionals, medical rooms. We have invested in securing competent healthcare resources, nurses and medical officers, to support our workforce.
At MAS, we understand that mental health, drug prevention, domestic violence support, and suicide prevention are essential components of overall well-being and workplace productivity on a global scale. Our commitment to enhancing mental health, combating drug misuse and preventing suicide, embodies our core values of inclusivity, compassion, and support for every employee; extending well beyond conventional business objectives. Some of the initiatives conducted at MAS are:
– BLOOM Project: Empowers employees with stress management techniques, counselling services, and resources to build resilience and enhance overall well-being.
– Nirmitha Programme: Delves deeper, promoting holistic mental health through workshops on work-life balance, emotional wellness, and fostering healthy relationships.
– Drug and Suicide Prevention Awareness programme: With unprecedented challenges arising from the current economic climate and their potential to impact mental health, this programme gives employees the tools to recognise warning signs, seek help and promote a supportive work environment.
– Sri Lanka Sumithrayo MAS Hotline: MAS demonstrates its dedication to mental health through counsellor availability at each business unit across its global plants. In Sri Lanka, MAS has taken this commitment a step further by piloting the Sri Lanka Sumithrayo MAS Hotline – a dedicated mental health resource for all Sri Lankan employees. This vital service operates from Monday to Saturday, offering over 70,000 employees access to phone consultations with mental health professionals. It also facilitates face-to-face meetings at 10 island-wide centres, ensuring employees can receive support both during and outside of work hours.
Ensuring the physical health and well-being of our workforce is paramount at MAS. Through a number of initiatives and programmes, we strive to promote healthy lifestyles and preventive healthcare practices, fostering a culture of well-being and vitality among our employees, some of which are:
– Project HEAL: Focuses on self-care and preventative measures, leading to a documented 15% reduction in healthcare-related absenteeism in the participating division.
– Road Safety Awareness: Factoring in the prevalence of motorcycles and three-wheelers in employee transportation among team members, programmes have been implemented to educate employees about safety rules and regulations, helping to mitigate accidents and legal issues.
– Happy Hour: Demonstrates the importance of disconnecting. For an hour each week employees engage in stress-reducing activities like jogging, socialising or cycling. During this time, phones and work are off-limits, allowing employees to truly recharge.
– Free Check-ups: Annual medical camps are held to offer free physical check-ups by qualified medical personnel, emphasising early detection of potential health issues. By prioritising preventive healthcare, MAS proactively safeguards the health of its workforce.
The importance of financial well-being cannot be overstated, especially in challenging economic times. Throughout 2023, MAS implemented impactful initiatives to equip employees with personal financial management skills, empowering them to navigate the rising cost of living in Sri Lanka.
– Practical Money-Saving Strategies: Simple yet practical measures such as home gardening were promoted through engaging contests, together with useful tips like consolidated shopping trips to reduce fuel costs.
– Project Akura: Understanding the financial strain parents experience at the beginning of the school year, MAS launched Project Akura. This programme provides essential items for employees’ children entering Grade 1, alleviating financial stress during this time.
– Banking Day: An annual initiative organised to improve financial literacy and stability for employees, carried out in partnership with banks to offer personalised banking services.
– The Financial Literacy Programme: Equips individuals with essential financial skills in budgeting, saving, investing, and debt management, promoting long-term financial health and independence.
We prioritise the mental health and emotional resilience of our employees through targeted programmes that foster open dialogue, provide support, and promote self-care. Our goal is to create a work culture that prioritises emotional well-being, contributing to overall employee satisfaction and success.
– Emotional Impact of Verbal Harassment Seminars: Conducted by external counsellors, these sessions raise awareness about respectful communication and promote a positive work environment.
– Soft Skills Workshop for Leaders: Equipping shop floor leaders with essential counselling and communication skills is the key to heading cohesive teams. This workshop focuses on active listening, constructive feedback and conflict resolution.
– The Praana Programme: Addresses multiple aspects of emotional well-being, includes personal grooming workshops, training on grievance management, and sessions promoting positivity among team members. Additionally, the programme offers psychological training for executives and above, ensuring holistic well-being across all levels of the Organisation.
Building on the success of existing initiatives, MAS remains committed to continuously improving the well-being of our employees. We hope to achieve this by investing in expanding and refining our wellness programmes, ensuring they stay relevant and address evolving employee needs. Regular surveys and feedback mechanisms allow us to measure the effectiveness of our initiatives and identify areas for improvement. Ongoing needs assessments further guide us in tailoring programmes to the unique requirements of our diverse team.
MAS understands the sensitive nature of well-being topics. All programmes are designed to ensure confidentiality and provide safe spaces for employees to seek help. Information on accessing these support services is readily available to all employees. Beyond the core dimensions, MAS goes a step further by offering additional services such as legal help and guidance. We will continue to encourage open communication and a culture of support.
We are dedicated to strengthening a workplace environment built on fairness and equity for all. This commitment is reflected in our competitive compensation packages, which consistently surpass the minimum wage. We firmly reject any form of discrimination in our compensation and benefits practices. At MAS, a core principle guides our approach: every individual deserves recognition and reward based solely on their contributions to the Company’s success, irrespective of social factors.
We follow a standardised and accountable approach to ensure sustainable compensation for employees across the Group. Compensation decisions, including those regarding increments and bonuses, are overseen by a Compensation Committee – comprised key members of our apex governing body, our highest Group-level leadership personnel, related functions such as HR and Finance, and the responsible Compensation and Benefits (C&B) Team.
Guided by an internal charter that delineates processes, authority, and scope of oversight, the Compensation Committee endorses annual increments and makes, vets, or approves key C&B decisions based on their impact to the business. A compensation subcommittee supports with routine and other internal matters related to C&B. Best-practices and protocols that ensure fairness are enshrined in the Group’s Compensation and Benefits Centre of Excellence (CoE) guidelines.
Our comprehensive employee remuneration package includes fair and competitive compensation in line with market standards for designations and roles, industry benchmarks, and individual performance; and a series of benefits that go above and beyond national requirements to prioritise employee well-being, engagement, retention, and empowerment to meet organisational needs.
The Group’s fair and equitable compensation practices provide for an annual increment process that ensures employees receive appropriate salary adjustments based on their performance. The process aligns with the overall rewards framework, accounts for different employee categories, considers organisational needs, and follows global best-practices.
Benefits made available to employees range from insurance cover for medical needs, illness, and accidents; communication and transport allowance; and support for professional growth and well-being. Delivery of benefits to employees prioritises equity, while also taking into account job requirements specific to different roles and designations.
MAS SALUTES LOYALTY WITH “EXPERIENCE & RECHARGE” LEAVE
At MAS, we believe in celebrating loyalty. We are proud to offer “Experience and Recharge,” a long-service leave benefit designed to show our appreciation for the dedication of our employees. After five years of continuous service completed by 31 December 2022, our Senior Executives become eligible for a well-deserved 5-day break, while Assistant Managers and above receive a rejuvenating 10-day leave. This benefit can be accessed every five years, allowing our long-serving team members to enjoy valuable time off for personal pursuits.
INVESTING IN EMPLOYEE GROWTH: MAS REIMBURSES PROFESSIONAL MEMBERSHIPS
The Professional Membership Reimbursement Benefit fosters a culture of continuous learning and development for our valued Executive-level and above employees across all Sri Lankan MAS SBUs. Effective from their first day at MAS, this programme empowers them to invest in their professional growth by reimbursing a pre-approved professional membership fee annually, up to a specified limit. This strategic initiative not only encourages our employees to stay at the forefront of industry trends and refine their skillsets, but also cultivates a highly qualified and knowledgeable workforce – a win-win for both our team member and the Company.
MAS fosters a work environment free of discrimination and harassment. All decisions affecting individuals are made fairly, considering business needs, job requirements, and individual merit. We expect everyone to uphold this commitment by treating each other with dignity and respect.
Our Equal Opportunity and Anti-harassment Policy applies to all stakeholders, including employees, job applicants, advisors, customers, suppliers, strategic partners, and visitors. It ensures a safe and respectful environment for everyone interacting with MAS, both within and outside of our Company premises.
The Company embraces a rights-based approach to disability, aligning with the International Labour Organization (ILO) and the United NationS Convention on the Rights of Persons with Disabilities of 2006. This approach shifts the focus from a medical perspective to a social model, recognising the rights and potential of individuals with disabilities.
Furthermore, our Supported Employment Process provides personalised assistance and accommodations to help employees with disabilities successfully integrate into the workforce. This ensures they receive the necessary support to thrive in their roles and contribute meaningfully to the Organisation. Currently, 14 dedicated Supported Employment Officers work directly with employees with disabilities.
Our approach for creating an inclusive workplace for persons with disabilities focuses on four strategic investments:
Employ: Providing persons with disabilities with equal opportunity for meaningful work within an organisation.
We believe that every individual employed in the Company brings unique talents and perspectives. We recognise that true inclusivity is about creating an environment where everyone can thrive and contribute their best, regardless of any challenges they may face.
Enable: Providing reasonable accommodations, resources, and support to ensure that employees with disabilities can perform their tasks effectively.
We provide necessary support systems to empower employees with disabilities. This includes implementing a buddy system, sign language training for persons with disabilities (PWDs) and facilitating accessible tools and technology. Additionally, MAS is on a journey to enhance accessibility at all our locations by providing reasonable accommodation for individuals with disabilities to ensure both physical and digital environments are inclusive for everyone, this includes providing tools and technology specifically designed for accessibility.
Engage: Fostering an inclusive and supportive work environment where employees with disabilities feel valued, respected, and included in company culture.
Annual engagement events, such as trips and get-togethers, are organised to foster a sense of belonging and community among employees with disabilities. Additionally, MAS collaborates with disability networks for community engagement activities, JCC minutes communication to persons with disabilities (PWDs) in the SBU, and provides sign language and emergency training for families and friends of Persons with Disabilities.
Empower: Giving employees with disabilities autonomy and opportunities to grow, develop their skills, and advance in their careers.
We encourage autonomy by offering PWDs new job opportunities or cross-functional roles; empowering them to reach their full potential. Additionally, the Company offers specialised counselling, mentoring as well as opportunities to hone leadership and soft skills.
INTERNATIONAL DAY OF PERSONS WITH DISABILITIES (IDPWD) 2023
Responding to the requests of our employees with disabilities for a community gathering, MAS celebrated IDPWD in 2023 by organising an event to fostered networking and engagement among colleagues. We teamed up with the Department of Social Services in Sri Lanka, the governing body for empowering marginalised communities, to include an informative panel discussion, a session on physical and mental well-being, and entertainment. MAS’ dedicated adaptive clothing team, Lable by MAS, also participated by setting up a stall to engage with the internal community and understand their clothing-related challenges so that we can better assist them.
DIALOG MAS ENABLER PROGRAMME
Sri Lanka’s leading connectivity provider, Dialog Axiata PLC, joined forces with MAS Holdings to launch the Dialog MAS Enabler Programme on 30 June 2023. With this initiative, our aim is to support university students with disabilities gain experience in corporate settings.
Nine students with visual, hearing, and physical impairments, were hosted at the two companies for a two-week pilot programme. They were undergraduates and new graduates from the universities of Colombo, Peradeniya, and Sri Jayewardenepura.
Recognising the vast potential within the disabled community, the programme goes beyond just student development. It serves as a learning experience for organisations to understand how workplaces can be better equipped to foster inclusion and empower employees with disabilities.
The programme provided students with immersive sessions across different business units. At Dialog, they experienced the customer-facing service centres first-hand. At MAS, they gained insights into the product creation and manufacturing processes. They also had the opportunity to visit the MAS Adaptive Centre of Excellence, home to the recently launched adaptive apparel brand, Lable by MAS. The programme culminated with the students sharing their learnings and experiences.
The Dialog MAS Enabler Programme marks a significant step towards building a more inclusive workplaces in Sri Lanka. It not only fosters economic empowerment for PWDs but also aims to shift the national conversation surrounding disability inclusion.
LABLE BY MAS
LAUNCH OF LABLE BY MAS – APRIL
On 26 April 2023, Lable by MAS held its official launch, titled “Lost, Hidden and Unheard: Stories that Inform Narratives.” The event was a celebration of the often-unheard stories of people with disabilities. Through poetry and performances, the event gave voice to these experiences, showcasing the very ethos that birthed Lable by MAS: a passion to be a changemaker.
The evening unfolded with an open mic night, followed by a thought-provoking panel discussion. Moderated by Niluka Gunawardena, the panel featured Manishka Gunasekara, Dr Maureen Earnest, and Kasun Satanarachchi – prominent figures in education, advocacy, and disability rights.
These powerful stories fuel Lable by MAS’ inspiration to become a global leader in adaptive clothing and a thought leader dedicated to reshaping the conversation around disability locally.
IFC TOGETHER WE CAN PLUS (TWC+) EVENT – JUNE
Strengthening our long-standing partnership with TWA+, Lable by MAS was selected to showcase their commitment to inclusivity at the IFC TWA+ event. Suleik Mushin, Lead for Lable, advocated for the importance of disability inclusion during a panel discussion.
DISABILITY: IN CONFERENCE AND EXHIBITION IN ORLANDO – JULY
Lable by MAS was present at the Disability: IN conference in Florida, an annual event known to be one of the largest and most impactful surrounding disability in the US. They showcased our innovative offerings to a global audience. The event drew over 4,500 attendees from 40+ countries, with 88 participating stalls. We had the opportunity to personally connect with over 300 visitors.
NATIONAL PARALYMPIC COMMITTEE PARTNERSHIP AND FELICITATION CEREMONY – NOVEMBER
To honour the Sri Lankan para athletes’ incredible achievements at the Hangzhou 2022 Asian Para Games, Lable hosted a special felicitation ceremony to award special tokens of appreciation to 10 medal winners as well as the full contingent of 26 athletes. This celebratory event also served as a moment to extend our ongoing partnership with the National Paralympic Committee, which began in 2021.
9 Nine නවය ஒன்பது EXHIBITION – DECEMBER
In honour of International Day of Persons with Disabilities, Lable by MAS hosted an immersive and educational public experience at One Galle Face Mall. Over 200 visitors were invited to experience the world through the lens of the Sri Lankan disabled community. The exhibition focused on key disability categories – physical, sensory (sight and hearing), and developmental – fostering
empathy and understanding.
The overwhelming positive feedback inspired us to build on this success. Lable by MAS aims to take the exhibition across all nine provinces of Sri Lanka, collaborating with other corporations and organisations across the nation.
This event served as a powerful catalyst for crucial conversations about disability inclusion. It propelled a movement towards actionable change, paving the way for a more inclusive society for all.
Our Commitment:
Be first-in-class for working conditions in our industry
Our Commitment:
H&S committee meetings
H&S trainings reaching 90,000+ employees
completion rate on the Organisational Health Index (OHI)
participants in mercantile sporting events
At MAS, we are committed to creating world-class workplaces that are safe and secure; with engaged, active, and informed employees who have their voice heard; replete with a rich and purposeful culture that fosters productivity and a sense of belonging. This is why we design and operate our facilities to be safe, secure, and comfortable; providing the ideal environment for our teams to excel.
When it comes to our business, we strive for global leadership in sustainable, ethical, and people-first business practices. Instead of merely meeting industry or regional standards, we listen to our employees, strive to meet their needs, and benchmark our performance against the world’s best.
We believe that employee safety and well-being are paramount, which is why we foster a proactive and interdependent safety culture built on a shared commitment to achieving zero accidents, incidents, and diseases across our operations.
In 2023, we recorded a Lost-Time Incident Frequency rate of 2.93 (non-road accidents) resulting in a severity rate of 13.48 for every one million man hours completed. We are developing annualised targets for incident frequency and severity rates at all levels of our operations, and continue to aspire toward zero accidents, incidents, and diseases in the long-term. While we do monitor potential for work-related ill-health due to exposure to hazards such as noise, chemicals, vibration, etc., these have not resulted in any work-related lost time.
| Lost Time Accident Frequency Rate (Non-road accidents) | 2.93 |
| Lost Time Accident Severity Rate (Non-road accidents) | 13.48 |
| Lost Time Accident Frequency Rate (Road accidents) | 0.27 |
| Lost Time Accident Severity Rate (Road accidents) | 3.76 |
| Work related fatalities | 0 |
| Work related non-fatal injuries due to accidents | 377 |
| Lost man-days resulting from work-related non-fatal injuries due to accidents | 1,733 |
| Injuries due to road accidents that are work-related | 35 |
| Lost man-days resulting from work-related injuries due to road accidents | 483 |
Our robust compliance management framework and incorporation of Health and Safety best-practices resulted in no significant compliance violations or fines incurred in 2023. Instead, MAS’ OHS programme and achievements have been recognised with a number of awards in 2023.
ROSPA Gold Awards (UK): Two of our Sri Lankan factories received Gold in the prestigious ROSPA Health and Safety
Awards, which recognise excellence in accident prevention, health initiatives, and safety management systems.
National Recognition: We received numerous awards at the highest level in various countries where we operate, including
a Gold Award and category wins in Sri Lanka, Jordan, and Indonesia.
A fit and healthy workforce is integral to our long-term business success. To achieve this, we have implemented a range of diverse programmes focusing on both physical and mental health. These initiatives include programmes aimed at preventing non-communicable diseases, eye protection, promoting nutrition, raising awareness about breast cancer prevention, enhancing reproductive health, providing support for mental health and offering stress management resources. Our efforts aim to improve the overall well-being of our employees, contributing to their productivity, satisfaction and long-term engagement with the Organisation.
We implement a robust Occupational Health and Safety (OHS) management system across our global operations that covers all employees. This system surpasses legal requirements and aligns with international standards like ISO 45001, ILO standards, industry-specific frameworks like the Social and Labour Convergence Project (SLCP), and globally recognised standards for responsible business, such as SMETA. In 2023, twenty of our SBUs are ISO 45001 certified.
Our commitment to ensuring OHS extends not only to our employees, but also to the on-site service providers, partners, and stakeholders who come under the ambit of our operations. Ensuring H&S of all these stakeholders entails employment of an overarching framework to manage and mitigate business interruption and impacts associated with OHS issues, emergencies, and disasters. As part of our framework, we develop SBU-level, Divisional, and Group-level disaster management plans, which are then reviewed periodically for adequacy. At the same time, we conduct a series of mock drills, internal and external audits to ensure all relevant stakeholders are informed and suitably aware of disaster and crisis management plans and protocol.
Our approach to fostering a strong safety culture requires active participation from all stakeholders involved, especially our own teams. Awareness and engagement of our employees is vital in abiding by safety protocols, maintaining compliance with standards, and upholding a safe and healthy work environment at our facilities.
Over 2,670 employee representatives across our Strategic Business Units (SBUs) serve on active Health and Safety (H&S) committees. These committees act as changemakers, influencing leadership and peers to foster a positive safety culture. In 2023 alone, H&S committees held over 600 meetings globally.
MAS offers a variety of channels for employees to report near-misses, safety suggestions, and Kaizen improvements (continuous improvement initiatives). We facilitate reporting and engagement through mobile apps, QR codes, WhatsApp groups, paper-forms, and even Fuguai tags (F-tags) placed directly on machinery. These efforts to maximise engagement and participation resulted in a total of 11,057 near misses and OHS suggestions reported in 2023, with over 71% addressed and implemented within the same year.
As part of our commitment to fostering a safety culture with employee participation in OHS, we have safety inductions, and extensive awareness-raising for employees on reporting mechanisms. We also carry out promotional competitions and safety awareness campaigns, have systems in place to recognise and reward responsible actions, and incorporate H&S into departmental KPIs.
Training, knowledge-development, and competency-development of our workforce in the area of OHS, is a crucial factor in the effectiveness of H&S management. To ensure this, we methodically identify required competencies and knowledge for each job-role and individual, as part of our hazard identification and risk assessment framework. This in turn enables establishment of a comprehensive training schedule that encompasses general safety standards and specialised or job-specific safety information and protocols.
During 2023, we conducted 487 specialised H&S trainings covering a wide range of areas including fire safety, electrical safety, chemical management, confined-space entry, fall-protection, laser and radiation safety, machine safety, lockout and tag-out procedures, ergonomics, and contractor safety. These trainings spanned over 1,855 hours and engaged the participation of over 90,000 employees. We also conducted over 360 general H&S safety trainings, including annual refreshers and induction programmes. These trainings totalled over 5,134 training hours and reached 93,130 employees. These initiatives reflect our commitment to equipping our workforce with the necessary knowledge and skills to maintain a safe and healthy work environment.
PROACTIVE HAZARD IDENTIFICATION AND RISK MANAGEMENT
Our OHS framework and management system actively identifies potential hazards and significant risks at each of our operational locations and facilities. A dedicated, well-trained team conducts routine hazard assessments, prioritising control measures based on a risk management hierarchy. This approach emphasises elimination, substitution, engineering controls, administrative controls, and personal protective equipment (PPE) as required.
Our hazard identification protocol includes internal capabilities and procedures for investigation of accidents and incidents to determine system root causes, so recurrence of incidents is minimised. Incidents are thoroughly investigated using problem-solving tools such as 5-Why Analyses, Fish-Bone Analyses, and 8-Step problem-solving. Additionally, learnings from all incidents and analysis are shared across our operations, ensuring everyone benefits from these experiences and fostering a proactive approach to safety. We are also continually investing in improving our problem-solving capabilities through the MAS Operating System (MOS), which promotes a culture of safety ownership.
A holistic focus on hazard-identification involves consideration for employee health and well-being by testing and identifying the potential impact of occupational exposure to chemicals, heat, noise, vibrations, and other factors.
Fostering harmonious employee and industrial relations and nurturing strong community engagement is critical for an organisation to run smoothly and seamlessly. At MAS, deliberate processes and functions have been put in place to ensure this.
ENSURING UNINTERRUPTED OPERATIONS VIA EFFECTIVE OPERATIONAL CONNECT TO THE SHOP FLOOR
MAS is committed to a people-first approach, upholding the principle of freedom of association as outlined in ILO Convention 135, which pertains to worker representatives and is implemented through the establishment of functioning workers’ councils – the Joint Consultative Committee (JCC) and Employee Representative Body (ERB). They ensure that representatives are democratically elected by employees annually. The JCC/ERB meetings have a recommended quorum of 75% of employee representatives. The Management is tasked with ensuring fair elections, efficient issue collation, and timely responses to grievances. Representatives advocate for the interests of shop floor employees, addressing a wide range of issues, including grievances and ensuring a voice for all departments on the shop floor.
JCC/ERB meetings, held monthly, function as a problem-solving mechanism. Representatives and Management discuss topics such as remuneration and working conditions, to reach mutually beneficial solutions. Transparency is key, with minutes certified by stakeholders and shared for clear communication. The JCC/ERB also plays a crucial role in dispute resolution, involving senior leadership when necessary. This demonstrates MAS’ commitment to fair grievance processes and responsible corporate practices.
To further empower representatives, the HR Operations function has digitised operational data and established robust data-capturing mechanisms. This allows for actionable insights and data-driven decision-making. The HR Operations team serves as a conduit for sharing knowledge on best practices and expert advice, while also driving the development of HR operational dashboards in collaboration with the GHR Talent Analytics team. These dashboards, like the ERB/JCC Dashboard, H&S Accident Dashboard, and TM and Staff Recruitment Portal, enable MAS to analyse shop floor sentiment, health and safety statistics, and internal recruitment trends.
This structured approach ensures compliance with international labour standards, fosters a culture of inclusivity, transparency, and continuous improvement within MAS Holdings.
Group-wide plant visits by Senior Management ensure employees’ concerns are heard and addressed. Additionally, an open-door policy allows employees direct access to leadership for any grievance.
MAS’ commitment goes beyond internal measures. For external stakeholders, MAS fosters strong relationships with law enforcement, regulatory authorities, schools, hospitals, and the wider community. A dedicated community grievance mechanism allows locals to voice concerns related to MAS operations. We review and action these concerns in an appropriate manner.
MAS prioritises open communication through a multi-layered stakeholder engagement approach. Regular town hall meetings, hosted annually and biannually, provide a platform for employees to gain insights into the business landscape, customer trends, and strategic direction. Leaders from plant Strategic Business Units (SBUs) and divisional levels also conduct regular briefings, fostering a shared understanding of organisational goals and strategies. Transparency is key during operational changes. MAS keeps employees informed well in advance, allowing time for review, feedback, and revisions. This builds trust and strengthens employee engagement.
An HR Operational Connect forum brings together HR operation leaders from each division. This platform allows for addressing potential issues impacting the shop floor, driving the HR Operations strategy as “One MAS.” Best practices that are beneficial to the wider group and community are shared, and a broader understanding of the operational landscape is established.
SHAPING INDUSTRY AND THE NATIONAL LANDSCAPE: EXTERNAL CONNECT
The influence of HR Operations reaches beyond the internal. They play a key role in solidifying MAS’ position as a prominent leader at both industry and national level. This is achieved by maintaining strong ties with key government and industry bodies. Through collaboration with organisations like the Department of Labour and Foreign Employment, the Board of Investments Sri Lanka, the Joint Apparel Association Forum (JAAF Sri Lanka), and the Sri Lanka Apparel Exporters’ Association (SLAEA), HR Operations contributes to industry-wide discussions and policymaking. This ensures MAS remains at the forefront of shaping industry standards and practices in alignment with our values of fairness and equity.
NAVIGATING CHALLENGES WITH FORESIGHT: CRISIS MANAGEMENT
MAS’ HR Operations is tasked with anticipating challenges and developing effective crisis management plans. This includes identifying potential scenarios, establishing clear communication protocols for both shop floor staff and external stakeholders, and drafting legal documents for situations like closures, mergers, or furloughs.
These measures ensure a structured and compliant approach during difficult periods, such as the industry downturn experienced in 2023. By providing legal advice for manufacturing consolidation efforts and addressing potential complications with the Board of Investments of Sri Lanka (BOI), HR Operations plays a vital role in supporting effective problem-solving and legal adherence. This proactive approach safeguards the Company and its employees during challenging times.
HR ADVISORY: EXPERT GUIDANCE AND SHAPING THE FUTURE LANDSCAPE
The HR Advisory function serves as a central hub for expert advice on employment and labour law at Group level. Their focus lies in developing and implementing policies that standardise and simplify existing labour practices throughout the Company’s divisions. This includes providing support in areas like Employee Lifecycle Management (ELM), in terms of labour law compliance.
To adapt to the evolving labour landscape in 2023, the Sri Lankan Government embarked on a project to unify, amend, and modernise labour laws. This initiative, led by the Ministry of Labour, aimed to establish Sri Lanka as a more attractive destination for investors and a leader in the export market. As a key player in the Sri Lankan economy, MAS was identified by the Joint Apparel Association Forum (JAAF) as a crucial influencer in this project.
Through workshops and discussions, MAS, along with the Ministry of Labour and JAAF, actively participated in proposing amendments to the existing and shaping the new labour laws. The focus was on promoting diversity, inclusion, and progressive labour practices that align with global standards. These ongoing conversations hold significant weight, with the potential to influence the future of work in Sri Lanka by 2024.
Having already redefined MAS’ purpose the previous year, our way forward in communicating, cultivating and celebrating our purpose was mapped out for 2023.
The journey began with over 100 of our senior leaders, including CEO's participating in one-on-one coaching sessions, focusing on weaving MAS’ purpose into the fabric of their daily activities and leadership approach. This leadership focus cascaded down through designated divisional and SBU Purpose Ambassadors who facilitated interactive workshops across the entire workforce. Each year, we grow our efforts to upskill more purpose ambassadors, with the goal of reaching our global workforce in their respective languages.
These sessions not only deepened understanding of the Company’s purpose but also empowered participants to discover their own personal purpose, in terms of professional and personal fulfilment. Through these efforts, a remarkable reach of 94.85% of the executive and above cadre and 82.28% of the staff and team member cadre was achieved in 2023.
Addressing the need for more flexibility, an engaging e-learning course was launched. The online platform, featuring videos and activities, allows employees to learn at their own pace, seamlessly integrating the training into their busy schedules.
Compelling stories were carried using a variety of communication channels including social media platforms. A captivating “Purpose” film served to further solidify understanding and appreciation of the redefined purpose statement. The film emphasised that the articulated purpose reflects how MAS has always functioned, reinforcing its significance. Additionally, global leaders and employees shared personal testimonies, illustrating their experiences and perspectives related to each element of the purpose statement.
To measure the success of these efforts, employee surveys were conducted. In 2022, the focus was on the executive and above cadre, leading to the development of the aforementioned initiatives. This year, the attention shifted to the staff and team members. Through focus group discussions, valuable insights were gained. Employees expressed a need for deeper connections between their daily work and MAS’ purpose. Taking these insights to heart, MAS is currently implementing several employee-suggested strategies to bridge the gap.
By bringing to life a shared purpose, MAS is strengthening communication, empowerment, belonging, and ultimately, productivity and overall success.
"TO BE CHANGEMAKERS, ENABLING DREAMS AND ENRICHING THE FABRIC OF LIFE ON OUR PLANET"
In celebration of its purpose-driven initiatives, MAS launched the inaugural MAS Changemaker Awards in 2023. This event recognised and rewarded individuals who embody MAS’ purpose by creating a tangible positive impact on people, processes or products, and the planet. Additionally, the awards honoured teams and departments for reaching significant milestones in their Plan for Change commitments. Applications poured in from across all MAS divisions, demonstrating the widespread commitment to living the Company’s purpose.
Following a rigorous judging process, six teams that have excelled in their Plan for Change work, and six individuals who aligned with the MAS purpose were selected as winners. The Plan for Change awards were presented in respect to each of the pillars “Products Changed for good”, “Lives Changed for Good” and “Planet Changed for Good”, along with an “Overall Changemaker Team”. In the individual category, awards were presented in two sub categories reflecting the key elements of MAS’ Purpose Statement – the “Enabler of Dreams” category rewarded individuals who empowered communities and developed creative solutions to social problems; and the “Enricher of Lives” category recognised employees protecting and regenerating the environment through innovative solutions. An overall MAS Changemaker was also chosen based on their exceptional contributions to both communities and the environment. This esteemed individual, from India, received a monetary donation from MAS to be directed to their chosen charity. In line with their changemaking spirit, the winner used the funds to improve infrastructure at a rural school in India, creating a better learning environment for the students.
Inspired by the dedication of these changemakers, MAS initiated an ongoing programme to recognise and share their stories through internal flyer campaigns distributed across the entire group. To ensure consistency, standardised recognition criteria were established and shared with HR teams, enabling recognition at both divisional and group levels. MAS takes immense pride in its employees who exemplify the spirit of changemaking, and remains committed to appreciating and celebrating their efforts to create a positive global impact.
Further empowering employees to engage in meaningful projects, MAS introduced a new global “Leave for Volunteerism” programme for the executive and above cadre. This leave can be taken as a full day or two half-days, allowing participation in volunteer activities or projects focused on community upliftment or environmental conservation, organised by MAS or recognised external organisations. While anticipating a positive ripple effect from this initiative, MAS also developed clear guidelines outlining eligibility and proper utilisation of this new leave type, ensuring its effectiveness.
The MAS DNA, the Company’s official Code of Conduct, was first introduced to senior leadership in 2016, this foundational step was followed by a deliberate rollout in 2017, extending the principles to all managerial levels. It marked the beginning a structured approach to ethical standards and professional conduct.
Recognising the importance of leadership by example, a dedicated effort was made to prioritise implementation of the MAS DNA among the executive and above. Their pivotal role in setting organisational culture and exemplifying ethical behaviour was crucial.
Our phased approach was carefully crafted to ensure the principles of integrity, accountability, and transparency permeate every level of the Organisation. Through targeted initiatives and ongoing engagement, MAS endeavours to cultivate a shared understanding and commitment to upholding the tenets of the Code of Conduct across its diverse workforce. Ultimately, our goal is to foster a culture of responsibility and trust, nurturing a work environment built on strong principles of ethical conduct and professional excellence. The Code of Conduct, which includes our mechanism for handling grievances, was designed with the input and involvement of internal stakeholders and key groups across the apparel value chain.
FROM CODE TO CULTURE
By 2022, full implementation reached executive and higher cadre employees across all locations, both in Sri Lanka and overseas. To maintain alignment with the MAS DNA’s principles, a minimum of one refresher training session was conducted in 2023 for existing staff, which is mandated to be conducted annually going forward. In order to inculcate the MAS DNA, it is also an essential component of the onboarding process for all new recruits.
Taking our commitment even further, comprehensive equal opportunity and anti-harassment training programmes were rolled out to all team members in Sri Lanka, with new hires receiving them during induction. Our diligence in fostering a culture of ethics, equality, and respect extends to the Company’s global operations, with the awareness programmes reaching eight out of nine overseas plant locations.
Beyond training, MAS facilitates focused group discussions with team members. This platform encourages meaningful dialogue, allowing employees to share insights and raise questions regarding the Company’s core values. It is an opportunity to reinforce the importance of ethics, equality, and respect within the MAS culture, deepening employee engagement and a commitment to upholding the Company’s guiding principles.
KEEPING EMPLOYEES INFORMED & ENGAGED
The MAS DNA is more than policy, it is a comprehensive programme that actively promotes ethical conduct, equality, confidentiality, data protection, and regulatory compliance in the workplace.
The Company conducts regular refresher training sessions to keep employees informed and engaged with the MAS DNA. The sessions use practical examples, discussions, and case studies to help employees understand how to apply these policies in real-life situations, while the Social Sustainability Scoring Tool tracks completion and comprehension. Additionally, separate reports are submitted to the Audit Committee to ensure continuous improvement of the programme.
Refresher sessions also revisit the core principles of the Code of Conduct, emphasising ethical behaviour, integrity, and professionalism in daily work. Employees receive guidance on equal opportunity, anti-harassment, and diversity awareness.
The Equal Opportunity and Anti-harassment Policy prohibits discrimination, harassment, and retaliation based on factors such as race, gender, age, religion, sexual orientation, disability, or any other protected characteristic unrelated to job performance. Employees are expected to treat each other with dignity and respect for one another, fostering an inclusive culture where diversity is celebrated, and differences are valued. The policy includes procedures for reporting incidents to ensure complaints are promptly and thoroughly investigated, and appropriate corrective action is taken. The intention is to promote an inclusive and respectful workplace where everyone can succeed and thrive.
Guidelines to prevent situations where personal interests might conflict with the Company’s interests are included in the Conflict of Interest policy. This policy requires employees to disclose situations where personal interests, relationships, political or financial interests could potentially influence their decision-making or actions within the Company.
Similarly, the Gift Policy provides a clear framework for accepting gifts from third parties. It requires approvals for gifts and applies to training, entertainment, or any form of benefit. A comprehensive gift registry tracks all gifts received or given, regardless of value.
In 2023, MAS took additional steps to reinforce awareness of these policies. Mandatory training sessions were held for executive and above [executive and assistants (E&A)] employees on conflict of interest and gift policies. Additionally, all assistant managers and above roles are now required to disclose any outside engagements they may have. These measures promote transparency and mitigate potential conflicts between employees’ external activities and their responsibilities within the Organisation.
The impact of the MAS DNA extends beyond internal operations. The Company is currently developing a Vendor Code of Conduct. This Code will outline expectations for MAS’ external partners regarding business practices, ethical behaviour, and compliance. It aims to cultivate a network of trusted partners who share MAS’ commitment to ethical conduct, contributing to the overall integrity of its supply chain ecosystem.
Confidentiality, data protection, and intellectual property (IP) policies are also part of the MAS DNA. Refresher trainings cover safeguarding confidential information, respecting copyrights, and handling intellectual property responsibly. The importance of responsible social media usage is also emphasised. Employees are educated on maintaining professionalism and protecting the Company’s reputation online.
The Company uses a multifaceted approach to create ongoing awareness of the MAS DNA. This includes focused group discussions, flyers, posters, and educational videos. These initiatives engage employees at all levels, promoting dialogue, clarification, and a deeper understanding of company values.
THE GRIEVANCE REPORTING SYSTEM
MAS understands that a healthy work environment thrives on open communication. A robust reporting system has been implemented to empower employees to voice their concerns and offers multiple avenues to ensure all voices are heard.
Employees can choose the reporting method that best suits their comfort level. Open and confidential conversations are encouraged directly with HR personnel, who are trained to be supportive and address a wide range of concerns. Within groups, divisions, and SBUs, designated code officers act as trusted contacts for employees to discuss ethical conduct or policy compliance issues.
For those who prefer anonymity, we offer multiple channels. An anonymous hotline service allows employees to report concerns without revealing their identity. The DNA Helpdesk, accessible through the Company’s website, provides another channel for seeking guidance or reporting potential violations. MAS is even exploring the option of opening the hotline to third parties, creating a wider safety net.
MAS goes the extra mile to encourage reporting. Strategically placed grievance boxes across facilities provide another layer of anonymity for voicing concerns. Additionally, trained Employee Relations (ER) representatives are available to listen, address concerns, and escalate grievances as needed.
EMPOWERING VOICES FOR GROWING TRUST
Over the past four years, MAS has seen an increase in employee confidence when it comes to speaking up about concerns. Our ongoing awareness and education programmes, actively encourage employees to voice their concerns whenever they experience discomfort or difficulty. It has led to a rise in reported cases from 2020 to 2023. Rather than being a negative trend, this increase signifies a growing trust in MAS’ efforts to further transparency and accountability.
UPHOLDING INTEGRITY IN THE REMEDIATION PROCESS
MAS takes a zero-tolerance approach to misconduct. When a concern is raised, a thorough investigation begins. Standardised protocols guide the process from start to finish, ensuring fairness, objectivity, and consistency. Uncovering the facts is the initial step. It involves gathering evidence, interviewing relevant parties, and documenting findings. A thorough analysis then facilitates an effective resolution to the reported issue.
Next, the Company employs a structured Consequence Management Framework which serves as a structured approach to determining the appropriate actions in response to employee wrongdoing. The framework considers both the intent behind the misconduct and the impact on the Organisation. the severity of the offense is evaluated across impacted areas including finances, service delivery, employee morale, reputation, environment and more. Based on these measures proportional and fair disciplinary action is taken. This balanced approach ensures consequences are proportional and fair, reinforcing a culture of accountability and ethical conduct at all levels.
All reported cases are recorded on a central platform, which provides a comprehensive overview of investigations, actions taken, and outcomes in real-time. It serves a dynamic tool that allows MAS to identify trends, patterns, and recurring issues across departments or locations. This proactive approach enables the Organisation to identify systemic issues and implement targeted interventions to address underlying causes.
Maintaining a centralised platform fosters trust among employees and stakeholders by ensuring everyone has access to consistent and up-to-date information. This demonstrates MASs commitment to addressing concerns openly and promptly. Additionally, the system streamlines reporting processes, reduces administrative burdens, and ensures accurate documentation. It also facilitates compliance with regulations and internal standards, providing a clear audit trail for both internal and external stakeholders.
In essence, MAS’ approach to investigations, consequence management, and centralised data recording reflects a deep commitment to fairness, accountability, transparency and upholding our organisational integrity.
At MAS, we believe a healthy organisation is a high-performing organisation. A healthy culture begins with resilience, employee satisfaction and talent retention, which translates to a more engaged workforce, driving productivity and long-term success. In line with this philosophy, we partnered with McKinsey and Co. to continuously improve MAS’ health and ability to deliver on its strategic objectives.
A key element of this partnership is the Organisational Health Index (OHI) survey. This comprehensive assessment analyses nine key areas impacting an organisation’s ability to align, execute, and renew itself.
The survey also delves into 43 management practices that contribute to these outcomes, identifying areas where MAS can excel and unlock its full potential. To benchmark our performance, MAS’ OHI scores are compared against leading Fortune 500 companies. This provides valuable insights and allows us to measure ourselves against the best.
The OHI survey was conducted among executives and above in 2018 and 2021. The results provided a clear picture of MAS’ current state and enabled the development of targeted initiatives to improve the health of individual divisions and the Organisation as a whole. In 2023, we achieved a 90.40% completion rate on the Group OHI roadmap. Divisional OHI roadmaps were also monitored quarterly, with a final evaluation at year-end, ensuring consistent progress. To bring about collaborative problem solving and best practice sharing, the central team facilitated knowledge-sharing sessions between the Divisional Champions of Culture and the OHI.
While implementing targeted initiatives, we also launched a communication campaign. This campaign highlighted ongoing initiatives across MAS and explained the benefits these activities have for employees. Our goal is to ensure everyone understands the connection between individual well-being, organisational health, and overall success.
Looking forward, we are excited to repeat the OHI survey in 2024. The revised survey will include new areas of focus that reflect evolving workplace standards, such as the establishment of a common purpose, sustainability efforts, flexible work arrangements, and fostering inclusivity and belonging. Additionally, a new module will assess employee experience, providing valuable insights into how employees perceive the Organisation.
SPORTS BEYOND APPAREL
MAS’ dedication to sports goes beyond crafting high-performance sportswear for renowned brands. We understand the value of a holistic approach to employee well-being, where participation in sports plays a vital role in fostering a vibrant and healthy workforce. This translates into actively encouraging employees to pursue a healthy work-life balance and develop their skills, physical and mental well-being through sports.
MAS provides a platform for sports enthusiasts to excel, offering opportunities to compete, showcase their talents, be recognised for achievements, and chase their athletic aspirations. Competing in Sri Lanka’s mercantile sports arena builds a strong sense of teamwork, competitive spirit, and a drive for excellence – qualities that easily transfer into a professional context. This boosts morale and embeds a sense of purpose-driven support and strategy within our corporate culture.
This focus on sports participation transcends short-term trends, reflecting our long-term commitment to the good health and resilience of our workforce. MAS has also contributed as a clothing sponsor for national and international games, forming strategic partnerships with athletes and creating performance engineered garments to support our many athletes in the different sports they represent.
In 2023, MAS employees excelled in Sri Lanka's annual mercantile sports competitions, achieving multiple championships across various disciplines. With over 900 participants demonstrating their dedication to health and well-being through sports, this year was particularly impressive.
The swimming and table tennis teams’ phenomenal 10th consecutive championship wins, the tennis team's 8th consecutive championship, and athletics team's 5th consecutive championship are remarkable standouts that testify to MAS' commitment to fostering a culture of physical activity and a competitive spirit.
| # | Sport | Number of participants in 2023 |
Championships in 2023 | Achievement in 2023 |
Remarks |
| 1. | Swimming | 140 | Mercantile | Champions | 10th Consecutive Year as of 2023 |
| 2. | Table Tennis | 40 | Mercantile | Champions | 10th Consecutive Year as of 2023 |
| 3. | Tennis | 40 | Mercantile | Champions | 8th Consecutive Year as of 2023 |
| 4. | Athletics | 510 | Mercantile | Champions | 5th Consecutive Year as of 2023 |
| 5. | Hockey | 24 | Mercantile | Champions | 2023 Champions |
| 6. | Badminton | 46 | Mercantile | Champions | 2023 Champions |
| 7. | Rugby | 25 | Mercantile | Bowl Champions | – |
| 8. | Basketball | 25 | Mercantile | Division B Champions | – |
| 9. | Volleyball | 70 | Mercantile | Champions | Won in different divisions Super League Division Women's A Division – Women's Championship Category – Champions (Men’s) |
| 10. | Chess | 10 | Mercantile | Champions | – |
Our Commitment:
Be an enabler for positive impact in all communities we work in
Our Achievements in 2023:
invested in community initiatives
activities carried out
volunteers engaged
beneficiaries
Through a dedicated community engagement model, MAS focuses on supporting vulnerable groups such as people with disabilities, the elderly, women and children.
In 2023, a budget of LKR 489 Mn. was allocated to community initiatives across the organisation. To ensure transparency and track progress, the Company maintains a centralised corporate citizenship dashboard – Panthera. To empower localised action, divisions retain control of their own CSR budget and activity planning. Each division is required each division controls its own CSR budget and activity planning, and is required to conduct a minimum of one corporate citizenship activity per month at the phase three level.
The Company has structured a clear set of guidelines and methodologies, focusing on six key categories for corporate citizenship activities.
We continuously seek to deepen relationships with the communities in which we operates. The MAS Community Engagement Model (CEM) is our strategic approach to ensure all stakeholders are taken into consideration. It also provides transparency in relation to the activity, its implementation and the reporting mechanisms.
The model features a dedicated Community Engagement Team (CEM Team) responsible for analysing community needs, public requests, and employee suggestions; thereby ensuring all (100%) our operations include local community engagement. This allows MAS to plan annual engagement activities tailored to the specific needs and interests of each stakeholder group.
A key strength of the model is the stakeholder mapping system. All stakeholders are listed in a central document and plotted on a Google Map, allowing for easy identification of relevant individuals or groups when organising activities in a particular location. This collaborative and data-driven approach has already seen 34 facilities successfully map their stakeholders and further their community engagement efforts.
| Category of intervention | Activities |
| Education | 280 |
| Environmental initiatives | 143 |
| Health | 211 |
| Local Connect | 258 |
| Nation Minded | 40 |
| Sports | 28 |
Additionally, there are six subcategories: capacity building, wellness, donation, state run programmes, disaster relief and infrastructure development.
MAS believes in building a more equitable and sustainable future by aligning its corporate citizenship activities with the UN Sustainable Development Goals (SDGs). In 2023, we placed a strong emphasis SDG 3 by increasing our efforts to further good health and well-being. Through our ongoing initiatives, we continued working to enhance educational opportunities by taking a steadfast approach to SDG 4. We also endeavoured to empower individuals, and foster inclusive and resilient communities in alignment with SDG 11. MAS believes that by taking action in these critical areas, we can create a lasting positive impact. It is about building a better future, not just for ourselves, but for society as a whole – during challenging times and beyond.
Number of Activities
Number of Beneficiaries
Total Cost
Number of Volunteers
2017
2018
2019
2020
2021
2022
2023
2024
Sustainable Development Goals
111
93
456
333
63
62
12
41
37
142
427
23
70
28
109
9
68
years of dedication
impactful projects
schools involved
students engaged
The MAS Eco Go Beyond Initiative (EGB) is a community outreach programme launched in 2006 by MAS Holdings in collaboration with Sri Lanka’s Ministry of Education. This public-private partnership exemplifies the power of working together for positive change, through an initiative that goes beyond knowledge transfer to empower students to become agents of change within their communities.
Born from MAS employees’ desire to empower children and protect the planet, the programme takes a student-centred approach. It cultivates essential skills like communication, leadership, and partnership building, while educating students on sustainable development.
Over 17 remarkable years, EGB has touched the lives of over 177,491 students across 149 rural schools in Sri Lanka.
HOW THE PROJECT IS IMPLEMENTED
Step 1 – Kick off with principal and teacher awareness on MAS Eco Go Beyond programme goals.
Step 2 – Schools nominate 4 students for 1 of 6 project topics, each with a project proposal.
Step 3 – Students and parents informed about programme and sustainability through awareness campaign.
Step 4 – Interview process selects 2 student leaders per school to champion sustainability.
Step 5 – Project grant awarded to each student to kick-start their projects.
Step 6 – Monthly meetings monitor progress, provide guidance, and foster collaboration.
Step 7 – Leadership and capacity building workshops equip students with project management, communication and problem-solving skills.
PROJECT TOPICS
– Biodiversity Conservation/Forest Restoration/Plant Nurseries
– Water Conservation and Management
– Energy Conservation and Management
– Waste Management (Disposal and Recycling)
– Adaptive Solutions for Persons with Disabilities
– Smart Agriculture
MEASURING IMPACT
After projects have been completed, a comprehensive evaluation assesses impact, effectiveness, and long-term viability. A key element of EGB’s success is its continuous feedback loop. This ensures projects stay aligned with objectives and continue to improve. Outstanding students and projects are recognised, helping to motivate participants and create a broader shift towards sustainability.
In 2023, MAS Eco Go Beyond collaborated with 29 schools to implement 55 impactful projects. The MAS EGB Sustainable Schools Programme has demonstrably increased environmental awareness among students and communities. Through its innovative approach, strong partnerships, and commitment to impact, EGB continues to inspire a generation of environmentally conscious and socially responsible leaders in Sri Lanka.
New trees planted:
Green cover increased (sqm)
Compost generated (kg)
Plastic collected for recycling (kg)
Glass collected for recycling (kg)
Paper collected for recycling (kg)
Harvest from nutritious cultivation generated (kg)
Number of awareness programmes conducted
Number of trees distributed
Awareness campaigns on persons with disabilities (PWDs) conducted
Awareness campaigns for households conducted
Student-led projects initiated
Number of school students impacted
Number of schools involved
Launched in 2022, MAS Girls in STEM ignites a passion for science, technology, engineering, and mathematics (STEM) careers in young women. This initiative empowers female students enrolled in the science stream for A Levels by providing hands-on learning experiences, valuable networking opportunities, and exposure to inspiring female role models in STEM fields. In 2023, we successfully engaged approximately 94 aspiring students.
IN 2023, WE WELCOMED FEMALE STUDENTS FROM TEN SCHOOLS
– Bishop’s College
– Holy Family Convent
– Ladies College
– Methodist College
– Musaeus College
– Muslim Ladies’ College
– Saiva Mangaiyar Vidyalayam
– Sirimavo Bandaranaike Vidyalaya
– St. Bridget’s Convent
– Visakha Vidyalaya
The traditional curriculum often overlooks fascinating corners of the scientific world. The MAS Girls in STEM programme delved into topics like FemTech, wearable technology, aeronautics, data analytics, biotechnology, and artificial intelligence. The programme integrated engaging activities like quizzes, presentations, and hands-on sessions to make the learning dynamic and interactive.
In a country where only 10% of schools offer STEM subjects at the higher education level, and opportunities for women in these fields are scarce, MAS is looking to change the reality. The initiative highlights the crucial role of STEM in a competitive job market where 75% of new opportunities demand these qualifications. However, we want to reach beyond skills, to shatter stereotypes and empower girls to break into traditionally male-dominated fields. We created a supportive network of mentors and like-minded peers, providing inspiring female role models to pave the way.
A main highlight was the Giveback Programme. Here, the young participants transformed into STEM superstars, sharing their newfound knowledge and experiences with younger students in their schools, fuelling a passion for science that will ripple outwards.
The MAS Girls in STEM programme for 2023 drew to an end with a day of experiential learning and inspiration. An immersive roadshow was hosted by MAS’ innovation hub, Twinery. Students engaged directly with teams from FemTech, Softmatter, Machine Build, Gamer Tech, and Digital Excellence – all cutting-edge areas within Twinery. Here, the girls had the chance to apply what they learned in the programme’s STEM modules through hands-on activities. A student-moderated panel discussion gave the girls an opportunity to seek solutions for their educational and career-related concerns directly from leading STEM figures of Twinery. A certificate ceremony, well-deserved recognition of the girls’ dedication and achievements was the last order of the day.
MAS actively engages with communities around its operations through various initiatives. Take a glimpse into some of our projects from 2023/24:
MAS Intimates Meal Drive: Through a year-long meal drive, MAS Intimates was able to feed over 4,150 children and 1,230 community members in Sri Lanka who struggle with limited access to nutritious meals. Hope was delivered across 30 schools, one plate at a time.
MAS Sumantra OPD Renovation: In Bangladesh, the BEPZA Hospital is staffed by over 70,000 employees. MAS Sumantra saw the need for a more modern and welcoming environment and initiated an ongoing project valued at LKR 1.7 Mn. The project is transforming the Outpatient Department (OPD) with better infrastructure, cutting-edge equipment, and a focus on patient comfort. A lush garden is also being created to introduce a sense of peace and well-being for patients, staff, and visitors.
Asialine Clean Water Project: Acknowledging the long-standing support from surrounding communities – home to many of its team members – Asialine consistently contributes to their progress in education, health, environment, and other areas.
In 2023, the Asialine team identified a critical need for clean drinking water at Rathmalwala Primary School. The school’s existing water source was contaminated, which had led to numerous health problems. To address the issue, Asialine installed a water filtration system, ensuring better health and access to clean water for nearly 300 students, staff, and parents.
Suwa Diwiya – Contourline Mental Health Programme: Mental health is a crucial aspect of our overall well-being, yet it is often shrouded in silence. Contourline partnered with the Madamahanuwara MOH office to reach 179 individuals in rural areas. The project focused on raising awareness and building a network of support, with the goal of creating a community where everyone understands the importance of mental health.
Linea Intimo Udupila Hospital Refurbishment: The Udupila Government Hospital serves over 63,000 residents across 27 Grama Niladhari Divisions in the Biyagama area, including many MAS employees. Linea Intimo recognised the need for crucial repairs and refurbishments to improve the quality of medical services.
The hospital was in need of a new storage facility; the morgue, being unfit for purpose, required urgent repairs to bring it up to an operational standard; the existing water storage tank was unsuitable and a new tank was a much-needed upgrade; and further improvements were required across the facilities to improve access and safety. Volunteers from Linea Intimo worked hand-in-hand with the Sri Lankan Army SLLI camp-Delgoda and Regional Director of Health Services – Gampaha – Maintenance Section to bring this project to life.
