In 2024, our manufacturing operations spanned nine countries, with additional customer-facing and support functions in North America and Singapore.

We continue to employ an expansive and diverse workforce, with unique perspectives, skills, and abilities. This rich tapestry of ideas and ambitions fuel our impact through the Plan for Change.

The entirety of our workforce is considered full-time employees; including all teams working on the factory-floor across our operations.

In 2024, the vast majority of our team, approximately 81%, continue to be 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. This includes a significant portion of our workforce in Jordan, Kenya, and Vietnam, 68%, 99%, and 95% respectively, are employed on fixed-term contracts.

Total employees by gender by region

Region (Country)	Gender		Employees
	Male	Female
Sri Lanka	23,510	48,594	72,104
Bangladesh	1,368	4,187	5,555
Indonesia	742	4,805	5,547
Jordan	1,200	2,736	3,936
Kenya	886	2,713	3,599
India	620	2,895	3,515
Vietnam	175	949	1,124
Haiti	196	527	722
Dominican Republic	121	104	226
USA	47	108	155
Singapore	1	4	5
Total average	28,866	67,622	96,488

Total number of temporary (contract)employees, and its breakdown by grade, gender and region

Grade category	Temporary employees
Team member	6,793
Staff	790
Executive	361
Manager	85
Total average	8,029

Gender	Temporary employees
Male	2,169
Female	5,860
Total average	8,029

Region (Country)	Gender		Temporary employees
	Female	Male
Kenya	2,711	884	3,595
Jordan	1,911	771	2,682
Vietnam	925	149	1,074
Sri Lanka	266	331	597
Haiti	30	27	57
Indonesia	16	3	19
USA	1	3	4
Singapore	1	–	1
Total average	5,860	2,169	8,029

Total number of permanent employees, and its breakdown by grade, gender and region

Region (Country)	Gender		Permanent employees
	Male	Female
Sri Lanka	22,006	43,744	65,750
Bangladesh	1,209	3,634	4,843
Indonesia	670	4,111	4,782
India	323	1,120	1,443
Jordan	288	639	927
Haiti	169	496	665
Dominican Republic	121	104	225
Vietnam	16	4	20
USA	6		6
Singapore	1	3	4
Kenya	1		1
Total average	24,810	53,855	78,664

Total number of full-time employees, and its breakdown by grade, gender and region

All the employees in the organisation are full-time employees. Hence the Total and the breakdown is similar to the “Total Number of employees”.

Note: The values for employees were taken from the system in January, 2025.

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Given our operational scale and footprint, our work necessitates collaboration with contracted partners and on-site service providers for essential ancillary functions like workplace janitorial services, workplace security, staff canteen management, and staff transport.

These partners and service providers are considered suppliers and suitably vetted as part of our due diligence processes. In addition, they are expected to adhere to the stringent MAS Vendor Code of Conduct (VCC) that outlines expectations for ethical business code.

While not direct employees, these service-provider personnel often work within our facilities and benefit from many of the facilities that make up our world-class workplaces. The Occupational Health and Safety (OHS) section details our commitment to engaging with, and ensuring the safety of, these service providers and their teams. Aligned with the size of our overall operational footprint, most categories of service-provider personnel reflected minor reductions, year-on-year. However, with consideration of new service-provider categories in 2024, the overall count increased marginally.

Our focus on women’s empowerment led us to set two ambitious goals: narrowing the gender gap in management and investing in the empowerment of women at the factory floor.

For MAS, a commitment to women across our operations is realised through continuous investment in their development, wellbeing, and happiness; which not only empowers our workforce, but also strengthens the apparel industry’s resilience and sustainability.

We believe that true women’s empowerment is more than programme or a series of projects; it is a holistic ecosystem that integrates economic, social, and political dimensions. Take a deep-dive into our comprehensive and collaborative approach to women’s empowerment that is setting standards in the apparel industry.

 

Career Advancement and Skill Development

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In 2024, our career advancement work for women on the factory floor continued with multiple interventions across all our main divisions. Focus areas included leadership and personality development, technical competency building, communication, public speaking and presentation skills, IT literacy, conflict management, negotiation and influencing etc. In addition, focused interventions continued to identify and bridge technical gaps among women on the factory floor in identified job roles, especially in traditionally male-dominated spaces.

Creating Role Models, Mentoring, and Sponsorship

The culture of knowledge-sharing across MAS is driven by formal mentoring, targeted sponsorship, and inspirational peer-interactions sparked by role models that have grown with and through our ranks. This has created a supportive network of mentors and like-minded peers, particularly amongst our female talent, with role models to pave the way for others in the cadre. In 2024, more than 220 carefully selected women from the Executive and Senior Executive cadre were given formal mentorship opportunities with over 150 mentors within the Group.

Enabling Environment and Affirmative Action

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Our women’s empowerment programmes integrate targeted interventions with broader system-change, wrought through policy support, infrastructural changes, affirmative action, and addressing unconscious bias. These efforts are nurturing an enabling environment that can attract, retain, and empower our female talent to excel.

To facilitate this, we continue to advocate, advice and support policy and infrastructure changes, such as childcare facilities, lactation rooms, recruitment considerations, and policies for flexible-work, maternity and paternity leave, adoption leave, etc.

As of 2024, 36 of our global locations provide at least one type of employer-supported childcare, benefiting over 500 children. Employer-supported childcare can be through provision of an internal creche, external creche or even an allowance – depending on the need of the location. While 43 of our locations have a designated lactation room that can be used by mothers returning from maternity, there are other specific interventions, implemented throughout the Group, that focus on expectant mothers. At a group level, all mothers were entitled to the legally mandated 84 days of maternity leave and over 3,768 mothers were supported during the year – not only with maternity leave, but also through provision of additional care, nutritious meals, awareness and education, and other provisions such as care packs. Additionally, our policies for paternity leave enabled 1,083 fathers to utilise paternity leave during the same period. While paternity leave is not a legal requirement, we remain committed to supporting our fathers in balancing work and family responsibilities.

These ongoing efforts have enabled MAS to achieve a maternity return rate of 52% in 2024, as well as a paternity return rate of 87%. To facilitate a smooth transition back for our staff, we monitor return-to-work rates and take proactive steps understand their needs.

	Paternity leave (male)	Maternity leave (female)
Employees entitled for parental leaves	1,083	3,768
Employees utilising parental leave	1,083	3,768
Employees who returned to work after parental leave ended	941 (definition is the number that retained beyond 3 months upon returning)	1,962 (definition is the number that retained beyond 3 months upon returning)
Return-to-work rate	87%	52%
Those still employed 12 months after their return to work	139 (525 remained beyond 6 months upon returning)	361 (1,025 remained beyond 6 months upon returning)

Women’s Health and Sexual and Reproductive Health and Rights (SHRH)

Health and wellbeing of our women is a key priority for MAS, and many of our initiatives focused on women’s health and Sexual Reproductive Health and Rights (SRHR) continued, across all divisions, throughout the course of 2024.

All MAS facilities continue to include an in-house medical center with trained nurses and visiting doctors available in the factory premises. Emergency sanitary pads are also made accessible at all locations; free of charge or at a subsidised amount.

In addition to the number awareness programmes conducted in 2024, all locations conducted at least on medical camp providing women the opportunity to get screened for breast cancer and cervical cancer.

Understanding that our employees’ wellbeing is intrinsically linked to their families and communities, we carried out 174 programmes, and reached over 8,523 beneficiaries from the community during the course of the year.

Women in Management

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2024 has been yet another challenging year, with shifting ground realities and changes in the internal and external environment. Despite these exigent circumstances, we saw an improvement in our Women in Management metric – reaching 26% in 2024, from 24% the previous year.

Our successes in improving gender equity at management-level are closely connected to the support, commitment, and accountability of Senior Leadership at MAS, who drive this agenda and are an integral part of creating a more supportive and a conducive environment for women.

Alongside targeted interventions, we also provide tools and create access to resources and networks that empower our women on multiple fronts. To support this agenda, our women’s networks continued through 2024, where all divisions across the Group launched divisional women’s networks aligned with a set of Group-wide guidelines. Over 180 women from our major divisions were a part of these divisional networks during the year, with the opportunity to connect at a Group level, which received overwhelmingly positive feedback.

Our journey towards gender equity has been incremental and positive – overall Women in Management numbers have improved from 21% in 2019 to 26% in 2024. However, we are conscious of the fact that we will not achieve our aspirational goal of 30% by 2025. This is due to struggles in pipeline building, attracting and retaining women in the manufacturing industry, and many of the gaps we need to continue to address as businesses and as an industry.

Similarly, although the women’s representation at Board-level (MAS Capital and MAS Holdings Boards) has reduced marginally – 21% in 2024, from 23% the previous year, we are heartened that this is still a significant increase from 8% in 2018, when our active interventions began. MAS will continue to place relevant targets for ourselves as we check and adjust our journey.

Meaningful employment in the apparel industry is a value-lever that considers the needs and motivations of the people behind the positions, as much as it considers their job-roles, skillsets, and experience. This section details our commitment to fostering meaningful employment for the thousands of employees who call MAS home.

Read about the Social compact that governs our approach to meaningful employment and the core values enshrined in our strategies for recruitment, training, and more.

Attracting and Retaining Talent

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We continued to build on the previous year’s momentum in 2024, by strategically amplifying MAS’ value proposition to employees and prospective candidates through targeted branding efforts.

As an equal opportunity employer, we continued to prioritise finding the best-qualified candidates for each role, irrespective of race, gender, age, sexual orientation, disability and religious beliefs. This is reflected in our job postings, flyers, and throughout the entire recruitment process and policy.

Our workforce numbers remained fairly stable in 2024 – at 96,488 average headcount; reflecting a marginal 4% downtick from 100,457 in 2023. Employee hires in 2024 amounted to 31,848 at a 33% hire-rate, against the employee turnover of 30,301 at 31% turnover rate. Closure of our Haiti Business Unit in mid-2024, corresponded with expansion and resultant increased hiring at other business units that resulted in no significant net change to our workforce.

Total number and rate of new employee hires, by grade, gender and region

Age category	Total new hires	Total average employees	Rate of new hires
Under 30 years old	24,960	48,289	52%
30-50 years old	6,849	46,220	15%
Over 50 years old	39	1,979	2%
Total	31,848	96,488	33%

	Female			Male
Age category	Total new hire	Total average employees	Rate of new hires	Total new hire	Total average employees	Rate of new hires
Under 30 years old	19,919	34,432	58%	5,041	13,857	36%
30-50 years old	5,707	31,944	18%	1,142	14,276	8%
Over 50 years old	19	1,252	2%	20	728	3%
Total	25,645	67,628	38%	6,203	28,860	21%

Region (Country)	Total new hires	Total average employees	Rate of new hires
Bangladesh	2,997	5,555	54.0%
Dominican Republic	3	226	1.3%
Haiti	2	722	0.3%
India	2,437	3,515	69.3%
Indonesia	2,191	5,547	39.5%
Jordan	659	3,936	16.7%
Kenya	804	3,599	22.3%
Singapore	2	5	40.0%
Sri Lanka	22,371	72,104	31.0%
USA	30	155	19.4%
Vietnam	352	1,124	31.3%
Total	31,848	96,488	33.0%

The values for recruitment and turnover of employees has been taken from the systems in January, 2025.

Total number and rate of employee turnover, by grade, gender and region.

Age category	Total Terminations	Total average employees	Rate of employee turnover
Under 30 years old	19,945	48,289	41%
30-50 years old	9,979	46,220	22%
Over 50 years old	377	1,979	19%
Total	30,301	96,488	31%

	Female			Male
Age category	Total terminations	Total average employees	Rate of employee turnover	Total terminations	Total average employees	Rate of employee turnover
Under 30 years old	16,257	34,432	47%	3,688	13,857	27%
30-50 years old	7,686	31,944	24%	2,293	14,276	16%
Over 50 years old	257	1,252	21%	120	728	16%
Total	24,200	67,628	36%	6,101	28,860	21%

Region (Country)	Total terminations	Total average employees	Rate of employee turnover
Bangladesh	1,624	5,555	29.2%
Dominican Republic	75	226	33.2%
Haiti	1,628	722	225.5%*
India	2,034	3,515	57.9%
Indonesia	1,784	5,547	32.2%
Jordan	1,106	3,936	28.1%
Kenya	606	3,599	16.8%
Singapore	–	5	0.0%
Sri Lanka	20,889	72,104	29.0%
USA	46	155	29.7%
Vietnam	509	1,124	45.3%
Total	30,301	96,488	31.4%

*With the closure of the Haiti Business Unit in mid-2024, the total average number of employees decreased significantly, making the total terminations for the year appear higher than the total average and resulting in more than 100% turnover rate.

Learning and Development

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We adopted a well-rounded approach to training in 2024, blending a variety of methods and channels to best meet the needs of our employees.

For Team Members and Staff categories, we focused on hands-on instructor-led training and blended learning formats, while prioritising targeted self-paced training for our Executive and Senior Leadership teams. This approach ensured that employees had access to the most relevant learning opportunities tailored to their roles and career progression.

Many of our signature programmes and self-directed learning options, empower employees to take control of their own growth. Owing to the success of this approach, we were able to deliver an average of 25 hours of learnings per employee in 2024.

Group-wide talent reviews, conducted by our Centre of Excellence (CoE) assess localised and region-specific challenges to align talent development with regional and global business objectives. These reviews play a vital role in promoting local leadership development across global operations, by assessing and enhancing talent within specialised functions, building functional bench strength, identifying subject matter experts, and supporting talent rotation. In 2024, these reviews were held in manufacturing facilities across Jordan, Kenya, Indonesia, India, and Bangladesh.

Nurturing our Talent Pipeline

The majority of training programmes are designed for our Executive talent, particularly young professionals. These programmes aim to introduce our ways of working, enhance technical expertise, broaden operational and industry knowledge, and develop leadership capabilities.

In 2024, with the objective of further enhancing the knowledge base of the Executive to General Manager cadre, we introduced an in-house, quarterly, Compliance and Labour Knowledge Sharing Session. The new programme is designed to equip participants with the latest insights on local and international labour compliance landscapes, ensuring they remain well-informed of evolving regulations and industry best practices. Additionally, the sessions provide a structured platform to identify and address common group-wide labour compliance bottlenecks, fostering greater efficiency and regulatory adherence across our operations.

Average Training Hours by Gender and Employee Category

Grade	Number of employees trained	Man hours	Learning hours per employee
Male	33,507	776,208	23.2
Female	81,570	2,076,591	25.5
Total	115,077	2,852,799	24.8

Grade	Number of employees trained	Man hours	Learning hours per employee
Team member and staff	99,707	2,537,457	25.4
Executive and above	15,370	315,342	20.5
Total	115,077	2,852,799	24.8

Skill Development at the Shop Floor

In addition to career advancement and upskilling initiatives detailed under the Empowering Women section, the following skill development programmes express our broader commitment to growth and development of employees on the factory-floor.

The Shilpi Programme, piloted in 2022, is designed to certify Training School Instructors (TSIs) or Sewing Trainers, in order to enable them to better understand sewing techniques and support them to train team members in a more effective manner.

The first batch of 25 participants, selected from the Group’s five main divisions, completed their training in 2023. Following the pilot programme, we incorporated feedback, evaluated outcomes, and refined the curriculum before launching the second batch from January to December 2024. In addition, during the course of the year, we carried out a density mapping exercise to analyse the success and reach of our Shilpi certification programme. With completion of the second batch, the Programme has now successfully covered almost 40% of our TSIs.

	2023	2024
TSIs completing the certification	23	22

MAS also 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. The programme offers a structured learning pathway leading to a Certificate or Diploma; catering to various learning needs and career aspirations. Programme content is regularly reviewed by Subject Matter Experts (SMEs), MAS Technical Leadership, external industry experts to ensure the curriculum alignment with up-to-date technical knowledge and industry requirements. As part of the program’s upliftment aspect, a corporate etiquette session, conducted by an external resource-person, was included and conducted for both Certificate and Diploma participants.

The Certificate Level programme concluded its sixth batch in June 2024 – with 42 participants successfully completing the programme (at an 89% completion rate). The Diploma level programme is currently underway for its second batch of 27 students participants representing 13 MAS SBUs.

Looking towards expanding the Technical Skills Development Programme, we are actively pursuing establishment of a Degree-offering module and are in collaboration with relevant institutions to develop an appropriate curriculum aligned with industry standards. This would be especially beneficial to talented and driven employees who have advanced through the ranks without a formal degree.

	Accredited equivalent NVQ standard	Course duration	2023	2024
Certificate level graduates	Production supervisor (sewing) – NVQ level 4	6 months	28	42
Diploma level graduates	Textile and apparel manufacturing technology (apparel sector) – NVQ level 5	24 months	N/A	27 (Ongoing)

Programme name	Programme duration	Batch size	Completed	Retained – after completion	Resigned – after completion	Resigned – during the programme	Quit the programme
Certificate batch 6	November 2023 – July 2024	47	42	42	–	1	4
Certificate batch 6 %	–	–	89	100	–	2	9
Diploma batch 2 – ongoing	November 2023 – December 2025	28	–	–	–	2	–

Global Talent Mobility

The MAS Global Mobility (GM) programme facilitates the movement of employees across countries and regions for work. Employees can typically be sent on short term assignment (ranging from 3 to 12 months) and long-term assignment (ranging from 1 to 5 years).

Talent movement in this form serves multiple purposes, including staffing new or expanded plants and operations, filling critical knowledge gaps by deploying experts, and providing essential oversight through experienced leaders. Furthermore, it significantly contributes to employee development by facilitating global networking, offering opportunities to adapt to diverse regional customs, regulations, working styles, and business environments, as well as handling critical projects and collaborating with multinational teams.

In 2024, MAS provided 127 employees with the opportunity to go on international assignments. From this, 40 were short term assignments and 87 were long term assignments. The top three divisions were Intimates (67), Kreeda (23) and Silueta (13). The top three countries we sent employees to were India (30), Kenya (25) and Bangladesh (22). The top three grades that went on international moves were Senior Executive (37), Manager (26) and Assistant Manager (20).

Employee Wellbeing and Work-Life Balance

We champion a comprehensive, four-pronged approach to employee wellbeing, encompassing mental, physical, emotional, and financial aspects. We implement tailored initiatives, guided by country-specific principles, to meet the unique needs of each of our divisions.

In 2024, we implemented over 1,000 knowledge-sharing sessions across our global footprint, positively impacting over 100,000 employees. Building on the success of our initiatives in fostering awareness, enhancing health practices, and cultivating a supportive culture; we are committed to expanding and refining our interventions, conducting regular needs assessments, fostering open dialogue, and rigorously measuring our impact through consistent feedback mechanisms.

Mental Wellbeing

In the context of Asia, mental health, drug prevention, domestic violence, and suicide prevention are essential elements of general wellbeing and workplace productivity. Our dedication to advancing mental health and nurturing an environment that fosters our values of inclusivity, compassion, and support for every employee, go beyond conventional commercial goals.

• BLOOM Project: A recurring programme that provides stress management workshops, counselling sessions, and resources to enhance mental resilience and overall wellbeing.
• Substance Abuse and Suicide Prevention Awareness Programme: Addresses the psychological impact of economic hardship by providing personnel with tools to identify warning signs, seek aid, and cultivate a supportive work environment.
• Sri Lanka Sumithrayo MAS Helpline: In 2024, MAS proudly marked the second successful year of implementing the Sri Lanka Sumithrayo MAS Hotline initiative. This dedicated mental health hotline serves over 70,000 Sri Lankan employees, operating from Monday to Saturday (10:00 am – 10:00 pm), and connects them with mental health professionals during and beyond office hours. Additionally, employees have access to face-to-face consultations at 10 centres across the island, ensuring comprehensive support.
• MindCare: The MindCare programme is an initiative designed to develop Counselling skills of middle managers. Rooted in the belief of fostering a supportive work environment, this programme aims to equip our middle managers with essential Counselling skills, transforming them into Barefoot Counsellors. While MAS is fortunate to have dedicated full-time qualified counsellors to address employee grievances, we recognise the pivotal role middle management plays in nurturing employee morale, managing stress, resolving conflicts, and ensuring overall wellbeing.
• Art Therapy Sessions: Art therapy is a powerful tool for supporting mental wellbeing in the workplace by providing employees with a creative outlet to express emotions, reduce stress, and improve overall mental health. Through activities like painting, drawing, or sculpture, individuals can explore their feelings in a non-verbal way, which can often be easier than talking about difficult emotions. Art therapy helps to foster a sense of mindfulness and relaxation, allowing employees to disconnect from work-related stress and rejuvenate their minds. It also promotes problem-solving skills, enhances emotional regulation, and improves self-awareness, which are all essential for managing the pressures of a busy work environment.
• Employee Assistance Programme: The initiative offers confidential counselling services to help employees cope with personal challenges such as stress, family issues, addiction, and mental health concerns. Employee Assistance Programmes typically provide access to professional counsellors, legal and financial advice, and referrals to other resources.

Physical Wellbeing

Ensuring the physical health and wellbeing of our workforce is paramount at MAS. Through various initiatives and programmes, we strive to promote healthy lifestyles and preventive healthcare practices, fostering a culture of wellbeing and vitality among our employees.

• Ergonomic Workplace Design: This process focuses on creating a work environment that promotes comfort, reduces physical strain, and enhances productivity. By incorporating ergonomic furniture and equipment, such as adjustable chairs, sit-stand desks, keyboard/mouse setups, and proper lighting, employees can maintain good posture and avoid musculoskeletal issues like back pain or eye strain. Ergonomic workspaces are tailored to fit individual needs, ensuring employees can work efficiently without discomfort.
• Medical Camps: Annual medical camps with expert medical personnel provide free check-ups for all employees, emphasising preventive health measures and early detection of potential health issues.
• Sexual and Reproductive Health Awareness Sessions: MAS conducts comprehensive sessions on sexual and reproductive health, covering key topics such as the reproductive system, menstruation, endometriosis, PCOS, menopause, safe sex, and contraceptive methods.
• Spiritual Bliss: An initiative that utilised Yoga sessions led by a professional Yoga instructor, to foster holistic wellbeing by promoting physical health, mental clarity and spiritual rejuvenation. Open to all, these sessions provide dedicated time for employees to prioritise self-care and relaxation. This initiative has been carried forward from 2023.
• Zumba Sessions: Fun and energetic activity-based sessions to promote physical fitness, reduce stress, and encourage team bonding.

Financial Wellbeing

As Sri Lanka’s economy continues its recovery post economic crisis, financial challenges persist for many. In response, the Company has rolled out a series of initiatives to strengthen employees’ personal finance management skills and help them navigate the rising cost of living.

Entrepreneurship Development Programme: This initiative is a comprehensive entrepreneurship programme aimed at equipping employees with the skills, knowledge, and mindset needed to successfully launch and manage their own businesses. Training in key areas such as business planning, financial management, marketing strategies, leadership, and innovation, ensure that participants are well-prepared to navigate the complexities of entrepreneurship projects, while also contributing to soft-skills such as building confidence, enhancing problem-solving abilities, and fostering resilience. Additionally, hands-on workshops cover practical skills in industries such as cake-baking and beauty culture, with plans to expand into other sectors based on participant interest and market demand. As further support, we provide mentorship, networking opportunities, and access to real-world case studies, creating an ecosystem where participants can learn from experienced professionals and gain valuable industry insights.

• Financial Literacy Programmes: Financial Literacy Awareness Programmes are aimed at enhancing the financial wellbeing of MAS employees. This comprehensive programme, conducted at national and regional levels, focuses on key areas such as personal financial planning, effective debt management, smart investing, and savings strategies. Additionally, it equips participants with the knowledge to identify and avoid financial scams, promoting responsible money management.
• Bank and Goods Promotions for Employees: This initiative was a special banking and retail promotion that offered exclusive discounts and financial benefits. By partnering with banks and retail vendors, employees gained access to low-interest loan schemes, installment plans, and special discounts on essential goods and services.
• Financial Counselling Services: These provide employees with access to professional guidance on managing their personal finances. These typically include one-on-one consultations with certified financial planners or advisors, who help individuals with budgeting, debt management, saving, and long-term financial planning. The goal is to assist employees in making informed decisions about their financial situation, while also providing support for specific issues like credit management or retirement planning.

Emotional Wellbeing

Emotional wellbeing is a cornerstone of a healthy and thriving workplace environment. At MAS, we prioritise the mental health and emotional resilience of our employees through targeted programmes and initiatives. By fostering open dialogue, providing support, and promoting self-care, we aim to create a work culture that prioritises emotional wellbeing and contributes to overall employee satisfaction and success. Fostering a respectful and supportive workplace is key.

• Renew and Restore: An innovative and tailored intervention designed to enhance mental health and emotional resilience across various departments. This initiative responds to the growing need for effective workplace support by offering targeted sessions that address specific challenges faced by employees. Every session is customised to ensure relevance and effectiveness, creating a supportive environment where employees can openly engage and develop essential coping mechanisms. These sessions are conducted in small groups to foster meaningful interactions and a personalised experience. Depending on the level of intervention required, sessions will range from 1.5 to 3 hours, allowing adequate time for discussion, skill-building, and reflection.
• Gender Based Violence and Cyber Harassment Prevention: This is an initiative to raise awareness and equip our members with essential knowledge on identifying, preventing, and reporting such issues. Among others, this aims to educate members about the impact of GBV and cyber harassment, provide guidance on safe online practices and inform members about the official channels to report such incidents.
• Bring your Child to Work Day: Is an initiative organised to give employees the opportunity to bring their children to the workplace, allowing them to emotionally connect with where their parents spend their work days. This initiative not only fostered a deeper understanding and bond between parents and children but also created a supportive and engaging environment for everyone involved.
• Music Therapy Sessions: As part of our commitment to employee wellbeing, these sessions are designed to provide a calming and rejuvenating experience, offering a dedicated space where employees can unwind, reconnect, and relieve stress through the power of music.
• Defensive Driving Training: This programme equipped drivers with the knowledge and skills to anticipate and avoid potential hazards on the road, through a combination of both practical and classroom instructions. Participants who enrolled in the programme learnt to identify risky driving behaviour, understand the principles of safe vehicle operation, and develop proactive strategies for preventing accidents. The training covered topics such as hazard perception, space management, proper following distances, and techniques for handling adverse driving conditions.

Ensuring Sustainable Compensation for Our People

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Our sustainable and competitive compensation packages go beyond the financial element alone, consistently exceeding minimum wage and complying with country-specific regulations and apparel industry standards. Our efforts extend to providing safe and conducive working conditions, fair and transparent pay practices that prioritise recognition and reward based on merit, and opportunities for skill development and career growth.

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 wellbeing.

In 2024, we took a major step forward in employee welfare by extending Critical Illness Coverage (CIC) to Team Members, ensuring broader financial protection and access to essential healthcare for a larger segment of our workforce. In addition, we worked with our business partners and service providers to increase the value of Personal Accident Cover that is made available to employees. This benefit will be realised from 2025 onwards.

Performance Management at MAS: Driving Growth and Excellence

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Performance Management (PM) is a continuous process of identifying, measuring, and developing individual and team performance while aligning efforts with organizational goals. In the fast-paced apparel industry, where efficiency, quality, and innovation are key to staying competitive, an effective Performance Management System is essential. At MAS, PM is designed to ensure employees are equipped to succeed and grow within the organisation. It encompasses goal setting to provide clear direction, mid-year reviews to track progress and make necessary adjustments, values assessments to reinforce the company’s core principles, and year-end reviews to evaluate overall performance and set future development plans.

Through targeted development opportunities, MAS enables employees to enhance their skills, advance in their careers, and contribute meaningfully to the Company’s success. All Executive and above employees undergo annual performance reviews, while Staff and Team Member evaluations are conducted based on specific requirements – such as Team Leader/Group Leader reviews, skill master evaluations, or skill matrices.

In the 2024 Performance Management Cycle, conducted in early 2025, a total of 9,417 employees were eligible for performance reviews.

Employees Eligible for Performance Reviews

Employee category	Male	%	Female	%
Assistant manager	891	72	349	28
CEO	18	86	3	14
Chairman	1	100	–	–
Deputy chairman	1	100	–	–
Deputy general manager	220	75	75	25
Divisional/Functional director	87	80	22	20
Executive	2,294	58	1,649	42
General manager	140	79	37	21
Group director	3	100	–	–
Holdings board director	2	100	–	–
Manager	634	78	174	22
MAS/Apparel board director	6	75	2	25
Senior executive	1,885	67	924	33
Total	6,182	66	3,235	34

Diversity of Governance bodies and Employees

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Employee Category

Gender	Team member	Staff	Executive	Manager
Male (%)	59	19	15	7
Female (%)	89	6	4	1

Age category	Under 30 years old	30-50 years old	Over 50 years old
Male (%)	14	15	1
Female (%)	36	33	1

GRI 2-21, 405-2

MAS ensures equal remuneration for men and women in similar job roles, with a strict policy against gender-based discrimination in all compensation and benefits practices. The remuneration packages for the staff and the annual compensation ratio are kept confidential in nature.

Diversity, Inclusion, and Freedom of Expression and Identity for All

Our value proposition to employees includes a commitment to create an equitable workplace free from discrimination and harassment where all decisions affecting individuals are made fairly, considering individual merit, job requirements, and business needs. We expect all employees to contribute to this by treating each other with dignity and respect.

Empowering Persons with Disabilities

In 2024, our comprehensive four-pronged approach to disability inclusion continued to guide our actions as we progressed in creating and improving an inclusive workplace where our colleagues with disabilities can thrive.

During 2024, our Employees with Disabilities continued to benefit from initiatives that create a supportive and enabling environment:

Collaboration for Equity and Inclusivity

We continue to drive the agenda for gender equity and are proud to be an initial signatory from Sri Lanka to the UNGC Target Gender Equality programme. Additionally, partnerships with the Grassrooted Trust, National Transgender Network Sri Lanka, EQUITE Sri Lanka and our engagements with local and global organisations such as UNFPA and the International Finance Corporation (IFC) continue to bolster our efforts to create a more inclusive environment for all marginalised groups.

As a corporation headquartered in Sri Lanka, we maintain strong ties and close connections with other trailblasing Sri Lankan corporates that are on the same journey. Celebrating International Women’s Day 2024, MAS launched a new podcast series entitled Conversations that Count – bringing together other private sector parties like JKH, Unilever, Brandix, and Hirdaramani to share and discuss their work in this space. In 2024, we hosted the 20th UNGC Gender and Diversity Working Group Meeting in Sri Lanka where panelists from MAS, UNFPA, Diesel and Motor Engineering (DIMO), and Sandbox Consultancy shared their insights. The Working Group meeting created an opportunity for MAS to share the progress made toward “Diversity and Inclusion for Women at Work”. The meeting was attended by representatives from many Sri Lankan corporates including Brandix, Fortude, Aitken Spence, Hayleys, Deloitte, etc.

Ensuring our operations are world-class is not an overnight achievement; it involves concerted action and a sustained commitment to continuous development. Our achievements during the year are the result of continuous engagement with our employees, celebration and reinforcement of our core values and purposeful culture, and enforcement and improvement of stringent standards for health and safety.

Ensuring Health and Safety

GRI 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-7, 403-8, 403-9, 403-10

The Company’s outstanding H&S performance during the year was recognised with the receipt of 10 gold awards and one silver award at the ROSPA Awards in 2024. In addition, one of our divisions received a proactive Gold-level business assurance certification from the Institute of Occupational Safety and Health – UK (IOSH).

The internationally recognised certifications and accreditations we hold, such as ISO 45001 for Occupational Health and Safety, serve as a powerful external validation of our commitment to world-class workplace standards. These globally recognised endorsements assess our compliance with a number of industry-standard indicators that attest to the success of our H&S efforts. During the year 2024, 21 of our SBUs achieved or maintained ISO accreditation for world-class health and safety practices.

Our Lost Time Accident Frequency Rate and Severity Rates reduced by 57% and 31% respectively, reflecting the hard-earned success of efforts to elevate H&S standards, improve risk management practices, and create an interdependent safety culture across the Organisation.

Employee consultation and participation has been a cornerstone of our OHS success in 2024. We conducted more than 500 H&S committee meetings and addressed approximately 2,390 OHS issues and suggestions during the year. This was made possible by the 4,400+ H&S Committee Members who acted as dedicated H&S changemakers across all our SBUs. Additional engagements by almost 2,350 H&S point-persons functioning as Workplace Safety Facilitators, as members in Chemical Management Committees, and as Emergency Response Teams led to convening of around 728 meetings for 2024. The 53% increase in hazard-reporting and OHS suggestions, is another testament to increased employee awareness, interest, and participation in Health and Safety initiatives. A Kaizen approach is consistently taken; 21,047 near misses recorded for 2024.

61% of the reported near-misses and suggestions were actioned during the year and we have set ambitious SBU-level targets to increase action completion rates in the year ahead. We also maintained zero fatalities across our operations during the year.

Recognising the slight increase in the rates of road accidents with improved reporting, we have planned a number of SBU-level projects and initiatives to promote and strengthen commuter safety.

Category	Number
Total number of work-related non-fatal injuries due to accidents (lost time accidents)	201
Total number of lost man working days due to work-related non-fatal injuries	1,400
Total number of injuries due to road accidents that are work-related	71
Total number of lost man working days due to road accident-related injuries	956
Total number of non-fatal, non-work-related ill-health incidents recorded	2,243

Operational Connect

A foundational element of our Human Capital management strategy involves maintaining a strong operational connect between employees, industry, and our communities; in order to ensure smooth and continuous functioning of the organisation. Our ongoing work within this function continued to serve as proactive problem-solving hub, collaborating closely with business units to address and resolve a wide range of operational challenges.

In 2024, these efforts included provision of assistance to 80+ employees impacted by heavy rains that persisted throughout the fourth quarter. In addition, we launched a new Compliance and Labour Knowledge Sharing Session; an in-house training programme, conducted quarterly, aimed at enhancing the expertise of our Executive and above cadre. The Programme equipped participants with the latest insights into local and international labour compliance landscapes, ensuring they remain well-informed of evolving regulations and industry best practices. Furthermore, these sessions provided a valuable forum for identifying and addressing common labour-compliance challenges across the Group, leading to improved efficiency and adherence. A tangible outcome of these discussions was the formulation of our comprehensive Freedom of Association Policy.

Culture and Ethics

In 2024, we made significant strides in solidifying our ethical foundation and cultivating a culture of transparency and purpose. The MAS DNA survey echoed the progress made – with nearly 90% of employees understanding and being aware of our unique organisational DNA.

Perhaps most significantly, over the past four years we have witnessed a sustained increase in employee confidence to speak up, alongside widespread awareness of the grievance reporting channels that empower employees to voice concerns freely. This is evidenced by a significant rise in reported cases from 2020 to 2024 – a positive outcome confirming our efforts to create a mature and transparent environment where accountability is valued.

Grievance Reporting System

GRI 2-25, 2-26

At MAS, we believe open communication is the cornerstone of a healthy work environment. We have implemented a robust reporting system that empowers employees to voice their concerns through multiple avenues, ensuring every voice is heard. Our ongoing awareness and education programmes actively encourage employees to voice their concerns whenever they experience discomfort or difficulty. Employees can choose the reporting method that best suits their comfort level. Trained Human Resources personnel are directly accessible for open and confidential conversations to address a wide range of concerns. Within groups, divisions, and SBUs, designated code officers act as trusted points of contact for discussions on ethical conduct or policy compliance.

For those who prefer anonymity, we offer several channels. Our anonymous hotline service and online platform managed by third party global service providers, allow employees to report concerns without revealing their identity. The DNA Helpdesk, accessible via the Company’s website, provides another avenue for guidance or reporting potential violations. We are also seeking to extend the hotline to third parties to broaden our safety net. To further encourage reporting, we have strategically placed grievance boxes across our facilities, providing another layer of anonymity. Additionally, trained Employee Relations (ER) representatives are available to listen, address concerns, and escalate grievances as needed.

Employee Engagement and Voice

At MAS, we believe a healthy organisation one capable of aligning to a shared vision, executing strategies effectively, and adapting to change directly translates to high performance and long-term success. This is achieved through a resilient culture, employee satisfaction, and talent retention, which foster an engaged and productive workforce.

In line with previous efforts in 2018 and 2021, we partnered with a reputed third-party this year as well to conduct an organisation-wide pulse check survey, aimed at continuously improving MAS’s organisational health and our ability to achieve strategic objectives. This comprehensive assessment analyses nine key areas:

• Motivation
• Capabilities
• Accountability
• Leadership
• Innovation and Learning
• Coordination and Control
• Direction
• Work Environment
• External Orientation

The survey also examines 43 management practices that contribute to these outcomes, pinpointing areas where MAS can excel and unlock the Organisation’s full potential. A central dashboard to consolidate the survey results has been introduced, with the support of the Group talent analytics team, to support data-driven decision-making.

In addition to the survey, MAS made significant progress in executing the 2024 OHI roadmaps. A final evaluation at the end of the year revealed a 95% completion rate for the Group Culture Roadmap.

Ongoing leadership development programmes, focused on equipping leaders across the organisation with the necessary capabilities and tools to foster a psychologically safe environment, have been instrumental in driving employee engagement and happiness. The existing Team Care training, previously limited to a specific cadre, is set to be adapted for broader accessibility, ensuring all leaders benefit from its principles. To support this, a Train the Trainer session was conducted this year, enabling trainers to deliver Team Care more effectively across the organisation. In 2024, the training primarily focused on Assistant Manager and Manager cadre, with almost 50% of this group completing the programme through these trainers and prior sessions.

2024 saw MAS continue the tradition of employee excellence in Annual Mercantile sports competitions. MAS employees achieving multiple championship wins across various disciplines including swimming, table tennis, tennis, athletics, and volleyball. This year was particularly impressive, with our teams achieving some remarkable feats; such as phenomenal 11th consecutive championship wins in swimming and table tennis.

Our participation in ten different sports, sporting over 1,000 employee-competitors, is a strong demonstrator of employee engagement and internalisation of the organisation’s culture of health and wellbeing through sport.  

	Sport	Participants in 2024	Championships in 2024	Achievement in 2024	Remarks
1.	Swimming	110	Mercantile	Champions	11th Consecutive Year as of 2024
2.	Table tennis	35	Mercantile	Champions	11th Consecutive Year as of 2024
3.	Tennis	45	Mercantile	Champions	9th Consecutive Year as of 2023
4.	Athletics	623	Mercantile	Champions	6th Consecutive Year as of 2024
5.	Hockey	21	Mercantile	2024 Runner up	–
6.	Badminton	36	Mercantile	Division “A” runner up	–
7.	Rugby	31	Mercantile	Participated	–
8.	Basketball	36	Mercantile	Participated	–
9.	Volleyball	130	Mercantile	Champions – Championship Men’s category Champions – Division A Women’s Category 2nd Runners Up – Super League Women Category 2nd Runners Up – Super League Men Category	Won in different divisions
10.	Chess	15	Mercantile	Participated	–

Our vision for a better tomorrow extends beyond the bounds of our organisation, ensuring the upliftment and empowerment of the communities in which we operate. We believe that initiatives implemented at grassroots level have the power to positively impact the entire community. As such, we strive to work together to create a world where everyone can thrive.

In 2024, MAS Holdings further strengthened corporate citizenship efforts, making significant strides in key impact areas. All operations (100%) within our reporting scope undertook community engagement initiatives in 2024. Despite a challenging business landscape, the number of initiatives increased by 2.69%, growing from 968 in 2023 to 994 in 2024. Volunteer engagement saw an impressive 32.82% growth, with 21,692 employees actively participating, reflecting a growing culture of collective responsibility and community involvement. While the number of beneficiaries reached 2 million ,Our community actions took a more focused approach during the year; prioritising high-impact transformative interventions with the potential to create lasting change.

Corporate Citisenship Activities

Sustainable Development Goals

Our Community Engagement Model

The MAS Community Engagement Model (CEM) uses a dedicated Community Engagement Team to ensure all stakeholders are considered. By thoroughly analysing community needs, we tailor impactful initiatives and maintain transparency in their implementation and reporting. Of the total activities implemented in 2024, 450 (45%) were directly aligned with our community engagement model.

Community Engagement Round-Up 2024

Meal Drive and Community Engagement Programme (MAS Intimates)

The year-long meal drive and other compassionate initiatives organised by MAS Intimates, in collaboration with schools and communities, continued into 2024. Focused on uplifting vulnerable groups, these projects provided nutritional support, health and hygiene awareness, and community engagement; particularly for schoolchildren and children with disabilities in underprivileged schools, orphanages, and elders’ homes. During the year 2024, the programmes ensured regular access to nutritious meals for over 5,273 children and 3,307 community members across 17 participating schools and community-based organisations, addressing critical gaps in food security.

Renovation of Seethagangula Ambalama at Adam’s Peak (MAS Bodyline)

MAS Bodyline (BPL II) spearheaded the renovation of the Seethagangula Ambalama at Adam’s Peak; with the Sri Lanka Army serving as the primary partner under the approval of the Army Commander. Sri Lanka’s Seethagangula Ambalama holds historical significance as a community rest-stop along the sacred Sri Pada pilgrimage route; offering shelter and respite to over 5 million devotees who undertake the annual journey to this revered site. Recognising its cultural and religious value, the renovation project was carried out with requisite approval from the Department of Archaeology, ensuring all work adhered to heritage preservation guidelines.

“matu parapurata husma podhak” – A Breath of Fresh Air for the Next Generation (Shadowline)

MAS Kreeda – Shadowline launched the initiative to promote a cleaner, plastic-free environment. The project organised a 12km clean-up drive covering key areas like Awariwaththa Bus Stand, 18th Mile Post, Malgas Junction, and Amandoluwa. Over 300 volunteers and 14 stakeholders participated, removing 30 garbage bags filled with plastic, polythene, glass, and rubber waste. Additionally, 80 fruit and flower trees were planted to improve the local ecosystem, enhance air quality, and foster long-term environmental benefits.

Renovation of the Minor OT Room at Karnophuli BEPZA (MAS Sumantra)

As part of MAS Sumantra’s ongoing efforts to improve healthcare infrastructure for patients at BEPZA Hospital, the project expansion in 2024 provided surgical lights and patient beds to improve the quality of care and improve patient outcomes. Proper lighting during surgeries is essential for precision and accuracy, while comfortable patient beds are key to supporting patient recovery and overall wellbeing.

Dignity of Motherhood Programme (MAS Intimates, Casualline)

Multiple MAS business units conducted the holistic Dignity of Motherhood Programme aimed at improving wellbeing of mothers and babies before and after delivery. In 2024, MAS Intimates conducted 87 such programmes, reaching 789 mothers with knowledge, practical tips, music and art therapy, and baby essentials. Additionally, the Hiyata cleaning team of Casualline worked with the Medical Officer from Alawwa General Hospital, the Ministry of Health – Kurunegala, doctors at Thalampitiya Hospital – Kurunegala, and the local Keells Super; to implement a similar programme at the Thalampitiya Hospital, Kurunegala. The initiative supported and empowered pregnant mothers through a range of educational and practical initiatives focused on enhancing the maternal experience and creating a supportive community for expectant mothers.

MAS Eco Go Beyond

The MAS Eco Go Beyond continued for its 18th year, as part of the Company’s long-term commitment to uplift sustainability education in Sri Lanka. In 2024, MAS continued collaboration with 29 schools, for the second consecutive year, and saw implementation of 51 new student-driven projects.

New trees planted	640,469
Green cover increased (sqm)	14,709,833.40
Compost generated (kg)	31,140
Plastic collected for recycling (kg)	59,517
Glass collected for recycling (kg)	30,687
Paper collected for recycling (kg)	45,840
Iron collected for reuse (kg)	2,500
Generated harvesting from nutritious cultivation (kg)	11,476
Number of awareness programme conducted	3,478
5-S programmes implemented	2,850
Trees distributed	92,551
Awareness campaigns on Persons with Disabilities (PWDs) conducted	13,613
Awareness campaigns for households conducted	314,626
Student-led projects initiated	51
Students impacted	320,643
Schools involved	29

MAS EGB encourages students to implement projects covering a range of topics, such as:

• Eco system restoration – Enhancement of Biodiversity (Conservation, Butterfly Gardens, Birds attraction) and Green Cover Enhancement/Tree Plantation/Afforestation
• Waste Management (Biodegradable Waste and Non-biodegradable Waste)
• Food systems – SMART Agriculture/Organic farming/Sustainable Cultivation
• Water Conservation and Management
• Energy Conservation and Management
• Sustainable Lifestyle (Environmental responsible tours and trips, environmentally friendly decoration, Responsible consumerism)
• Inclusivity – Multiculture promotion, disability inclusion – Adaptive solutions/process/practices, Gender Equity

Upon project completion, a comprehensive evaluation assesses impact, effectiveness, and long-term viability. A crucial element of EGB’s success is its continuous feedback loop, ensuring projects remain aligned with objectives and continuously improve. Outstanding students and projects are recognised, motivating participants and fostering a broader shift towards sustainability.

MAS Girls in STEM

The MAS Girls in STEM programme ignites a passion for Science, Technology, Engineering, and Mathematics (STEM) careers amongst young women.

To address the limited availability of advanced science, technology, engineering, and mathematics (STEM) education in Sri Lanka, where only 10% of schools offer it, and to expand scarce opportunities for women in these fields, MAS is taking action. Our goal is to empower girls to challenge stereotypes and thrive in these male-dominated arenas.

Launched in 2022, the MAS Girls in STEM programme aims to spark a passion for STEM careers among young women. This initiative empowers female students pursuing science at A-level by providing practical learning experiences, valuable networking opportunities, and exposure to inspiring female role models in STEM fields.

The programme explores cutting-edge topics such as FemTech, wearable technology, aeronautics, data analytics, biotechnology, and artificial intelligence. To make learning dynamic and interactive, we incorporate engaging activities like quizzes, presentations, and hands-on sessions. We also established a network of female role models, mentors, and like-minded peers to offer guidance and support.

In 2024, the programme completed its third year, engaging 100 aspiring students from 10 leading girls’ schools across Sri Lanka. Over a period of 10 months, students explored seven dynamic modules Wearable Technology, FemTech, GamerTech, WaveTech, Digital Product Creation, and Machine Build. While much of the learning took place through online modules, students also participated in an in-person experiential day, which offered them hands-on exposure to STEM subjects and the opportunity to develop innovative solutions to real-world FemTech challenges.

• Bishop’s College, Colombo 03
• Holy Family Convent, Bambalapitiya
• Ladies College, Colombo 07
• Methodist College, Colombo 03
• Musaeus College, Colombo 07
• Muslim Ladies’ College
• Saiva Mangaiyar Vidyalayam
• Sirimavo Bandaranaike Vidyalaya
• St. Bridget’s Convent
• Visakha Vidyalaya