Lives · Enabling Pathways of Transformation
Empowering Women
At MAS, women's empowerment has never been approached as a standalone initiative. It is embedded in how we operate as an entity — shaped by the belief that gender equity is not simply an individual concern, but a social imperative that is fundamental towards building organisational resilience and empowering communities. With over 69% of our workforce comprising women, our approach recognises that enabling women to thrive directly strengthens workforce sustainability, family wellbeing, and broader societal progress. We know that equity does not evolve organically. That's why we undertake an intentional, systems-driven approach — designing targeted interventions to address structural barriers, while embedding accountability across the organisation.
A two-pronged approach to empowerment
From the factory floor to leadership
Our efforts are anchored in two interconnected priorities, ensuring that women are supported across their full career lifecycle, from entry-level roles to leadership.
Targeted interventions that enhance capability, wellbeing, safety, and economic resilience.
Strengthening leadership pipelines, addressing systemic barriers, and enabling greater representation in decision-making roles through intentional interventions.
Our commitment
Empower 100% of women at the factory floor.
0%
women in management
0.0 million+
opportunities created since inception
0
lactation rooms
0+
opportunities created in 2025
0+
programmes conducted in 2025
0
locations providing employer-supported childcare solutions
0.00%
maternity return rate
0
mothers supported
0
programmes delivered since inception
Women Go Beyond · 22 years
A journey of evolution
Our flagship programme, Women Go Beyond (WGB), has evolved over the course of 22 years, moving from a series of targeted interventions into a comprehensive ecosystem of empowerment. This evolution reflects how we broadened our scope.
While Women Go Beyond (WGB) is anchored in programme-based interventions, it is supported by a broader systemic approach that addresses structural barriers through policy, infrastructure, and organisational practices. This includes strengthening access to resources, building capabilities, and creating enabling environments for women and other groups impacted by gender-related inequalities.
Our broader commitments to diversity, inclusion, and freedom of expression and identity are further detailed in the Meaningful Employment section.
Programme-Based Interventions
Women Go Beyond is primarily delivered through a wide range of programmes implemented across locations. These focus on key areas including career advancement, skills development, entrepreneurship, women's health and sexual and reproductive health and rights (SRHR), and the prevention of gender-based violence. These initiatives support capability building, awareness, and access to resources.
Policy, Infrastructure and Organisational Support
In addition to programmes, WGB is supported by broader interventions that address structural barriers through policy, infrastructure, and organisational practices. These include initiatives that strengthen access to resources, support employee wellbeing, and create more enabling and inclusive work environments.
Execution at Location Level
Implementation is supported by a network of Go Beyond Champions (GBCs) across locations. GBCs facilitate programme delivery, support employee engagement, and help ensure that initiatives are accessible and relevant within operational contexts.
Our Framework of Empowerment
Career Advancement
0
programmes
0
opportunities
Women's Health & SRHR
0
programmes
0
beneficiaries
Preventing Gender-Based Violence
0
programmes
0
opportunities
Childcare Facilities
0
locations with childcare support (30 local | 8 global)
0+
children benefited (44 wellness / lactation spaces)
Awareness on Diverse SOGIESCs
0+
employees sensitised since inception
0
internal trainers
Skill Development
0
programmes
0
opportunities
Creating Role Models
0
programmes
0
opportunities
Unconscious Bias Training
0
Unconscious Bias Reduction (UBR) programmes
0
Diversity, Accessibility and Respect (DAR) programmes
0+
employees sensitised (UBR)
0+
employees sensitised (DAR)
Mentoring and Sponsorship for Women
0
women mentored
0
women sponsored
Recruitment, Retention & Promotion Strategies
Flexible Work
Key Focus Areas: Women on the Factory Floor
We support women in building the skills and confidence required for upward mobility through targeted interventions in language development, leadership capability, and career planning. These programmes also enable women to explore and transition into non-traditional roles within operations and technical functions.
We promote safe and inclusive environments through awareness and prevention programmes addressing domestic violence, cyber violence, and broader gender-related issues. This includes sensitisation on diverse Sexual Orientation, Gender Identity and Expression, and Sex Characteristics (SOGIESCs), training internal counsellors, and extending engagement to families and communities.
We actively recognise and elevate women who demonstrate excellence and resilience, creating visible role models across the organisation. Through structured recognition, storytelling, and mentorship, we aim to inspire and support the next generation of women leaders.
Recognising the importance of holistic growth, we provide opportunities for women to develop capabilities beyond their immediate roles. This includes entrepreneurship, financial literacy, business planning, and creative and industrial skills — supporting both personal development and income diversification.
Our health programmes address women's needs across different life stages, with a focus on reproductive health, family planning, and preventive care. Initiatives include awareness on breast and cervical cancer, nutrition and hygiene, maternal care, and access to medical screening and support services.
Career advancement
Enabling growth pathways & skills
In 2025, MAS implemented multiple interventions across all its main divisions to support women's career advancement on the factory floor. These initiatives covered a broad range of areas including leadership and personality development, technical competency building, communication, public speaking and presentation skills, IT literacy, conflict management and negotiation and influencing. To enhance progression pathways, each business unit identified high-potential women and mapped their leadership and skill gaps through structured assessments. This insight informed the creation of targeted development programmes to build capability and strengthen internal talent pipelines. A key focus in 2025 was also bridging technical gaps in traditionally male-dominated roles. This involved targeted training and certification programmes aligned to specific job functions.
A structured programme enabling women to gain exposure to different functions, supporting skill diversification, adaptability, and increased opportunities for internal mobility.
A guided learning pathway that provides employees with a recognised internal qualification, enabling progression across roles and supporting transitions into higher-level positions within the organisation.
Focused on developing public speaking, communication, and leadership confidence, this programme supports employees in becoming more effective communicators in both operational and professional contexts.
Designed to bridge capability gaps between Team Member and Staff levels, this programme complements existing career development initiatives by strengthening skills, confidence, and readiness for progression into higher roles.
A creative writing platform that enables participants of English programmes to practise and apply their language skills through poems, reflections, and short pieces, reinforcing learning through continuous expression.
A leadership development programme aimed at building a strong pipeline of women leaders by equipping high-potential employees with leadership, decision-making, and strategic thinking capabilities through structured training and mentorship.
A leadership development initiative designed to identify and nurture high-potential women on the factory floor, supported by career mapping, skill gap assessments, and targeted training to build a strong pipeline of future leaders.
A technical training initiative designed to enable women to enter traditionally male-dominated roles, providing hands-on training and certification in operational and mechanical functions through structured training and mentorship.
Key Interventions Across Divisions
Language & Communication Development
MAS Intimates launched a five-month certification programme in Conversational English across its global business units. This programme aimed to build practical language skills including reading, writing, listening and speaking. It involved activities like presentations, role plays, journalling, and formal communication exercises alongside mentoring support. Furthermore, initiatives like the Speech Craft Programme in Kenya and Panhinda (Stylus) at Linea Aqua provided platforms for participants to further develop and practise their communication skills.
405
Unconscious Bias Reduction (UBR) programmes
Structured Career Pathways & Internal Mobility
MAS Active continued to scale Piyawara (Steps), a flagship learning initiative designed to prepare employees for both current and next-level roles. The programme supports structured career progression through recognised internal pathways and enables transitions across roles and functions. Matrix further supported internal mobility through cross-departmental training, enabling women to gain exposure to different functions and expand their career pathways.
Leadership Development and Pipeline Building
MAS Bodyline continued to strengthen its leadership pipeline through a range of programmes including: Future Team Leader Development Programme focused on building foundational leadership and technical capabilities. Future Group Leader Development Programme enhancing advanced leadership and operational capabilities. IGNITE, a leadership development initiative focused on strengthening decision-making, problem-solving, and continuous improvement capabilities. FutureFemme continued during the year, targeting prospective women leaders, supported by formal career mapping and skill gap assessments.
41
Future Team Leaders participants
08
Future Group Leader participants
30
IGNITE participants
250+
prospective women leaders (FutureFemme)
Technical Capability Development
Targeted programmes were implemented to strengthen technical competencies and address skill gaps in identified job roles. These initiatives focused on enhancing technical knowledge, quality standards, efficiency, and adherence to best manufacturing practices, while also enabling women to enter traditionally male-dominated technical roles. At divisional level, interventions such as the Craftsmanship Training Programme conducted by the Bodyline Academy supported the development of hands-on capabilities among Sample Technicians and Sewing Technicians, strengthening workmanship and contributing to improved product quality and operational excellence. In parallel, programmes such as SparkMech (MAS KREEDA) continued to expand access to technical roles through structured training and certification. In 2025, the mini boiler operator certification programme introduced in the previous year was further implemented, training ironers in mini boiler operations.
130
participants in technical craftsmanship training
60
women certified in technical roles (SparkMech) across Biyagama, Avissawella, Kilinochchi, and Thulhiriya
Launched in 2022, Piyawara (Steps) is a structured learning pathway designed to prepare Team Members and Staff for both current and next-level roles. The programme provides a recognised internal qualification, supporting career progression and helping employees overcome barriers to advancement.
In 2025, the programme continued to enable progression across levels from Team Leader to Group Leader roles, and from staff-level positions to executive roles, thereby strengthening MAS Active's internal talent pipeline.
How We Have Evolved…
Originally focused on sewing-related roles, Piyawara has expanded to include participation from non-sewing functions such as cutting, RMFG, and technical areas. Its curriculum provides cross-functional exposure and equips participants with the skills required to transition across roles, supporting greater internal mobility and more diverse career pathways.
FutureFemme is MAS KREEDA's flagship leadership development initiative aimed at identifying and nurturing high-potential women on the factory floor. Implemented across all 10 locations, the programme focuses on Abhimani winners and women in manufacturing roles serving as Shadow Team Leaders, creating a structured pathway into leadership positions. Aligned with MAS' Plan for Change and the Nike Gender Equity Strategy, FutureFemme follows a rigorous selection process to identify over 250 prospective women leaders. Participants undergo formal career mapping and skill gap assessments, which form the basis for targeted development interventions. The programme combines leadership development, soft skills training, and technical capability-building, enabling participants to strengthen both functional and behavioural competencies required for progression. By building a strong pipeline of women leaders from operations, FutureFemme supports greater representation in leadership roles while strengthening succession planning and organisational resilience.
Progress in Practice – Hear from our Women in the Workforce
Sumali Kayasinghe
Commercial – Matrix
“Working in Commercial department, I connect with external stakeholders all the time. But before I joined the English class, I would always go to my line manager if a customer or a stakeholder is from Hong Kong or China. I was scared to speak in English, but the classes helped us to improve our vocabulary and grammar which helped me to start speaking in English confidently. Now I practice English with my classmates and it has boosted my confidence to speak with overseas stakeholders as well.”
Ruwani Maheshika
Group Leader Production – Shadowline – Active
“After becoming a Certified Team Leader in 2022 after completing the required training, which taught me the importance of following a clear, step-by-step approach to leadership, in 2025, I participated in the “Piyawara” training programme, which provided a strong foundation for my leadership career. I became a Certified “Piyawara” Leader in June 2025 and successfully passed my GL evaluation in December 2025. Today, with eight years of service, I am proud to serve as a Certified Group Leader”
Rasika Priyadarshani
Sewing – Group Leader – Matrix
“The programme gave me the opportunity to develop competencies outside my core technical role. I participated in training sessions focused on leadership, communication, problem-solving, and cross-functional understanding. Through the programme, I gained exposure to areas such as planning, quality management, and inter-department collaboration. Understanding how different departments work together helped me see the bigger picture of the organisation and how my role contributes to overall business success. This programme has played an important role in my professional growth. It has prepared me to take on additional responsibilities in the future and continue contributing positively to the organisation.”
Skills Outside the Job Role: Empowerment Through Entrepreneurship
Building Entrepreneurial Capability
In 2025, MAS continued to strengthen entrepreneurship as a pathway for income diversification and economic empowerment, responding to growing interest among women to build additional income streams alongside their primary roles. A Group-led entrepreneurship and skill development programme was conducted for a new cohort of Team Members and Staff, in partnership with Lonali Rodrigo (House of Lonali). The programme provided practical exposure to key business topics, and participants were subsequently supported in developing structured business plans with the potential to scale into viable enterprises. This initiative was also extended to overseas operations, including a workshop conducted at Intimate Fashions India, broadening exposure to entrepreneurial thinking across locations. The session explored the journey of building a sustainable, women-led brand that views textile waste as a resource. Key moments of the brand's entrepreneurial journey were highlighted, along with the social and environmental impact created, and insights from hands-on collaborations with MAS in Sri Lanka were shared.
Entrepreneurship Programme at a Glance
- Business registration & legal framework
- Taxation & financial literacy
- Sustainable business practices
- Supply chain & market dynamics
- Marketing & customer engagement
- Financial management & cost structure
- Business model development
33
Participants (Overseas: India)
50
Participants (Sri Lanka cohort)
“The programme provided comprehensive insights on how to effectively run a business.”
Nadeeka Priyadarshani — Unichela, Panadura
“We gained valuable knowledge about business, and I hope programmes like this are extended to support more aspiring entrepreneurs.”
Rekha Wickramasinghe — Methliya
“The sessions on taxation and marketing were especially insightful, with concepts explained in a clear and practical manner.”
Palitha Upul — Linea Intimo, Biyagama
“I gained a clear understanding of business registration processes and how to manage taxes effectively.”
Palitha Upul — Linea Intimo, Biyagama
“The programme helped me better understand how to identify business opportunities and sustain a venture in the marketplace.”
Sandhya Kariyawasam — Linea Aqua
Enabling Entrepreneurship at Location Level
Entrepreneurship development was further supported through hands-on training across locations, covering areas such as tailoring, beauty culture, culinary skills, and product development. Initiatives such as Diriyapola by MAS Active provided a structured platform for women entrepreneurs to showcase and grow their businesses, while encouraging a shift towards more sustainable, value-driven ventures. Similarly, Sawi Paura (translated to "Wall of Strength") was launched by Linea Aqua. This 'entrepreneurship wall' created visibility for employee-led businesses within the workplace, fostering peer support, collaboration, and increased market access.
Yesilva Sandamali
Executive Production Operations — Sleekline, MAS Active
“I participated in several entrepreneurship programmes, including a three-month Beauty Culture course and specialised training in cake making and decoration. These programmes provided me with practical skills and certifications that I could directly apply. Today, I run a home-based business offering cake production and beauty services for events and functions, creating an additional source of income. These opportunities have been instrumental in helping me build something of my own.”
Nelum Surangi
Sample Machine Operator — Nirmaana, MAS Active
“Through the Entrepreneurship Workshop conducted at my workplace, I was encouraged to develop my skills into a viable business. With the support and guidance provided, I was able to turn my passion for creating flowerpots and floral arrangements into a source of income. Today, I run a small business, named NS Flower, where I design and sell customised flowerpots and bouquets. While continuing my full-time role, I dedicate my time outside work to growing this venture, which has strengthened both my confidence and determination.”
Strengthening Financial Capability
To complement entrepreneurship efforts, MAS expanded its focus on financial literacy, equipping employees with the knowledge required to manage income, plan finances, and make informed investment decisions. Workshops conducted in partnership with the Central Bank of Sri Lanka covered personal financial planning, debt management, savings, investing, and financial risk awareness. In parallel, "Rupees and Sense" was introduced for executive-level employees, delivered in collaboration with financial sector partners. The programme explored a range of investment options and wealth management strategies, and was subsequently developed into a digital learning module accessible across the Group.
200+
Participants — Financial Literacy (TM/Staff)
300+
Participants — Rupees and Sense Programme
“The financial literacy sessions were very practical. The insights on managing personal income were especially useful and have helped me make better financial decisions.”
Nimesh Madhushanka — Team Member — Marketing, Silueta
“The session provided clear and practical insights into managing finances and exploring investment options, helping me better understand how to plan and grow my finances over time.”
Andrew Fernando — Engineering Projects — MAS KREEDA
Creating role models · Inspiring progress
Abhimani — Empowered Woman of the Year
The Abhimani – Empowered Woman of the Year Awards, held biennially since 2004, is MAS' flagship platform for recognising women who demonstrate exceptional resilience, growth, and leadership across the organisation. Aligned with MAS' purpose of being changemakers and enabling dreams, Abhimani celebrates individuals who have progressed across roles, overcome challenges, and created meaningful impact within their teams and communities.
Abhimani also serves as a pipeline for future leaders, with winners gaining access to targeted training, cross-functional exposure, and platforms to share their journeys — enabling them to inspire others and contribute to a more inclusive and aspirational workplace.
How We Have Evolved…
In 2025, the focus shifted from recognition to development and amplification, with structured efforts to further support Abhimani winners and expand their influence as role models. This included mentorship, increased visibility, and the creation of platforms to share their journeys within and beyond MAS. These efforts were complemented by targeted initiatives to strengthen women's representation in Manufacturing and Operations, alongside a Group-wide campaign showcasing progression stories of women who have advanced from entry-level roles to leadership positions. This in turn reinforces our commitment to building visible role models and enabling more women to pursue and sustain career growth across the organisation.
Mentorship and Sponsorship
All Abhimani winners were supported through structured mentorship, with each winner paired with a dedicated mentor and provided regular engagement with Factory General Managers to strengthen visibility and career progression.
Storytelling and Visibility
A Group-wide communication campaign launched in 2025 featured 10 women (Sri Lanka and overseas) who progressed from entry-level roles to leadership positions in Manufacturing and Operations, showcasing real career pathways and challenging traditional perceptions.
Platforms for Engagement
Events such as International Women's Day (IWD) continued to provide opportunities for both internal and external role models to share their journeys through talks, discussions, and interactive sessions across global locations.
Role Model Ecosystems
Locations continued to build structured engagement platforms. For instance, Linea Aqua's role model pool — comprising Abhimani winners, senior leaders, and high-performing employees — was developed to support peer learning, storytelling, and inspiration for new recruits.
Leadership Mindset Development
In partnership with the Grassrooted Trust, MAS implemented a targeted learning module for senior leaders, focusing on gender mindsets, capability gaps, and enabling practices. These sessions reached a significant proportion of the DGM cadre and were supported by practical case studies.
Hansani Liyanage
Assistant – Industrial Engineering Operations Linea Intimo – Active
“I joined MAS in December 2011 as my first job, starting as a sewing team member with no prior experience and without knowing how to operate a machine. With many learnings and growth points in my career, in 2022, I joined the Industrial Engineering (IE) Department, a completely new role where I continue to learn and gain experience. In 2023, I participated in several leadership development programs and became the 2nd Runner-Up of Abhimani recognition awards in 2023, which opened many opportunities including WGB English classes, career and skill development sessions, participation in a Women's Day Debate Competition at BOI – Biyagama where I won a skill award, and the SLIIT English course, where I won 2nd Runner-Up in an English Speech Competition. In 2025, I was promoted to Staff level – Assistant IE Operations and I believe all of the training and exposure I got largely supported this personality and professional growth”
Women's health & SRHR
Enabling wellbeing across life stages
Enabling Environment and Affirmative Action
MAS continues to strengthen an enabling environment for women through a combination of policy support, infrastructure, and targeted affirmative action, aimed at addressing structural barriers and supporting sustained workforce participation.
0
Mothers supported in 2025
0
Fathers utilised paternity leave
0
Locations with lactation rooms
0+
Children benefiting from childcare
- Ongoing implementation of Maternity Support Guidelines, with a 2025 addendum capturing operational best practices across divisions
- Provision of parental leave policies, including maternity, paternity, and adoption leave
- Promotion of flexible work arrangements to support diverse caregiving needs
- Integration of inclusive recruitment considerations to improve access and retention of female talent
- Participation in the Multi-Stakeholder Childcare Consortium, contributing to national-level childcare solutions
38 global locations providing employer-supported childcare, benefitting over 740 children through:
- on-site crèches
- external partnerships
- childcare allowances
- 44 locations with dedicated lactation rooms, supporting nursing mothers returning to work
Dignity of Motherhood (MAS Intimates):
- Prenatal and postnatal care
- Counselling and wellbeing support
- Yoga, music, and art therapy
- Guidance for mothers and families
Location-level interventions:
- Ultrasound scans and medical check-ups
- Pregnancy healthcare and post-partum awareness sessions
- Engagement with medical professionals
3,530 mothers supported in 2025 through:
- maternity leave
- nutrition and care packs
- awareness and education
1,054 fathers utilised paternity leave, supporting shared caregiving responsibilities.
Return to Work and Retention
MAS actively monitors return-to-work outcomes following parental leave to enable targeted support and continuous improvement.
The whole staff cadre at MAS is eligible for parental leave
43.30%
Maternity return rate
84.35%
Paternity return rate
Insights from these outcomes inform enhancements to workplace practices, ensuring employees are supported in balancing caregiving responsibilities while sustaining long-term career progression.
Note: The values for parental leave were taken from the system as at 31st January 2026.
Those still employed 12 months after they returned to work
3.88%
Maternity leave (Nos. 137)
6.26%
Paternity leave (Nos. 66)
As maternity leave is a statutory entitlement, all mothers are entitled to 84 days of maternity leave. Accordingly, the total number of maternity instances reported during the year, 3,530, has been considered as the number of women entitled to maternity leave. Paternity leave is not a statutory requirement. Therefore, visibility on the total number of employees eligible for paternity leave is currently limited.
Partnering for Women's Health and Wellbeing
We adopt a life-stage approach to women's and sexual and reproductive health and rights (SRHR) ensuring interventions meet women's changing needs. This includes early awareness and preventive care, maternal health, mid-life wellbeing and broader community impact. This approach is delivered through a combination of awareness, healthcare access, targeted interventions, internal capability building and ecosystem partnerships across all locations.
Early Awareness and Preventive Health
Building foundational awareness and enabling informed health decisions
- SRHR awareness programmes conducted across locations in collaboration with Medical Officer of Health (MOH) offices, covering:
- menstrual health and hygiene
- family planning and safe sex
- emotional and mental wellbeing related to sexuality
- prevention of sexually transmitted diseases (STDs)
- consent and personal choice
- Integration of menstrual health and personal hygiene awareness into new employee induction programmes (e.g., Linea Aqua), ensuring early outreach
- Strengthening of internal capability through a Groupwide trainer pool (52 trainers):
- mock training sessions to identify gaps
- refresher training on SRHR, cancer awareness, and menopause delivered in collaboration with the Family Planning Association (FPA) with multilingual accessibility
- provision of emergency sanitary products, made available free of charge or at subsidised rates across all locations
Access to Healthcare and Screening
Enabling early detection and access to professional care
- Medical camps conducted across all MAS locations, providing:
- breast cancer screening
- PAP testing
- general health checks (blood sugar, blood pressure, BMI)
- on-site medical centres at all facilities, supported by trained nurses and visiting doctors
- Targeted health programmes:
- "Suwa Nari" (MAS Fabric Park, Thulhiriya) — comprehensive women's health and SRHR screening programme delivered with MOH collaboration
- Awareness and screening sessions (e.g., Noyon Lanka – Biyagama), covering reproductive health, hygiene, and wellbeing
- Strengthened referral pathways enabling employees to access external medical care where required
Maternal and Reproductive Health
Supporting women through pregnancy, childbirth, and early motherhood
- Dignity of Motherhood (MAS Intimates):
- holistic pre- and post-natal support
- counselling and wellbeing interventions
- prenatal yoga, music and art therapy
- practical guidance for mothers and families
- Location-level interventions:
- ultrasound scan check-ups (e.g., Intimates Arya, Silueta Indonesia)
- pregnancy healthcare and post-partum awareness sessions (e.g., Linea Aqua)
- engagement with visiting medical professionals
- 3,530 mothers supported in 2025 through:
- maternity leave
- nutrition and care packs
- awareness and education programmes
Mid-Life and Specialised Women's Health
Addressing under-recognised health conditions and transitions
- "Suwani" (MAS Intimates):
- menopause awareness
- endometriosis and uterine fibroids
- small-group consultations with obstetricians and gynaecologists
- Nutrition-focused programmes covering:
- iron, iodine, and calcium deficiencies
- prevention and management of anaemia, osteoporosis, and related conditions
- Corporate engagement in national dialogue on menopause and workforce participation, contributing to broader awareness and policy discourse
Community and Ecosystem Impact
Extending SRHR awareness and services beyond the workplace
- 110+ community programmes, creating 5,930 opportunities for women
- Partnership with the International Trade Centre (ITC) under the GTEX programme:
- SRHR, gender-based violence (GBV), and cyber awareness programmes delivered to employees in SMEs across multiple regions supported by MAS internal trainers
- Collaboration with UNFPA and Good Business Lab (GBL):
- development of frameworks and ROI-based analysis of SRHR programmes
- contribution to global case study on the business case for workplace SRHR
- Establishment of the Wellbeing Centre (MAS Intimates – Vidiyal, Kilinochchi):
- reproductive health services
- mental health support
- GBV-related assistance in a safe and confidential environment
Specialised Health and Social Support Initiatives
Enabling early detection and access to professional care
- "Nobody Fights Alone" (Bodyline):
- breast cancer awareness and early detection
- support for affected individuals
- donation of mastectomy bras and essential care packs to patients at Apeksha Cancer Hospital
Preventing gender-based violence
Enabling safe and respectful environments
MAS prioritises preventing and responding to gender-based violence (GBV) through awareness, capability building, community engagement and structured support — ensuring safe, confidential and responsive environments throughout the workplace and value chain.
60
trainers upskilled
41
(Sinhala)
60
(Tamil)
9
global locations
Awareness and Prevention
Mandatory quarterly awareness sessions conducted across all business units, covering GBV prevention, response mechanisms, and legal rights.
Legal consultation sessions providing employees with access to guidance on rights, protections, and available support systems.
Capability Building and Internal Support
Strengthening internal response capacity through refresher training programmes for trainers:
- 3 sessions conducted (2 local, 1 overseas)
- Delivered in collaboration with legal and gender specialists
- Covered GBV, domestic violence, cyberbullying, and survivor support
Community Engagement and Outreach
MAS Bodyline-led awareness sessions for over 500 parents at Gamini Central College:
Attended by
- local government representatives
- law enforcement officials
- education sector participants
Sessions addressed
- forms and impact of domestic violence
- legal protections and reporting mechanisms
- creating safe environments for families and communities
115+
community programmes
8,822
opportunities
Safe Reporting and Response Environment
MAS maintains mechanisms to ensure that individuals affected by GBV have access to safe, confidential, and effective reporting and support systems, supported by:
- trained internal personnel
- access to legal and counselling support
- structured awareness on rights and available recourse, creating safe environments for families and communities
Engaging men as allies
Fostering equity and inclusive culture
MAS continues to actively engage men as allies in advancing gender equity, recognising their critical role in shaping inclusive, respectful, and supportive workplace cultures.
Following a series of focus group discussions (FGDs) conducted in 2024, MAS identified key challenges, perceptions, and support needs among male employees. These insights informed the development of targeted interventions in 2025, aimed at strengthening awareness, wellbeing, and allyship.
To complement in-person interventions, MAS collaborated with its Group Communications team to launch a two-part awareness campaign addressing prevailing attitudes towards gender, sexuality, and men's mental health, aimed at strengthening awareness, wellbeing, and allyship.
“man 2 man” campaign:
- featured open conversations between male participants
- addressed less-discussed topics in a relatable format
- received strong engagement and positive reception
- a podcast series is currently in development and will continue these conversations into 2026
Structured men's wellbeing workshops were introduced to address both individual and societal dimensions of gender and wellbeing. These sessions covered:
- physical and sexual health
- nutrition and substance use
- mental health and emotional wellbeing
- understanding gender, unconscious bias, and allyship
- the role of men as positive role models
The sessions were collaboratively developed and delivered by Dr. Manoj Fernando, a medical professional and therapist with expertise in gender, mental health, and community engagement.
- 2 sessions were conducted for Team Members and staff in Biyagama and Thulhiriya, reaching 105 participants
- 6 sessions were conducted for executive-level employees and above, reaching 168 participants
Each session included interactive discussions, Q&A segments, and opportunities for one-to-one consultations, enabling deeper engagement and personalised support. Follow-up focus areas have been identified for continued engagement in 2026.
Insights from FGDs also informed the design of related initiatives, including financial literacy programmes, ensuring that interventions address the broader socio-economic and behavioural challenges experienced by male employees.
Women in management
Building a sustainable leadership pipeline
We continue to advance gender representation in leadership through a combination of aspirational targets, structured pipeline development, and targeted interventions, while recognising the systemic challenges that influence progress across the industry.
Mentorship For Women
- A structured programme to support and encourage high performing women from junior executive positions to remain and move up in their career
- Connecting young women to senior management
Childcare
- Onsite and offsite childcare facilities at 38 locations across the group
- Open to all MAS parents
- 44 locations with a dedicated space for breastfeeding and other wellness needs
Unconscious Bias Training
- Focused sensitisation at different levels of the organisation
- Address bullying and sexual harassment
- Sensitisation to identify and fight unconscious bias
Gender Smart Communication
- Gender responsive programming
- Sensitising to achieve gender transformative communication
- Champions of change through communication space for breastfeeding and other wellness needs
Sponsorship for Women
- A structured programme connecting women in management to senior leadership, including Board Members and Executive Committees
Progress and the way forward
From 30% by 2025 to 35% by 2030
Having set an ambitious target of achieving 30% women in management by 2025, our progress was guided by incremental, context-specific targets across our businesses. This approach ensured our ambitions remained realistic and actively supported by senior leadership.
Despite steady long-term progress, 2025 presented a challenging operating environment. This necessitated significant effort to maintain existing representation levels. Consequently, our overall Women in Management (WIM) representation remained at 26%, unchanged from the start of the year and below our target.
While our broader trajectory remains positive, this highlights the ongoing structural challenges we face in building leadership pipelines and attracting and retaining women within the industry.
In response, we recalibrated our long-term aspiration to reach 35% women in management by 2030. This adjustment is supported by strengthened interventions and a continued focus on pipeline development and targeted action.
0%
Target for 2025 (2019–2025)
0%
Women in Management (2025)
0% › 0%
Growth in WIM (2019 – 2025)
0%
Women on Boards (2025)
0% › 0%
Growth in Board Representation (2018–2025)
0%
Target for 2030
Pipeline Development : Mentorship and Sponsorship
MAS continues to invest in the following programmes to build a strong internal pipeline of future women leaders.
- women supported
- 254women supported
- mentors across the Group
- 175mentors across the Group
- retention rate
- 85%retention rate
- promoted at least one level
- 34%promoted at least one level
- women formally sponsored
- 73women formally sponsored
- EXCO members and senior leaders involved
- 57EXCO members and senior leaders involved
- retention rate
- 88%retention rate
- promoted at least one level
- 41%promoted at least one level
Shanika Bandara
FCDC Senior Executive – Mentee – Matrix
“Through the program, I was paired with a senior leader who supported me through regular mentoring sessions. These conversations helped me reflect on my leadership style, improve my decision-making approach, and build confidence in handling complex situations. One of the biggest changes I experienced was in how I communicate with stakeholders. My mentor guided me on presenting ideas clearly and thinking more strategically before making decisions. This helped me contribute more effectively during leadership meetings and gain greater visibility within the organisation. During the mentorship period, I had the opportunity to lead a cross-functional project. With the support and encouragement from my mentor, I approached the project with more confidence and structure. The project was successfully completed and improved collaboration between teams. Today, I feel more prepared to take on greater responsibilities and contribute to the organisation at a higher level. The mentorship programme has played a significant role in shaping my professional growth and leadership journey.”
Anonymous Protégé
from 2025 Sponsorship programme – MCAP
“Undivided attention I received from an Apparel Board Member to discuss all my challenges and having a role model to look up to, meant a lot.”
Workforce trends and internal progression
Encouraging internal momentum
Women recruited at executive level and above
41%
(44% in 2024)
3%
year-on-year
Women's percentage in executive level and above resignations
36%
(38% in 2024)
2%
year-on-year
Promotions into decision-making roles
31%
(27% in 2024)
4%
year-on-year
These trends reflect stronger internal pipeline development and improved engagement and a sense of belonging among female talent.
Strengthening the External and Internal Talent Pipeline
Recognising that leadership representation is influenced by broader ecosystem factors, MAS continues to engage beyond the organisation:
- 6 sensitisation workshops were conducted across multiple universities with a focus on Diversity, Accessibility, Respect, and Unconscious Bias as core workplace capabilities
- Continued engagement with youth groups and academic institutions, supporting long-term mindset shifts and talent pipeline development
Leadership Commitment and External Positioning
Senior leadership continues to play a critical role in driving the gender equity agenda through:
- active sponsorship and mentorship
- visibility of women leaders
- advocacy and external engagement
MAS' continued efforts, including media campaigns, profiling of women leaders, and advocacy initiatives, have strengthened its position as an employer of choice for women, while reinforcing long-term commitment to gender equity.
Women's Networks and Leadership Enablement
MAS continues to strengthen peer support and development through divisional women's networks, aligned to Group-level guidelines. These platforms foster collaboration, confidence-building, and shared learning, enabling women to strengthen both professional and personal capabilities.
Cross-divisional development programmes (Active × KREEDA)
Cross-divisional development programmes (Active × KREEDA) focused on self-awareness, negotiation, emotional intelligence, and change management.
"Colours of Calm" (Bodyline):
An art therapy session supporting mental wellbeing and reflection
Hirunika Alahakoon
Senior Executive – Plant Lean Enterprise, Fabrics Intimo – Active
“The programme was truly valuable for women, offering insights on confidence, growth and networking. The sessions were engaging and empowering. Overall, it was an inspiring experience.”
Meena Gunarathne
Senior Executive HR – Matrix
“Last year, I had the opportunity to participate in the Women's Networks Programme organised for female employees. As a Senior Executive in HR, my role involves managing HR processes and supporting employees, but this programme gave me a unique chance to connect with women across different departments, share experiences, and learn from their professional journeys. Through the programme, I participated in workshops and discussions on leadership, communication, career growth, and challenges women face in the workplace. Being part of this network helped me gain confidence, develop new perspectives, and understand the importance of supporting and empowering other women in the organisation”