Case Study Of MAS Holdings

1. Introduction to Corporate social responsibility and MAS Holdings.
Corporate social responsibility or CSR in its general definition is where a company sets out regulations for itself as to have no dispute with the norms and standards, may it be environmental or social, of its external environment. Some companies however, go the extra mile, companies such as MAS Holdings, a private listed company, founded by Mahesh Amalean and his two brothers, where they have been practicing CSR, maintaining proper working conditions for their employees from the beginning such as hygiene, safety, age and working hour limits, and even further they contribute to the betterment of their employees as individuals by providing lessons, and the betterment of Sri
A calculated risk Mahesh took, a show of his entrepreneurial skills. with that and his values, he taught the business world the positive effects of his, which at that time, unorthodox methods and ethical business culture, the importance of adapting to conducting leaderships outside the conventional autocratic and democratic, to form the base element of multimillion dollar organisation MAS Holdings is
This was a benefit of establishing plants in Mahesh’s own home country, where he understood the people closely and thus was able to relate and dissolve their issues by understanding the importance of mutual benefit, where helping out another party can benefit both parties in the long run. He helped reduce the many problems they have such as working in unrecognized villages away from home , away from the their close ones; the drive to learn but the monetary inability; the demonization formed from gender equalities, where men would sexually harass women and would indicate that it’s the women’s fault,. All these he had accounted for in MAS Holdings and created a cause for the local women to join MAS Holdings and a reason they should stay – the results of this; motivated employees , knowing MAS Holding’s and the Amaleans would have their back, and that their voices would be heard through elected representatives in MAS’s monthly meetings with management. Thus was the culture, formed from the vision of Mahesh that he could create a workplace where the worker’s dignity was highly