Q: How has your organisation played a part in efforts to mitigate the impact of the coronavirus crisis?

Macksons celebrated its 50^th anniversary this year. However, 2020 has been the most challenging year in our history.

We were not ready as a group to face such challenges but our team rose to the occasion to face the demands of the time. We prioritised human empathy; safety and precautions; finance; manufacturing; sales and marketing; debt recovery and CSR.

The first priority was to maintain the principles of our Founder Chairman the late Al Haj A. W. M. Makeen. A taskforce was formed so employees could reach us to air any grievances they may have. Our Managing Director assured staff of job security and stability, which could be expected.

This empathy gave staff across the group the confidence to rise to the occasion. They were also willing to prioritise the needs of the company just as the company has prioritised their wellbeing.

Finance control was not easy as the group’s main business – the building materials sector – and manufacturing units had already imported raw materials in anticipation of the Sinhalese and Tamil New Year. Moratoriums were a relief to some degree but they weren’t without interest – and every unproductive day accumulated interest.

The board decided to pump in additional capital and was able to mitigate the additional losses that could have hindered the business. We suspended imports that were scheduled for the third quarter as sufficient stocks were in hand. And we implemented a strict credit policy, which attracted those who purchase our products on a cash basis.

Promotional and expansion expenses were scaled down, and postponed until the first quarter of next year. Manufacturing was shifted to anticipate post-COVID volumes. We launched new products such as sanitizers and disinfectants, which were distributed to the Health Ministry and relevant frontline institutions too. And we were able to export a sizable volume to the Maldives as well.

As online purchases increased, the younger members of the board spearheaded a B to C website to promote our products directly to end consumers; and a new online unit was formed to amalgamate all groups offerings on one platform.

The group had two options: to push payments; or revive and make payments so that our dealers have room to breathe. The entire dealer base of the company was appreciative of this gesture of goodwill. And the company provided transport for each and every employee, and this continued until recently.

Immune-boosting supplements have become part of the morning drink (they include a Vitamin C nutraceutical drink), which is offered to all employees. A programme was launched for housewives under lockdown to stitch face masks using high quality virus filtration material.

All members of staff were granted Rs. 5,000 as lockdown expenses on top of their salaries. And employees earning less than 40,000 rupees a month weren’t subjected to pay cuts.

The neighbourhoods of all manufacturing units were provided with essential dry rations. Furthermore, one young director was instrumental in sourcing vegetables and fruits from rural farming communities, and company vehicles were used to transport them to our neighbourhoods for distribution.

Now, the group has embarked on a savings drive to ensure we have adequate funds to look after our employees for at least six months in case there are crises in the future.

In summary, every leader must have a new mantra to achieve the best for your people in times of crisis, in addition to the community and country. As a heritage company, we resonate with the heartbeat of every Sri Lankan – for Macksons, it was a testing time but we have emerged stronger.