John Taylor
Chairman
CEO

Q: What are the top three workplace trends in your sector?

A: Globally and locally, three key trends are shaping the future of work: inclusive hiring, seamless technology integration and a stronger focus on employee wellbeing.

At ATG, we have proactively embraced these shifts well before they became mainstream. We explore how technology especially AI can enhance and support our people rather than replace them.

And at the same time, our holistic employee wellbeing approach spans physical, mental, emotional and even spiritual health. These areas are evolving globally; but for us, they have long been a part of the company’s DNA.

Q: How do the recommendations provided by Great Place To Work in Sri Lanka following the survey align with your talent related strategies?

A: Great Place To Work feedback reaffirmed our direction. Our diversity, equity and inclusion (DEI) strategy, mentorship programmes and multigenerational engagement practices were all highlighted as strengths, which was encouraging.

We have always believed that meaningful inclusion must be paired with action and these recommendations help us fine-tune that further. We have been intentional about building a workplace culture that is equitable and future focussed. This alignment reinforces our belief that people are our most valuable asset.

Fazal Abdeen
Managing Director

Q: What lessons have you learned from participating in the Great Place To Work in Sri Lanka survey this year?

A: We discovered exactly how strongly our collective expertise contributes to the national progress of Sri Lanka while also advancing our internal goals here at ATG. This indeed gave us the perspective to keep doing what we do.

Another key takeaway was how critical independent evaluation can be for culture building. The process helped us identify strengths but also surfaced certain blind spots we may have overlooked internally. It reminded us that employee experience must be actively measured, not assumed.

Q: How does your organisation strike a balance between business growth and human development?

A: We do not separate the two. For us, they are deeply intertwined. Our success as a business is built on the success of our people. That is why we have invested heavily in learning and development, mentorship and leadership grooming.

In 2024, we conducted over 170 development workshops across all levels. Even our CSR programmes reflect this philosophy. Whether it is a production line skill, leadership competency or community development project, we believe that nurturing human potential is key to both sustainable growth and long-term impact – not only at ATG but across all levels of society.

Q: Creating a personalised and engaging employee experience is crucial today… so how does your organisation achieve this?

A: It begins with communication. We encourage dialogue across all levels. ATG’s monthly Employee Council meetings at each factory facilitate direct interaction between employees and top management officials including the Managing Director while bypassing the middle management.

We also have informal meetups at various events and factory floor visits to encourage open dialogue. From team building to wellness check-ins, we tailor the experience to individual needs.

Every new employee goes through a structured on boarding process, receives a welcome kit and is paired with a buddy. We have also invested in systems that allow anonymous feedback and an open-door policy, making sure that everyone is heard.

What is most important for us is maintaining a consistent momentum so that these experiences do not fade after the first week but continue throughout an employee’s time with us.

Q: There is much debate globally regarding diversity, equity and inclusion initiatives with companies moving away from or towards it. What is your organisation’s stance on promoting inclusive practices when it comes to hiring, motivating and retaining people?

A: DEI is a non-negotiable for us. We adopt a contextualised approach, ensuring a deep understanding of global standards while thoughtfully integrating them within the local landscape when needed.

We have a 45 percent female workforce in a sector that has traditionally been male dominated and we support leadership development for women through initiatives such as ATG Aya.

Our hiring is gender neutral and community based, and our infrastructure supports people with disabilities. Ultimately, inclusion must be both structural and cultural – and that is the balance we aim to strike.

“We have always believed that meaningful inclusion must be paired with action and these recommendations help us fine-tune that”

Q: Developing strong leaders and managers who can leverage technology with talent is essential today… in light of this, how does your organisation nurture leadership?

A: Leadership for us is grounded in empathy and humanity. We cultivate leaders who listen as much as they lead. Programmes such as ATG Pannaraya highlight successful leadership models within our own organisation.

We have also built a culture where decision making is decentralised and feedback driven. This helps groom leaders who can navigate change, foster trust and lead teams with integrity.

Whether it is mentoring, innovation platforms or cross functional exposure, our goal is to develop leaders who see themselves as servants to humanity – not the other way around. It is our practice to inculcate the idea that ATG leaves nobody behind.

– Compiled by Indrajit Lankeshwara

Telephone: 4838900 | Email: media@atg-glovesolutions.com | Website: www.atg-glovesolutions.com/en