E-Magazine of Masco Group 2022

Stitch
Dream
the
MASCO GROUP
A Masco Group Publication 2022

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MASCO GROUP STITCH THE DREAM | PUBLICATION 2022
Managing Director
Message from
Masco's main mantra is that they believe in meaningful sustainable development. Masco Group takes every
challenge as an opportunity to perform even in adverse situations. Masco's growth and success stories
are not unknown to the knit industry. It has earned name and fame both at home and abroad as one of the
leading companies in Bangladesh.
Masco is committed to the skill development of the 18000 employees who work under the same umbrella
and are considered as their extended family members. It is also unique in its corporate social responsibilities
and various social welfare activities. So today, they are known for not only their product quality and on time
delivery, but also a conscientious group who cares for its employees and society at large. These, with
many other components, have made Masco reach where it is today- a dream that was weaved by a single
person but shared by thousands.
Masco Group with its as-usual approach to sustainable continuous development could delve deeper to
manage the year well with all-out support from its oversighted board of directors, its senior leaderships,
and all other members of Masco Family. The last year gave us scopes to pass through many learning
experiences. It helped us to get new ideas as to how we should always keep ourselves prepared to face
unprecedented or unnoticed challenges. Apart from many challenges and learning experiences, the agile,
resilient, and innovative team of Masco Group came up with so many success-stories while tackling the
challenges and turning them into opportunities or possibilities. This is the team who has made it possible to
say that it is time for inking again.
Stitch the Dream is coming out with new stories at a time when we are experiencing a New Normal. It is,
again, an edition of publication with the same as-usual concept of showcasing inside stories of Masco
Group. Like previous years, Masco Group has, in the last year, managed reasonable sustainable progress
in many areas. It has recently beefed up its L&D approaches with sustainability, innovation hub, and
structured training initiative. Besides, the project of going green with three facilities of Masco Group will
surely strengthen our commitment to sustainable continuous development.
Everything in this publication will make the readers believe that we care for the people we live with, the
environment we live in, and the economy we work for. Also, let us not forget the resilience and hard work of
each of the members that have helped us adapt to the much-talked-about scenarios of post Covid-19 New
Normal. With them, I am sure that Masco Group is ready to set examples in the segment of textile and RMG.
Readers of this magazine are welcome to enjoy every bit of its contents to know about some true inside-
stories of Masco Group.
Allah Hafez.
Ahmed Arif Billah
Managing Director, Masco Group

| PAGE 4
the Magazine
From the Desk of Editor .............................................................................................. 05
Masco at a Glance ...................................................................................................... 06-08
Sewing Innovation ..................................................................................................... 09-11
Training Center for Better RMG Industry .................................................................... 12-13
Learning & Development Initiatives-2022 .............................................................. 14-15
Converting Manpower to Resources ...................................................................... 16-17
COP26 ............................................................................................................................ 18-19
Innovations at Design Hub .......................................................................................... 20
Future and Action Plan of Value-Added Knit Fabrics in Bangladesh .................. 21-22
The Walt Disney Company .......................................................................................... 23-25
Masco Fabric Library ................................................................................................... 26-33
Initiatives of Marketing and Merchandising .............................................................. 34-37
Masco Spinning ............................................................................................................ 38-40
Masco Supply Chain Management ............................................................................ 41-44
Masco Embroidery ........................................................................................................ 45-46
Digital Automation in Garments Production System .............................................. 47-48
Overseas Sourcing Hub ............................................................................................. 49
Washing: The Boutique House ................................................................................... 50-51
Masco Data Center ..................................................................................................... 52-53
Masco Digital Presence .............................................................................................. 54-55
Masco Shakib Cricket Academy (MSCA) ................................................................ 56
Masco School Kanchan ............................................................................................. 57
Our Journey Towards Sustainability ............................................................................ 58-60
Victory Day Celebration ................................................................................................ 61
Festivals Celebration at Workplace ........................................................................... 62-63
6S (More than 5S) ........................................................................................................ 64-65
Creative Composition - An Exploration of Latent Talents ....................................... 66-69
A Worker Friendly Environment Is Key to Sustainable Development ................... 70-71
Photo Memories 2022 ................................................................................................ 72-74
Inside
Stitch
Dream
the
MASCO GROUP
A Masco Group Publication 2022

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Editor
From the Desk of
It is an immense pleasure to present you the “Stitch the Dream” for the year of 2022. As the
World is struggling with an unprecedented public health and economic crisis, exposing deep-
rooted social disparity as a climate emergency looms, the Apparel Industry has learnt to
respect both people and the planet. It's time for Industry to build a more responsible business
model. Hence, the continuous sustainable developments of Masco help us planning all our
determinations in a compound effect.
The ongoing Russia-Ukraine war has made the situation further volatile. Production costs
have risen significantly due to the raw material prices & scarcity, but to get the Fair prices
from the Clients getting very challenging due to the increase of freight cost and keeping
their margins. There are not many opportunities to make such profit in accordance with the
increased production costs. Even if the war is over, it will take time to overcome this difficult
situation.
Since our establishment in 2001, Masco has derived a long way and evolved as a responsible
and ethical practitioner in the industry. Full commitment and endeavors led us to be one
of the largest vertical set-up knit composite manufacturers and exporters in Bangladesh.
We attempt to sustain the ideas & innovations and associated actions of sustainability for
generations to come. Innovation, will be the key to success of every business in the next
generation.
With a skilled and dedicated workforce of 18000 people, we are committed to deliver products
and services of superior quality and international standards to our clients. We are supplying
quality apparels to the renowned fashion brands across the World, with a total export of the
Group worth USD 224.00 million in 2021 fiscal year alone.
Our intention to sustain with our accomplishments and generate gratification for all our
workers, our employees and our stakeholders. This Magazine will portray the inside stories
of Masco Group to let all the readers know that we care for every one of the civilizations.
In this regard, we sincerely thank all our stakeholders for their ongoing understanding and
continued provision for our Company.
Many thanks to the Team for all the enthusiasms and hard works to manage this edition.
Stay Safe, Take Care.
Sk. Mamun Ferdoush
GM, Marketing & Merchandising, Masco Group

| PAGE 6
Masco at a Glance
A Progress Through Sustainable Continuous Development
Who we are
Masco Group, one of the leading knit composite
conglomerates in Bangladesh, experienced its
inception in 2001. It is presently an integration of
several business units of knitting, dyeing, garments,
printing, embroidery and washing.
Align with Sourcing Needs
• Speed to market
• Strong supply chain
• On-time delivery
• Self-inspection
• Lab accreditation
• Design & Co-creation
• Eyes and ears of clients
• CLO 3D (Fitting & design)
• Strong overseas and
• Local design team
Transforming for Future
• Design and development
• Product development team
• Diversified product range
(Sportswear/Active wear by 2023)
• Fabric R&D
• Market intel
• Competitor analysis
Masco at a Glance
Manpower Around 18,000
Sewing 208 sewing lines across 8 units
Knitting 1,400 tons/month
Dyeing 1,400 tons/month
Printing 13 million pcs/month (World largest
print facility in one premise)
Embroidery 2 million pcs/month
Garments 10 million pcs/month
Market Share
Product Range
Our Strength
Self-Inspections
Since quality consistency has been manifested in
producing quality products, it has paved the way
for our clients to consider us as a trusted business
partner and empowered us for their inspection
process. Now each year, new clients are taking this
as leverage to empower Masco for their inspection
process.
Kids 60% Womens 25%
Mens 15%

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Lab Accreditations
Masco Industries Ltd. accredited by:
Concept Knitting Ltd. accredited by:
Masco Exports Ltd. accredited by:
On-Time Shipment
Efficient supply chain management & accuracy of
planning & execution are the keys to keep the on-
time shipment rate over 99% for the last three years
RSL
Masco Group strictly maintains its supply chain to
comply with RSL/MRSL standards. Masco adopts
suppliers' positive lists like GOTS, Swan Label,
Bluesign approved and ZDHC registered chemical
lists to purchase RSL/MRSL free chemicals.
Fabric Research & Development
Masco Fabric R&D is at the cutting edge of Fabric
Innovation with a vision to offer our customers a wide
range of newness of fabric with custom aesthetic
and functions.
Design Lab
With a strong creative workflow Masco design hub
Barcelona & Dhaka provides the below facilities for
its customers
- Trend Analysis and forecasting
- Design Proposal
- CLO 3D design and sampling
- Product development
- Co-creation
- Material Sourcing (Overseas shopping)
Best Practices
With a strong creative workflow Masco design hub
Barcelona & Dhaka provides the below facilities for
its customers
- Total Quality Management (TQM)
- 5S
- Kanban
Business Turnover
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
15
35
22
47
38
77
43
83
60
112
65
132
65
135
70
145
75
157
76
163
77
173 173
84
106
224
Turnover (Million USD$)
Shipment Qty. (Million Pcs)

| PAGE 8
- Kaizen
etc. are practiced in all units of Masco Group with a
view to maintain sustainable quality management in
the supply chain and operational process.
CSR Cultures
• Masco Training Center
For transforming the country's human capital,
‘Masco Training Center' experienced its inception
in Masco group in 2014. Training are conducted by
company's own IE experts. As of today, significant
number of workers have completed their training
from this place and started contributing to country's
RMG sector. All the trainees also get facilitated with
honorarium during their training at this training center.
• Health & Hygiene of Women Workers
Being a CSR Motorist, Masco introduces the Sanitary
Napkin ‘Maskin Package' for its women workforce
with a very nominal price. This simple intervention
helps prevent women from dropping out of factory
after a menarche, which, on the other hand, is also
ensuring health and hygiene of women workers, i.e.
in workplace or their personal life.
• Masco School Kanchan
Masco School Kanchan, an educational enterprise
of Masco Group, was established in 2014. Here,
children of Masco employees receive 50% waiver
playground for the students.
• Social Awareness Activities
• Community Development
• Blood Donation Campaign
• Free Medical Camp
• Participation During National Disaster
Sustainable Practices at Masco Group
Believing the concept of Sustainable Continuous
Development, Masco Group has been in the track
of implementing sustainable management process
in all its concerns for last several years. It has, since
beginning of the endeavor, successfully contributed
to many areas of its production or operational
processes.
- Social Sustainability
- Material Sustainability
- Environmental Sustainability
Sustainable Clock
Social BSCI, Sedex, Betterwork, SLCP & Higg Index Status
Certifications
Clients

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Sewing Innovation
A Step Towards Implanting Innovations as a Culture
Md. Manowar Hassan, AGM, Production, Concept Knitting Ltd.
Innovation is vital for a company’s
survival and growth. Organization
that don’t innovate fall behind their
competitors and ultimately go out
of business. Innovation is required
not only to survive and unlock
growth, but also to improve work
environment and sustainability. A
strong innovation culture is the
engine that drives the organization
to constantly get better, move
forward, and be sustainable.
We all know, readymade garments
(RMG) industry of Bangladesh has
raised as the biggest earner of
foreign currency and contributes
to the GDP. Though over the
past decade, Bangladesh’s RMG
sector has made impressive
progress in tackling the challenges
of growth, this sector is facing lots
of challenges towards achieving its
full potentiality. Among these few
big challenges are minimal price
offered by buyer, increasing labor
cost, unavailablity of skill labors,
increasing material cost and so
on. Conclusively we can address
these problems in one context as,
although the cost of production of
clothing is increasing day by day,
the price is decreasing! In order to
face these challenges, obiviously
there can have many pathways.
But one of the most impressive,
sustainable, and indoor pathways
is to Build Innovation Cutlure within
the organization. Our today’s
tale is on how Masco is building
Sustainable Innovation Culture to
face these challenges.
In today’s highly competitive,
fast-paced, technology driven
world, the only constant is
change. Here the word “change”
stands for “something changes
for better”. Yes, we are talking
about “KAIZEN”. Many of us
know that KAIZEN is a Japanese
term and its mean “change
for the better” or “continuous
improvement”. As a philosophy,
KAIZEN is about building a culture
where all employees are actively
engaged in suggesting and
implementing improvements to
the company. Indeed, Masco is
using KAIZEN methodology in
implanting innonavation culture.
The chief inventor in developing
Innovation Culture at Masco is our
honorable Executive Director Mr.

| PAGE 10
ATM Mahbubul Alam Chowdhury.
Always he teaches employees
to think differently. He motivate
employees to think about new
ways of doing things. Here we
will try to illustrate, how he is
creating a culture of continuous
improvement where all employees
are actively engaged in improving
the company.
Although Masco has been working
on improvement for a long time, in
a organized form they are working
to establish KAIZEN culture for
four years. Mr. Mahbubul Alam
Chowdhury, Executive Director,
Masco Group realized that
sustainable development of the
company is not possible without
the involvement of root level
employees. He formed a team in
each unit of Masco Group. The
number of employees in a team
is between ten to fifteen. Those
teams are called “Continuous
Improvement Team” or “CIP
Team”. Honorable Executive
Director, Masco Group has
guided these teams centrally.
Each CIP team is managed by a
team leader and the respective
unit manager or supervisor acted
as the leader. Members of CIP
team identify their problems or
scope of improvement through
brainstorming sessions. Usually
members meet twice a month
for about one hour in consultation
with their team leader. They
analyze the problems with
scientific approach and when
an action is required to find out
a solution, clear assignment has
to be made and accepted by all
the members. Accordingly, the
analysis, brainstorming and trial
run continues until a complete and
effective solution is found. Finally
CIP team as a whole has received
recognition for any achievements
accomplished by them. This
methodological way CIP teams
have been working at Masco for
the last four years and many small
achievements have been added
to their basket. At present, the
number of CIP team in Masco has
increased significantly and like
Garment units separate CIP team
is working in almost all sections of
all the facilities in Masco Group.
Last September 2021, Masco has
made a presentation program
on “Sewing Innovation” at its
premises. This is not their first
program, they have conducted
three such seminars before.
There, Masco’s eight garment
units shared their own innovative
methods, techniques and devices
with each other. The main intent
of this program was to continue
the trend of improvement through
knowledge transfer among the
facilities as well as to keep in
motivation of the employees so
that they can retain improvement
culture into their heart. A total of
89 new discoveries, Concept
Knitting Ltd., Shanta Expressions
Ltd., Masco Cottons Ltd.,
Masco Industries Ltd. G1, Masco
Industries Ltd. (Composite Knit
Garments – G2), Mascotex Ltd.,
Tasniah Fabrics Ltd., and MPL
Wear Ltd., has made 14, 13, 11,
13, 10, 07, 17, & 04 respectively.
Of these, 86 inventions were
amazing & unique, most of which
were process development basis.
To do this, they used small devices
made by themselves. These were
all very low cost or cost free items.
Although these improvements are
small, the impact is far greater.
Some of these innovations have
reduced the cycle time of specific
sewing operations by up to 60%,
also reduced machines and
manpower, as well as simplified
operations and improved quality.
These theoretical terms can be

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better understood by discussing
a real example. At this moment
I remember an invention of
Concept Knitting Ltd. that helps
organize their workstations. They
made a shelf and they named
it “Dynamic Non Production
Materials Shelf”.
A sewing room has about 20
types of indirect materials such
as marking chalk, pattern board,
gum tape, etc. are frequently
necessary to transform a panel of
cloth into a garment. Traditionally,
the line supervisor has to fill out
a requisition book, then get
the approval of the concerned
manager and finally stand in a
queue in front of store room to get
these materials.
This process takes about 30 to
40 minutes for a line supervisor
to complete and he has to face
this process twice a day on
average to keep the production
uninterrupted. It turns out that,
about 10% to 12% of a supervisor's
time is wasted on such non-
value-added work every day. The
innovative Masco CIP team has
been able to eliminate this type
of non-value-added activities by
reorganizing their workstations
using a simple "dynamic non-
production material shelf". In the
sewing rooms they set up a shelf
where all the necessary indirect-
materials for a week are stored.
Whenever an item on this shelf falls
below the minimum stock level, a
notice is hung on a side board to
replenish that item. Eventually an
assigned person stocks this item
up to the standard level on that
shelf at his or her convenient time.
And thus the uninterrupted supply
of these items is managed without
wasting the valuable time of the
line supervisors.
Masco's eight garment units have
more than two hundred sewing
lines. This small innovation has
turned non-value-added activities
into value-added activities
for about 10% to 12% of their
working hours of all these sewing
supervisors. Imagine what a great
impact of this small initiative!
There may not be a chance to talk
about all the innovations here but
you will be surprised to hear that
Masco has a countless small small
initiatives which have brought
a lot of great achievements. In
this way, under the leadership of
Hon'ble Executive Director Mr.
ATM Mahbubul Alam Chowdhury,
Masco has continued the trend
of development by establishing
KAIZEN culture in every field.
We, the employees of Masco,
always believe in mind that every
moment we have to face a new
era of challenges and as always,
only the fittest will survive.

| PAGE 12
Training for generating employment and building
capacity
Training in the readymade garment (RMG) industry
must be practical and directly related to the needs of
the enterprise. It should be flexible and must result in
a change of behavior so that the job is done with a
better performance.
The main objectives of this training center included
generating employment for people, building the
capacity of the garment industry by providing
skilled workers, and disseminating best practices
in the industry. Other objectives are quality and
productivity improvement of the factory.
Benefits of Training
1.
Improves skills
2.
Increases morale
3.
Enhances better export performance
4.
Increases reputation
5. Improves job applications
6.
Provides possible financial support
Sewing Machine Operator Selection Procedure is
conducted inside the training room and is suggested
for sewing machinists only. This is done in three stages:
• Peg Board Test:
This is to understand the trainee’s motor
coordination (finger dexterity) and instruction
understanding ability. The pegboard test is
conducted to assess the applicant’s finger dexterity,
motor coordination, color recognition, receptivity,
memory retention, and language understanding
proficiency. This section has been adapted based on
the bobbin training manual on ‘How to train sewing
machine operator’ by Mario D’Alessandro. The box
provided for placing the pegs should not be larger
than 8*10 inches and no deep than 1-1/4 inch.
Training center for
Better RMG Industry
Hillul Alam Shishir, AGM, Production, Masco Cottons Ltd.
Training for Capacity Building

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• Vision Test:
This test is to check eyesight and understand an
operator’s basic reading capability. A basic vision test
needs to be conducted for each operator to ensure
basic visibility. This has to be done by a trained
medical examiner. The procedure contains reading
an eye test card with each eye and then both the
eyes simultaneously from a stipulated distance as
specified by the practitioner. For reading both English
and Bangla letter or number can be used.
• Color Blindness Test:
To assess color blindness, the color blindness test is
used for checking color vision deficiencies.
There are different sets available that are often used
for pilots, police officers, and other job recruitments
where perfect color vision is a precondition. For
conducting color blindness tests Ishihara cards and
methods can be used.
Training Curriculum
The course structure has four main components:
• Basic Training
• Additional Basic Training
• Operation Specific Training
• On-floor training Support
Training Duration
The time duration of completing all steps of training is
about one month.
New Trainees on Floor Support
The freshly integrated trainees from the training
school require on-floor support to adapt to the floor
environment requirements. The trainer needs
to support the trainee in achieving the expected
performance level as the time progresses. A trainee
performance monitoring sheet is to be maintained
for each trainee. These trainees would be assessed
weekly by the assessor. The on-floor trainer can act
as a mentor to these trainees. This support needs to
be continued for 1 month. In the initial weeks, more
support is to be given which can be reduced with
time as the trainee settles in the production floor
environment.
Training Center Summary
Conclusion
Bangladesh is a small and over-populated developing
country where millions live below the poverty line.
Women have few opportunities to find jobs and
become wage earners. Because most employers
would rather hire men. Women in Bangladesh,
especially those from poor and marginalized
families, have trouble finding jobs and becoming
economically self-reliant. Because of this, Masco
Group established a training center where the women
from underprivileged backgrounds get the opportunity
to receive technical garments training as well as
basic training on life skills.
The main aim of this
training center included
generating employment
for female workers,
building the capacity of
the garment industry by
providing skilled workers,
and disseminating best
practices in the industry.
Basic Training Additional Basic
Training
Operation Specific
Training
On-floor Training
Support
Step
1
This will
be done
in single
needle
machine
Step
2
This will be
designed
depending
on the
skill level
required by
the factory
Step
3
Trainee to be
integrated
on floor once
he reaches
the required
performance
level
Step
4
Freshly
integrated
trainee
support low
performer
upgradation
Years Batch No. of trainees admitted for training
2018 14 272
2019 16 320
2020 10 200
2021 11 220
Total 51 1012

| PAGE 14
Steps to Accelerate the Sustainable Approach
Sustainable Continuous Development has been
proved to be a successful guiding principle since
long in all the facilities of Masco Group in terms of
its business activities. The concept of sustainable
continuous development includes development of
employees as well. Hence, this is very normal when
Learning and Development gets deemed as one
of the important segments in Masco Group with an
intent of being and growing in a culture of sustainable
continuous development. It is also believed in Masco
Group that Learning and Development initiative is all
about employee development through knowledge
sharing which, in turn, expedites the process of
organizational development.
Like previous years, the Learning and Development
endeavor for the year 2022 has got to be different
in its shape as well as thought process. This year’s
initiative on learning process, training in another
sense, has been made focusing on the importance
of KSA (Knowledge, Skill, Ability/Attitude), which
should improve individuals’ ability to perform their
job being in the direction set by the concept of
sustainable continuous development.
Before going forward, it should be made clear that
HRAC Departments of different facilities of Masco
Group impart different technical, soft-skill, and
awareness trainings round the year. Besides, internal
trainings by different departments are also being in
place round the year. But the training initiative taken
by Learning and Development Section falls apart
from these. Under the initiative of Learning and
Development-2022, around 1000 management staff
of Masco Group were considered for different soft-
skill and technical (departmental) trainings.
This year’s LD initiative has got three tiers
covering around 1000 management staff. Of them,
members of the first tier are supposed to receive 6
Learning Development Initiatives-2022
Md Shahanur Islam, AGM, Office Management, Masco Group

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departmental and soft-skill trainings, the second tier
is set for 3 soft-skill trainings, and the third tier is also
privileged with 5 soft-skill trainings in the year 2022.
The beauty of the initiative is that no management
staff has been kept away from taking part in this
year’s LD programme.
Learning and Development-2022 has been featured
with 217 sessions, which are supposed to continue
from January to October, and the concluding two
months are kept free to get the final evaluation
processed before the following year and get next
year’s LD plan done as well. Out of the total
sessions for the year 2022, 118 sessions are kept for
departmental or technical trainings while 99 sessions
are considered for soft-skill trainings.
The modules for all the sessions got finalized through
the process of a TNA, which was done for all the
three tiers, and for both technical (departmental)
and soft-skill trainings. Both internal and external
facilitators were kept in mind in connection with
conducting trainings. As internal facilitators, a team
from HRAC Department
for soft-skill trainings and concerned Department
Heads or their representatives for departmental
or technical trainings got their places as training
facilitators. External facilitators were considered
for a very few modules or sessions, only where
external facilities were thought to be motivating. Only
internal venues were considered for imparting all the
trainings selected for the year 2022.
Learning and Development-2022 of Masco Group
was launched in a ceremonious inaugural session
held at Masco Printing and Embroidery Limited,
a concern of Masco Group. Ms. Farhana Akhter,
Director of Masco Group, and Mr. ATM Mahbubul
Alam Chowdhury, Executive Director of Masco
Group, graced the occasion with their gracious
presence as Chief Guest and Special Guest
respectively. Learning and Development-2022 of
Masco Group got kicked off during the speech of
the Chief Guest Ms. Farhana Akhter. Mr. Taufique
Anowar, Director-Marketing Merchandising, and a
good number of senior management officials from
different facilities of Masco Group were also present
there to illuminate the occasion.
The inaugural session was designed with a
presentation session on Stress Management
followed by a Yoga and Meditation session. Beauty
of the inaugural programme was the session of
Yoga and Meditation, which was conducted by the
Special Guest Mr. ATM Mahbubul Alam Chowdhury,
Executive Director of Masco Group. Apart from a
nice segment of Yoga, the segment of Meditation
helped all the participants travel in a dreamland.
Learning and Development-2022 of Masco
Group experienced a smooth starter. Initially, the
sessions could be made with physical presence
of the participants. As the covid situation started
worsening, the sessions continued but it was
through online sessions, and this medium was
scheduled for the critical time of the year only.
However, the level of response from the learners to
the online sessions did not get deviated.
One thing should get mentioned regarding the
training sessions. All the trainings scheduled for
the year 2022 are supposed to get evaluated at
4 stages to know what the learners are learning,
how its impact on personal performance is, and
how organizational impact shapes after each of the
training sessions. Experts say, “What is measured
gets managed”. Only the second month is going on
after the launching of the Learning and Development
Initiative-2022. As the days progress, the initiative will
have its portrait to see how it is working. Learning is a
never-ending process as the sustainable continuous
development. Again, both the concepts depend on
each other. So, it can be anticipated that Learning
and Development Initiative-2022 will surely get all
the learners under this initiative united to work in the
direction of Sustainable Continuous Development,
the concept that Masco Group believes in.

| PAGE 16
Employees who are part of the organization needs to be
trained to have the best skills, knowledge, abilities, attitude
and understanding about the current job as well as the future
requirements. It helps to convert them as resources and that
turn improves an organization’s effectiveness.
Recently RMG sector is facing big challenges of having
shortage of skilled manpower. Scarcity of skilled resources is
creating big challenges of ensuring supply of quality product
and on time shipment. There is a big gap prevailing between
overall demand vs. availability of skilled manpower.
Masco Group engaged with
Sudokkho project and inaugurated
well equipped internal training center
to convert unskilled manpower to
resources. It was a development
program jointly funded by UK Aid and
SDC. The main aim of this training
program was to develop skill of
sewing machine operators. Employees trained by Sudokkho
added productivity significantly to operations. This training
program could quickly deliver trained workers within 15 days
according to the demands of the production floor. It brought
a drastic change to our way of working and fulfilled sewing
machine operator gap very quickly.
Masco Group introduced a very effective leadership
development program to upgrade operator to line supervisor.
Specially this program encouraged female operators
to become supervisory role which is enhancing female
ConvertingManpower
to Resources
Manpower is one of the most
important and critical assets for an
organization. Without appropriate
manpower, the work cannot happen.
Imagine a factory operation with no
manpower. The machineries, raw
materials, inventory, finished goods
nothing will move in the value chain.
But all these essential operations
require skilled manpower. Skilled
manpower is the key element to
success in business transformation.
Masco Group strongly believes
in converting manpower to
resources. In view of the above,
company took great initiatives of
strengthening training programs
for employees to upgrade their
technical skills and knowledge to
understand about the current job.
After successful completion of
training programs, employees are
upgraded to next level and start
earning a livelihood and support
their family. They become great
resources for the company.
Nazmul Huda Ahmad, General Manager – HRAC (Zone-A), Masco Group
Sustainable Learning and Development

|
empowerment as well. Both technical and soft skill trainings are
provided to potential supervisors.
Masco Learning and Development team is also conducting various
training programs for mid and senior level management. These
trainings are focusing to improve employees’ job-related capabilities,
knowledge and soft skills improvement.
Sustainable Learning Development towards achieving goal is at the
core of Masco’s organizational value. Human resource development
is important because it is an investment in one's employees that will
ultimately result in a stronger and more effective workforce. When an
organization develops their employees, they are strengthening their
assets and making these employees even more valuable.
Competent and motivated manpower have proved themselves by
giving better performance in quantity, productivity and improved
services. The importance of competent human resource has been
realized to a great importance.
This development
program includes:
• Preparing production
layout according
to bulletin and PP
meeting requirement.
• Understanding critical
process of a style.
• Identifying critical,
major, minor defects
and fixing the same.
DHU analysis.
• Calculating efficiency
how to improve the
efficiency in a sewing
line.
•
Setting line targets
and fixing operational
bottlenecks.
•
Training on sewing
operational machines.
•
Soft skills training on
Job Responsibility,
Company policy
procedure, Labor law
rules, leadership skill
etc.
A strong Human Resource Development program can
improve company productivity and profitability while
increasing employee satisfaction.

| PAGE 18
COP26
Uniting the World to Tackle Climate Change
What is Cop26 and why is important to us?
United Nations Climate Change Conference of
Parties happened last November in Glasgow, UK
called COP26.
The annual summit brings together world leaders,
government representatives, business and citizens
to formulate and outline their plan and hope for
holding temperature raise to 1.5 degree.
To mitigate climate change and to reduce CO2
carbon emissions by 40% per tones of product
by 2030 compared to 2019 levels, together with a
commitment to reach Net Zero by 2050.
Though reducing carbon emissions is only 50%
(approximate) of the climate challenge. Rest of is
how we live and run our businesses – using our
resources responsibly, many times over. We need
to evolve from a linear use of resources to a circular
use of resources.
UNEP’s Emissions Gap Report 2021 finds
that annual greenhouse gas emissions
need to almost halve by 2030 to limit global
warming to 1.5°C, but the updated Nationally
Determined Contributions (NDCs) under the
Paris Agreement are still insufficient.
For the Climate change impacts are huge as Storms,
Floods, Wildfire and AQI will increase and affect
communities and natural habitats across the globe.
Climate change is no longer a future problem. It is a
'now' problem.
It the definite time to look and work on it right now,
though its being late but to survive we need to move
on NOW. To mitigate Global warming, we need to
focus on following where possible.
1. Science and Urgency
2. Adaptation
3. Adaptation Finance
4. Mitigation
5.
Finance, Technology transfer and capacity
building for mitigation and adaptation
6. Loss Damage
7. Implementation
8. Collaboration
Masco Group's small steps, giant leaps and
innovations for NOW and NEXT
Now
•
Masco using maximum sustainable raw materials
its about 90% Better cotton, Organic cotton,
recycle cottons, even if customer have the
regular demand, we are using BCI Yarn.
•
Making recyclability mandatory in New Product
Development where possible.
• Solar energy produced in 2021: 235 KW.
•
From 2019 water consumption reduction was
20% up to 2021. Saved water 325920 m3
Md. Shamimul Islam, DGM, Marketing Merchandising, Masco Group

|
•
Taking advantage by training the new
joiners which is completely connected
with sustainability.
• Training culture- year-round training
calendar.
Next
•
By 2023, 100% sustainable raw
materials will be used.
•
In regular used material like tags,
envelope, swatch card all will changed
to Recycle Materials.
•
Developing CLO (3d design) in the vast
manner to ski
p physical sample steps.
•
By 2025 solar energy should be
produced 5000 KW.
•
By 2025 water consumption reduction
goal 30%. Saved water goal 423360
m3
Masco ahead drives
90% uses of sustainable materials i.e.,
Organic, BCI, CMIA, Re-Cycled, Eco-Vero
etc.
70% Higg FSLM score across different
units
89% ZDHC conformation in wet
processing unit
65% FEM score across eight garment
production unit
75% FEM score at Masco Dying Ltd.
10% GHG Emission reduction Year on Year
12% Able to keep Reduction of Process
Water consumption
As a part of sustainability and climate
support Masco committed to improve
daily basis and contributing ourself as well
as next generation demand along with
always keep focusing on traceability and
influencing on recycling where possible.
The COP26 is over. Here’s a brief
summary. But the real work continues
outside these halls, and we will never give
up.
Last Call for Climate Action
POLICYMAKERS CAN HELP CLOSE THE GAP
IMPACTS
ON DROUGHT
AND WILDFIRES
2°C
3°C
4°C 1.5°C
Emissions Gap for 2030
Why is 1.5°C important?
Impacts for 2100
Hundreds of years
from now
Adaptation Gap
2010 policies scenario
Emissions
Gap
70
60
50
40
30
20
2°C
1
.5°C
P
a
r
is
Agreement well-below
P
a
r
i
s
A
g
r
e
e
m
e
nt pursuing
GtCO2
e
Emissions
reduction
potential
˜37 GtCO2
e
for 2030
12.5
5.4
4.7
1.9
5.3
Energy
Industry
Transport
6.7 Agriculture waste
Buildings
Forests NBS
Current policies scenario
Conditional NDCs
Unconditional NDCs
IMPACTS
ON NATURE
IMPACTS
ON FOOD
Wheat, rice, maize
and soybean
production suffers
Agriculture yields
fall rapidly
Local fish species
go extinct
High levels of
food insecurity,
development path
reversed
IMPACTS
ON COASTS
Rising sea levels
displace 46 million
people; sea level rise
of 48cm
Fewer opportunities
for infrastructure
adaptation; sea level rise
of 56cm
Near-complete
melting of the
Greenland ice sheet;
sea level rise of 7+
meters
470-760 million
people at risk; sea
level rise of nearly 9
meters
Possible adaptation
to reduce risk
High emissions
scenario
Low emissions
scenario
Moderate
emissions
scenario
Possible adaptation
to reduce risk
Possible adaptation
to reduce risk
Moderate
climate risk
level
Undetectable
climate risk
level
High climate
risk level
Very high
climate
risk level
More frequent and
extreme droughts
2 months
average drought
41% more burned
area in wildfires
10 months
average drought
97% more burned area
in wildfires
4 months
average drought
62% more burned
area in wildfires
Coral reefs would decline
by 70-90 percent
Virtually all
coral reef lost
Marine
ecosystems
may collapse
Half of all plant and
animal species face
local extinction
Sources:
UNEP (2017, 2021) Emissions Gap Report, (2021) Adaptation Gap Report,
SEI (2021) Production Gap Report, IPCC (2021) Sixth Assessment Report.
© 2021 United Nations Environment Programme
25-28
GtCO2
e
11-13
GtCO2
e
New pledges lower global greenhouse gas
emissions in 2030 by 7.5% compared to prior
pledges. To get on track to 2°C, a 30% reduction
is needed, whereas a 55% reduction is needed to
get on track to 1.5°C.
Why 1.5 degree is important

| PAGE 20
Innovations at Design Hub
Covid-19's detrimental effect
on occasion wear globally has
afforded an opportunity for a
radical rethink of sequin usage.
Masco had cited that sparkle
drives sales, but as most commit
to more sustainability targets and
consumers start to understand
the Surrounding facts, it is difficult
To justify sequins' place in Product
development, There is no scalable
lower impact Alternatives. Sequins
and glitter are made of reflective
microplastic particles that pollute
aquatic ecosystems and landfill
years after being worn. In 2019,
charitable organisation Oxfam
estimated around 1.7m sequin
items ended up in landfill after
each festive period and just five
wears.
Challenges around the lower impact
sequins-
Made of etched aluminium
bonded to PET plastic, sequins
are non-recyclable and wasteful
to produce, with about 33% of
sequin film discarded in standard
punching practice.
“Reframing Sequin Sparkle...”
Strive for sequin-free sparkle:
Take steps to engineer sequins
out of product ranges as part of a
long-term sustainability strategy.
Here, at Masco we Invest in
RD and sourcing programs to
accelerate the use of alternative,
replacement materials, finishes
and embellishments that delight
consumers and drive avenue.
Longevity strategies:
Reframing and limiting sequinned
items as special investments are
key to shake off associations with
disposable fast fashion. Make
investable items Trade into vintage
Promote share and care Go after
resale.
Recycled plastic:
Some brands are piloting rPET
sequins, we are working with
suppliers such as The Sustainable
Sequin Company, which makes
custom-designed, efficiently cut
sequins in 20% rPET and 80%
virgin PET to lower impact while
retaining durability. Bio-based
plastic: Although much is written
about bio-sequins, they are at the
proof of concept stage and not
commercially available at scale.
Sequin alternatives
When Boden said it would drop
sequins and glitter from its
women's and kids wear ranges,
it cited switching to Lurex and
beading as a first step to tackle
issues while still putting a festive
feel into designs.
Metallic threads:
Shimmer can be achieved
in fabric. The COATS / Lurex
Company has a range of lower-
impact, traceable Lurex yarns
made of post-consumer recycled
polyester (PET bottles), pre-
consumer recycled polyamide
and rayon (polymer chips or yarn
waste) that are certified GRS and
Oeko-Tex Standard 100 (toxicity-
tested). Note: metalized synthetics
aren't suitable for further recycling.
Abdus Satter, Sr. Manager, Design Hub, Masco Group
Reframing Sequin Sparkle

|
Tanmoy Chowdhury, DGM, Knitting, Masco Group
Tanmoy Chowdhury, DGM, Masco Group
Future and action plan of value-
addedknitfabricsinBangladesh
We import only 10 % of our consumed fabrics,
mostly from China. Rest are produced in local fabric
mills. Bangladesh is the seventh-largest importer
of Textiles globally according to the World Trade
Statistical Review 2021. Bangladesh imported knit
fabrics for $ 1.32 Billion in 2020. Usually, we have to
import Fleece, polyester mesh, polyester interlock,
Polyester Spandex single jersey, Velour, polar fleece,
Sherpa, Quilt fabrics, loose-knit fabrics, etc. which we
are calling value-added fabrics.
We know fabrics cost is almost 60% of garment FOB
Value so for the overseas fabric, we have to pay
more than half a portion from our LC to the importing
country. If we can produce the fabrics it will be of
huge benefit to our country.
After covid-19 situation all buyers are concern to
avoid dependency on single source, specially want
to avoid or reduce china share rather they want
to spread business to different destinations. Now
we have abundant order in our hand. But still our
reputation is as a supplier who can produce basic
garments with basic fabrics (Single jersey, Lacoste,
spandex single jersey, Rib etc). We need to be more
focused on value added fabrics as we already have
the order. Though quantity is very small, we need
to increase our capability to sustain in the market.
Moreover present order scenario may not be the
same after three or four years but if we can make
ourselves capable to produce value added fabrics
it will secure our future business. Also to be knotted
that profit margin in value added order and non-
value added order is not same. As per our 2021 data
we see about 18 % of knitting revenue generated
from value added products but if we consider the
volume (weight) its only 5% of total production.
We will not be able to shift to value added product
overnight. We need a plan as well as proper follow
up on the execution.
Introduction with value added production process:
First of all, we need to be acquainted with the
value-added production process. For that, we
should visit the value-added production process in
local factories as well as overseas factories. It will
enhance the confidence of the production people
Bangladesh is the 2nd
largest RMG
exporter in the world last year.
Bangladesh Exports $ 31456.73
million in 2020-21 among these
$14496.70 million (46 %) is woven
and $16960 million (54 %) is knit
Garments. For woven garments
we are dependent on the overseas
supplier as our in-house production
capacity can cover only 40 % of the
total requirement. The scenario is
different in the case of knit fabrics.
Adopting Advanced Technologies to Add Diversifications in the Field of Knit Fabrics

| PAGE 22
and give them confidence. I had the
opportunity to visit different value-added
production processes in China in 2019
as a representative of Masco Group. We
found that they are producing different
value-added products in china machines
but the remarkable thing is that one
factory is producing only one type of
fabric they are experts in and they
don’t focus on other varieties. It is also
possible in our country if big factories
work in collaboration. Different factories
will work on the different value-added
items and will share their capacity with
each other for the national interest.
Train up technical people: For the
production of value added fabrics we
need skill hands which is not available in
If we start for the
transformation towards
value added product
we have the scope of
business $ 1.32 Billion
instantly which we are now
importing from overseas
as well as we can come
out from our basic fabric
producer image also. In
the same time we will
be able to grab new
value added RMG orders
which is producing in the
competitive countries. It’s
high time to step forward
and secure our future
business by manufacturing
value added products.
the present market. We may train
the technical people by local as
well as foreign trainers. Bodies like
BKME can play a vital role here.
Masco believes in continuous
sustainable development.
We regularly share technical
knowledge with each other and
also train the technical people by
technical experts.
Management support:
Management role is very vital
for the transformation to value
added products. For special
products like Velour, Sherpa, quilt
fabric new machine or additional
arrangement as well as various
types of raw material support is
required. Without management
support it’s not possible. As it
is new for factories, in the initial
stage it’s very common there
will be some problems which
need to be attended by the top
management by logistic support
as well as technical support. We
are lucky enough as we always
got management support in
Masco from both logistic and
technical support. In last 2 years
we set up a separate RND knitting
floor which belong to 18 machine
of different varieties like Single
jersey, Rib, Interlock, Velour,
Fleece, Quilt ,Spacer, Piontel Rib,
Jacquard rib, loose knit etc. which
is dedicated for sample and RND
purpose.
Team work: Team work is the key
to success. As there is huge risk
in the initial stage of value added
production, without team work
it will be ended in dark. Here
collaboration between cross
functional team is highly required.
Masco believes in proactive
culture where every one respect
each other and extend their hand
with best possible support to
come out from the crisis.
We will not be able to
shift to value added
product overnight. We
need a plan as well as
proper follow up on
the execution.

|
The Walt Disney Company
Walt Disney has decided to reinstate its production in Bangladesh
The RMG leaders of Bangladesh warmly
welcomed the timely move by Walt Disney
Company in recognition of the all-out progress and
transformation in the industry, particularly in the
areas of workplace safety, social standards and
environmental sustainability.
The factories of the Bangladesh participating in
the ILO's Better Work Bangladesh program will
be entitled to become a vendor, while they need
to participate in NiIRAPON and RMG Sustainability
Council (RSC) along with specific remediation
fulfillment criteria.
QIMA (Hong Kong based supply chain compliance
solutions provider) ranked Bangladesh as the
2nd highest Ethical Manufacturing country in its
recent report QIMA Q1 2021 Barometer. While
conducted- Rating consider on performance factor
parameters like hygiene, health and safety, child and
young labor, labor practices including forced labor,
worker representation, disciplinary practices and
discrimination, working hours and wages, and waste
management.
Welcoming the decision, the Bangladesh Garment
Manufacturers and Exporters Association (BGMEA)
hoped to attract orders of more than $500 million in
future.
The progresses made in the areas of cleaner and
greener manufacturing testifies the industry's
commitment and actions toward building sustainable
supply chain. The country being the home of world's
most LEED green factories, having 144 LEED green
factories certified by USGBC, of which 41 are platinum,
earns the confidence of the global brands and
consumers through its tireless efforts in past decade.
Disney’s Approval Process
Prior to submitting a FAMA application to Disney, a
factory has to complete the following steps:   
Structural Integrity:
1.
Select a Facility that has had a fire,
electrical and structural safety assessment
from Nirapon or the RMG Sustainability Council
(RSC) and has achieved a remediation completion
rate of 100%.   
2.
Become a member of Nirapon or start working
with RSC.  
Working Conditions:
3.
Select a Facility in Bangladesh that participates in
the Better Work Bangladesh program.  
The Walt Disney Company, famous for Mickey Mouse and
Donald Duck, one of the renowned brands who provided cartoon
lovers with hundreds of animated characters, has brought back
to Bangladesh with its production of character-based world’s
leading licensing merchandise after more than eight years.
It had been announced that the company would consider
permitting production in Bangladesh in future, if factories agree to
partner with the Better Work program.
Abul Monsur Apu, GM, Merchandising Marketing, Masco Group

| PAGE 24
4.
Register with Better Work (if not already
registered) to obtain a user account
on their STAR Portal.  
5.
Add the Facility to your online factory list
on the STAR Portal.  
6. Add Disney as a licensor for each Facility.
7.
Request TPA (third-party access) for
your company from the Facility and ask
the Facility to grant TPA to Disney on
the STAR portal.  
8.
Purchase subscription credits and make
payment to Better Work. You will need
to indicate ‘Disney’ in the notes to get Disney
licensee rate ($500 per report cycle).
9. Unlock the report cycle.  
10.
Download available documents and
monitor improvement progress along the
cycle (download will only be possible once Better
Work has received the payment).
Once ALL the above steps are completed,
11.
Submit to Disney a FAMA application and the
evidence of the Facility’s remediation completion
rate of 100% on their building safety assessment.  
12.
Continue to work with Better Work to improve
working conditions in the Facility. Wait for
Disney to issue a FAMA authorization before
commencing production (the most recent Better
Work assessment must demonstrate that the
Facility meets Disney’s Minimum Compliance
Standards for a FAMA to be issued).
More than $500 million- Challenges
Through these actions and transformation,
Bangladesh has well positioned itself as the
preferred sourcing partner for conscious brand
like Disney, which is committed to fostering
safe, inclusive and respectful workplaces in its
manufacturing facilities worldwide.
As far as more than $ 500 million its now our core
responsibility to set the strategies for Market average
price, business plan for Disney’s and definitely we
have to stop overwhelm for the sake of sustainable
growth and make sure win-win business.
Masco Groups’ Definite Move
As far as the Disney is concern, we’re really happy to
let you know that Masco Group will be fully ready to
support you from Aug-22 onward.
Through these actions and transformation, Masco
Group, one of the market leaders in the field of
knitted garments manufacturing, has well positioned
itself as the preferred sourcing partner for conscious
brands like Disney, which is committed to fostering
safe, inclusive, and respectful workplaces in its
manufacturing facilities.
FAMA “Facility and Merchandise Authorization”
authorizes DISNEY- branded production for C A in
the Production Unit: Shanta Expressions Ltd under
Supplier Unit: Tasniah Fabrics Ltd, one of the sister
concerns of Masco Group on January 12, 2022
as Shanta Expressions Ltd has completed 100%
initial remediation works of RSC while the facility
participated in Better Work Bangladesh Program.
The license is valid until January 12, 2025.
In addition, other potential units of Masco Group
are awaiting to be registered into FAMA “Facility
and Merchandise Authorization” for authorization
of Disney production as Masco Group established
the state-of-the-art Printing and Embroidery House
with a view to offering international standard printing

|
and embroidery solutions to its global buying
brands. Masco Printing and Embroidery Limited
emerged as the solution-hub to mark a high level
of printing and embroidery embellishments with
all types of products manufactured in the textile
sector. Although the segment of embroidery is also
embedded under the shade of Masco Printing and
Embroidery Limited. Our endeavor will focus here
on the fact as to where Masco Group stands with its
contribution towards providing the renowned global
buyers with world class printing solutions.
Masco Printing Houses, the world’s largest printing
solution provider, have earned a place among the
leading global names that are providing complete
and innovative printing solutions to the renowned
global brands. While ensuring better quality for its
global buyers, it is also considered at Masco Printing
Houses that the final or end-users of the product
should not even fail to come in touch with a feel of a
world class quality in terms of printing.
The character like: all kind of Car, Hello Kitty, Dora,
Doremon, Hannah Mantana, Disney Princesses,
Mickey, Minnie, Sponge Bob, Pooh, Looney, Tigger,
Angry Bird, Spider Man, Barbie and Mega Mindy
are well known as Disney production. Masco
Printing Houses can afford to facilitate all the leading
characters for Disney brand across the globe with a
varied range of printing solutions and embellishment.
Masco Print Embroidery Facilities
Masco Printing Embroidery Ltd started its journey
in 2006 and Masco Picasso Ltd started its journey in
the year 2014.
Masco Picasso has 5,32,218 sq. ft. working area
with 2080 employees and 13 million pieces monthly
production capacity.
Masco Picasso is special for all types of placement
printing facility like- Digital, Pigment, Rubber, Photo,
Crack, Puff, Foil, Discharge, Metallic, Glitter, Gel,
Flock, Reflective, Silicon, Sugar, Sticker, Gradient,
Pearl, Glass Beads, etc.
Masco Embroidery has 1,02,000 sq. ft. working
area with 764 employees and 970 million stich daily
production capacity.
Masco Embroidery stiches Standard, Regular
Sequin, Special Sequin, Head Transfer Sequin,
Chenille/Terry, Taping, Cording, Tufting, Loose
Beads, 3D Decorative Flower/Bow, Heat Transfer
Embroidery Patch, etc.
Masco Embroidery’s specialty is Tufting, Loose
beads, up to 08 color Sequin, up to 22 mm Sequin,
Special type sequin, etc.
In fine, considering the above, it is ruminated
that Masco Group is ready to cater Walt Disney
Company with its production excellence.

| PAGE 26
A Story Tale of Masco RD
We would say that a simple
initiative of launching central RD
section in 2015 in Masco Group
has become a great asset in this
company. Visibly it may not be in
big structures or a bigger team,
but it impacts actually into the
sustainable continuous growth as
key driver, diversifier to bring new
business lines with fancy product
categories and promoting core
strength into marketing activities.
We've been working on fiber to
fashion concepts that ensure,
we'd say, automated compound
nuclear chain reactions throughout
all of the projects.
Masco Central RND started
their journey earlier in 2015
with a motto to incorporate
new product categories, fancy
product ranges considering fibers,
spinning, fabrication, techniques
and treatment. We applied all
academic knowledge, previous
experiences, product knowledge,
and forecasted reports to
upcoming trend analysis with
sharp IQ, emotional-intelligent and
customize analytical ability. We
born and grew up as concrete
philosophy as established bellows-
•
One more “YES” for any new
requirement or for previously
failure case.
•
“NO” is the toughest word. To
us by saying “NO” you mean
that you have tried all the
possibilities in the universe.
Please don’t say “NO” at initial
failure or without alternative
solution.
•
Avoid “Evil Go on”! Where
started as fresher as on 2008.
•
We made the requirement for
any newness after initial self-
technical analysis that ensure
brain storming for all related
department person as well
to make it possible.
• Generalize precautionary
instructions and make
practical fact visible to all for
co-ordination between buyers
and seller.
•
Spreading over any
development from any corner
of the company.
• Successive Development
program as per our previous
experiences as innovation
program of Masco.
•
Focused on processes
development with proper data
recording, analysis, material
Masco Fabric Library
Md. Mainul Islam, AGM, Research and Development, Masco Group

|
processing and presenting.
•
Considering fashion or trend
Repetition, keep continuing
of development program
even after buyer’s deadline.
Because these could be
earlier for next repetition.
Nowadays, we can confidently
declare to all of my customers
that the Masco fabric range
has covered all of the possible
fabrics in circular weft knitting
technology, while keeping in
mind that there are two valuable
technologies to be added in the
near future, namely warp knit and
seamless knitting. We basically
ran after to find out technically
missing fabric ranges, which are
possible in our existing capacity
and that other competitor are
doing in a scattered way. Then
different buyer demands and
seasonal developments would
pick our initial developments to
get second phase enhancement
and focused on. So, we can
say that a compound efforts
of manufacturing field analysis,
proper initiatives, buyers’ necessity
analysis and synchronization
with development functions,
technological gaping up gradation,
keep continuing development
activities in right direction, enrich
new technology and proper
presentations with impactful
marketing curriculums has
stepped up our confident at level
that we can say “We can do
everything whatever is possible in
circular weft knitting Technology”.
It's a great example of our
company's visionary statement
“Sustainable Continuous
Development” It's a great
example of our company's
visionary statement Sustainable
Continuous Development aligning
with the practical implementations
of a large number of small
initiatives are more impactful
than a fewer number of larger
initiatives has evolved into one
of the great assets and platform
as the main driver of Masco
Group's business growth. There
are numerous small initiatives
that, when added together,
make a larger contribution to the
company's capacity, capability,
and infrastructure.
A knit composite factory's main
component is fabrics or textiles. If
we can do marketing properly, any
additional category of fabrics will
obviously increase overall business
turnover.
With the best possible efforts
to fill in gaps in technology
and the most effective use
of available resources Based
on buyer demand, fashion
forecast, and repetition and
conceptual implementation of
core experiences and educational
knowledges, Masco Central
RND has promoted 45 market-
focused fabric categories. Masco
now has a large business and a
great example of Kaizen theory
and enthusiasm, which we would
like to discuss in details in each
category of development
01. Light Weight Single Jersey
(Cotton, Modal, Viscose, Tencel):
02. Single Jersey Fabric (Cotton,
PC, Viscose):
03. Stretch Single Jersey (Cotton,
Elastane, Viscose):
Regular fabrications were our
strongest suit at Masco Group
like 100% Cotton, Single Jersey

| PAGE 28
or Stretch Single Jersey, GSM
120-190 for session before 2015.
Then, by focusing on and selecting
HM buyer's inspirational concept
Second Skin, took the initiative to
bring 50 s/1, 60 s/1, 70 s/1 even
80 s/1. Appropriate spinners
like Matin, selected finer gauge
knitting machines like 28/32
gauge single jersey machines
with other related parameters
were introduced and started to
develop a new wing of 60-120
GSM single jersey and stretch
single jersey fabrics. The very first
impact of such development was
to receive the first ever inquiry
from ladies department of HM.
Then we did export for Kappahl
and Zara’s Block order for 95/5%
Cotton/Elastane S/J, 140/120
GSM fabrications (Whereas
150-160 was the minimum GSM
range for 95/5% Cotton/Elastane
S/J). Subsequently, we brought
different fibers, compositions
and concepts like pima, supima,
modal, viscose, lyocell, tencil,
Low TPI PC, CVC, uneven fiber
blended yarn, higher staple fiber
and higher tensile strength yarn,
S-twist and Z-twist yarn etc.
We also conducted research to
use comparably coarser count
yarn and the appropriate knit
machine gauge to maximise our
profit margins. By conducting
this research, we discovered and
implemented a better solution
for 95/5 Cotton/Elasthane S/J,
180 GSM / 160 GSM that ensures
optimal utilisation of in-house
capacity such as 22 Gauge
Cylinder and maximises our
internal profitability.
04. Composition Color Band
Jersey, Blended Yarn Fabric:
As we played in limited range, we
were supposed to do different
inspirations while keeping in
mind different types of marketing
intentions. We're supposed to
demonstrate colour output in
various fibre types and blended
fabrics. With this in mind, we
began to enrich our feminine
and masculine color band in
different types of fiber like Cotton
(BCI, AUS, Organic, Compact),
CVC, PC, Polyester, PV, VP,
Linen, Cotton/Linen, Poly / Linen,
Viscose, Cotton / Viscose,
Modal, Cotton / Modal. This
segment expanded our fiber base
fabrication range and introduced
a new ladieswear product line.
It also validated Masco Group's
all-out effort to achieve “Fiber to
Fashion”.
05. Slub Single Jersey (Cotton,
PC, Viscose):
We worked in different patterns
and sizes of slubs with the
combination of different fibers
and compositions. In this quality,
we emphasized loose knitted

|
structure, coarser gauge, irregular
fibers combination like viscose
slub, cotton mélange slub,
negative and longer slub with
carbonizing finished etc.
06. Heavy Weight Single Jersey,
Loose Knitted Fabric:
In Masco Knitting, there were
14 GG cylinders almost unused
state. We took initiatives for heavy
single jersey. Sometimes, buyer
requirement for loose knitted
jersey with coarser yarns also
done with this concept. It’s also
play around stitch length ranges
with improvised / converted
machine gauge like 12 GG from 24
GG. This technique has improved
our Single Jersey fabric GSM up
to 330 GSM. It’s also created
appetite to purchase more
coarser gauge machines that can
be a replacement for sweater
look clothing in the upcoming
trend. Now we are blessed with
10 GG single jersey machines.
Moreover, it also opens a thought
of consuming coarser yarns in
fabrication for cost minimization.
07. Sustainable Fiber Fabric
(Recycled, Organic Cotton,
Recycled Polyester, Linen):
08. Luxury Fiber Fabric (Milk,
Modal, Bamboo, Silk, Wool, Nylon,
Linen, Hemp):
The global demand for sustainable
fiber, mainly BCI organic cotton,
has been a regular item even in
Masco. We were perfectly aligned
with the global system and played
our part. We took initiatives to
explore sustainable and natural
fibers. Bamboo fibre was the first
ever initiative, and we gradually
added pre and post recycle
cotton, pima-supima cotton, Giza
cotton, Cashmere cotton, recycle
polyester, and various sustainable
branded viscose, such as modal,
lyocell, tensile, cupro, seawool,
ecovero, crab viscose, and so on.
We also took steps to develop
some very exclusive and luxury
fibres, such as milk, silk, wool,
hemp, ramie, and nylon, which
essentially upgraded the entire
chain of procedures, such as
supply chain and wet processes,
and attracted the attention of
various customers. We, remind
that milk fiber development was
so interesting for all customer,
many of them were discussing to
learn about it. Finally, we didn’t get
the bulk order but surely these
buyers were being more attached
with Masco. We also did a project
base development for recycle
cotton and we received some
bulk orders from Otto International
and certified from GRS for the first
time. So, these types of activities
mainly enhanced our sustainable
standard that really helps us
in recent global strategy for
sustainability.
09. Fancy Spinning Fabric (Siro,
Mélange, Inject, Fancy Look):
10. Fancy Spinning Fabric
(Multicolor Effect, Mélange, Siro,
Inject, Fancy):
11. Fancy Spinning Fabric (Slub,
Neps, Snow Effect):
12. Fancy Spinning Fabric:
The Masco RD team was
fortunate to be given a pilot project
to adopt the most fashionable
yarns, and a few customers began
to express interest. Our honorable
Executive assigned the project,
and we followed his instructions.
First and foremost, we examined
our product lines (very few
concepts were running in CA
requirements like snow and Siro
yarns), as well as knowledge gaps
between buyer requirements
and our study levels. After that,
we went to 7-10 topmost local
spinners like NZ textiles, Delta
Spanners, Zorina Textiles, Square
Textiles etc. We applied our
intelligence to our supply chain
section in order to be prepared for
upcoming trends. We summarized
and emphasized supply chain to
maintain mandatary stoke of four
fancy yarn technology like Pure
Siro and Fake Siro Yarn, Twisted
Yarn, Inject-Long Inject yarns and
its diversification, Single-Multi color
neps and its diversifications. We
also kept track of how foreign
spinners developed their products.
Then we introduced core covered
yarn, uneven blended snow
yarns, fiber dyed yarn and so
on. Meantime, we studied each
bunch of fabric development
requirements of CA, Lindex
and trend forecast of HM buyer
more effectively and ensure
each development upon hard
follow up with local and foreign
spinners through the supply chain
section. We also emphasized
frequent fabric development even
in different knit structures and
post-development activities with
developed fabrics. These activities
strengthen our knowledge,
experience, and capabilities and
flourish the marketing focus that
has already helped us grow our
business. We are very resourceful
in this segment which is a big part

| PAGE 30
of our summer business.
13. Yarn Dyed Stripe Fabric
(Engineering Stripe, Feeder Stripe):
14-15. Yarn Dyed Fancy Fabric,
Cross Dyed Fabric, Burn-out
Fabric:
16. Indigo Dyed Fabric, Knit Denim:
17. Special Finishing, All Over Print
Fabric, Digital Printed Fabric:
Again, RD transferred all types
of irregular print techniques like
crack, glitter, puff, disperse etc.
from chest print to all-over print.
We also maintained responsibilities
to promote a bunch of digital
printed hangers to customers. All
over sublimation fabrics project
was organized by the RD team
as a cost-minimizing program.
Beyond all these, specially finished
in knit fabrics could be the best
addition for next decade. The
global pandemic, Covid-19 has
placed a permanent impact on
retail and consumer's mind about
extra health consciousness. Safety
and security against viruses and
different harmful organisms could
be a very important feature in
clothing for upcoming fashion
trends. Through RD took
initiatives to develop all types
of chemical special finishes like
anti-bacterial and microbial, tough
cotton, UV protection, wicking and
moisture management, quick dry,
lasting color, Water repellent, anti-
static, anti-pilling and elastomeric
finishes, deodorant or anti-odor,
stain release, non-iron , abrasion
resistance, anti-crease and most
effective in market demand for
mercerized finishes in different
types of fabrics on 2016, but finally,
we can able to develop on 2020.
RD team believe the proper
marketing efforts and attention
will continue to turn this addition
into business. Primarily, we shared
these qualities with prospective
customers and hope we will see
some new business addition in our
turnover.
18. Sparkling Knit Fabric:
As a fashion concept, we adopted
this quality that was connected
with past experiences of metallic
yarn feeding in circular knit
machines. RD tried to remove
the fear ness of metallic yarn
causing high corrosion of needle
of knit machines and faulty
performance in fabrication. Our
initiatives were (a) Sharing post-
experience of 2008 to boost
the confidence; (b) Core study
and sourcing better metallic yarn
quality to grow up their better
understanding; (c) Source better
metallic yarn suppliers during the
exhibition in Shanghai, China; (d)
Collect some metallic yarn qualities
during the exhibition in China
as a non-investment policy; (e)
Expedite development activities
of this quality fabrics for different
buyer requirement like CA; (f)
During the development phase,
maintained a higher standard
relationship with the supplier
to receive better support for
development, we acted like supply
chain responsible person; (g) We
received 1st bulk order from CA
where we were involved every
step for perfect execution. Then
we received successive orders
from CA, Target AUS, TAO and
so on. Then we also explore
this sparking concept by using
Angelina yarns, glitter yarns in all
types of fabrication and now we
have a very wider fabric range.
Still, there is huge prospect of new
business especially ladies' wear for
upcoming seasons.
19. Synthetic Knit Fabric:
Interestingly, the RD team is fond
of sports and they had a keen
focus on sportswear. From the
beginning, RD took initiatives to
develop all man-made fiber yarn,
especially polyester and nylon. We
developed sportswear samples
by following trend forecasts with
easy reaching materials. We
worked for a bunch of initiatives
like CD-SD Polyester, FDY, DTY,
SIM, HIM, NIM, COOLMAX,
T-400, NYLON-6,6, NYLON-6,
COOL FEEL NYLON, Thermolite
yarn, COOLMAX All Seasons,
Tri-lobal, Space dyed polyester
etc in different types fabrication.
Gradually, we enriched our
available stock that also extend
our diversified developments fiber
to fashion. Simultaneously, we
displayed and send our fabrics and
samples to multiple buyers. Again,
CA customer placed first bulk
order with polyester filament yarn
fabrics as a sportswear. Following
year Auchan buyer start their
sportswear business with Masco
after reviewing fabric strength and
garments sample quality in this
segment. Now, this range could
be another cash cow in Masco
Business.
20. Fluorescent Dyed Fabric:
This is the extension of synthetic
knit fabrics development.
It is a market focus fabrics
category which focused on
mostly ladies and kids wear. We
sponsored different types of
fabric development to enrich our
collection to catch up customer
attention. It was more focused
while we were developing, but
still, this quality is not remarkable
in our business reflection. Here,
the Marketing RD team need
mutual efforts to reach our goals.
Plaited Knit Fabric (2 Ply, 3 Ply):
21. Small Structured Knit Fabric:
We defined, extended and
explored the closest structural
fancy fabrics like Lacoste and its
derivatives. We also implemented
all these initiatives considering
structural, fancy fibers, fancy
spinning, fancy wet process,
special finishes and treatment into
fashion apparel developments as
per trend requirements. These
due procedures are able to grab
our promising customers attention
for placing polo types styling.
22. Structural Single Jersey:
23. Structural Single Jersey
(Vertical Stripe, Check Effect,
Diagonal Square):

|
24. Structural Single Jersey
(Diamond Effect, Cord Effect,
Decorative Jersey):
25. Structural Single Jersey (Twill
Effect, Puffy Effect, Decorative
Jersey):
26. Structural Single Jersey (Stripe
Effect, Crepe Effect):
27. Structural Single Jersey (Semi
Jacquard):
This portion is the most
prospective part for any project in
Bangladesh. We also considered
and fixed target field to take
so many types of initiatives.
Basically, it’s the easiest field to
implement initiatives and see
the result faster. After that these
will touch and enrich other fields
as premutation combination
effects. Its easiest because
resources are ready and big, so
transformation is comparably
easy and impact is greater than
any other development area. We
implemented lots of improvised
structural design like vertical
stripes, structural stripes, square
effect, crepe effect, wrinkle
variations or smocking, knitted
seer suckers, popcorn, back side
rope, bubble and puff up, prick,
zig-zag, twill, back lace and back
3D, gathering, sweater look bulky
crepe and most fancy structure
like jacquard fabrics having lots
of motives, nokshi etc. We also
applied different types of yarns like
ACY yarn, water soluble yarn, mix
count, different fiber content with
the combination of different yarn
dyeing, solid dyeing and finishing
processed for squeezing up to
get maximum possible outcomes.
From these huge initiatives, we all
together grew up and get ready
for further level.
28. 3-Thread Fleece:
29. Polyester Binder Fleece:
30. Fancy Spinning Fleece:
31.
Polyester Binder Fleece, Heavy
Weight Fleece, Velour:
32. Structural Fleece:
33. Knit Diversified Fleece:
34. Loop Design Fleece:
35.
2-Thread Fleece, Fancy
Fleece:
We started remarkable Polyester
binder 3-thread fleece business
with HM with the support of
outside Laffer brush machines
from 2019. Gradually Polyester
binder 3-thread fleece business
has become one of the highest
required fabric qualities in Masco
after spreading through multiple
buyers and successively we have
been blessed with two best quality
brush and shearing machines.
Still, we have been doing for lots
of issues like lower fiber migration
to be improved and there is huge
opportunity in upcoming business.
In addition, Velour fabric become a
very new addition to our business.
A transformation work has been
done from a single jersey machine
to velour set up by changing the
primary elements like needles,
sinker and so on. Meantime, we
did development for different
customers like Otto Intl. CA
and Lindex. First order received
from Lindex Cubus, following
Kappahl.
36. Waffle Double Jersey:
Luckily, RD found few

| PAGE 32
developments in waffle fabrics,
expedite more and more various
types of waffle development
and requested merchant for
further communication with the
customer directly for a higher
range of commercial acceptance.
In this way, we started successful
execution of the first bulk order
from Target AUS in 2017 and
continued with multiple buyers.
Now, Waffle and its derivatives
have become a good bunch of
fabrics for additional business.
37. Variegated Needle Drop Rib:
38. Regular Needle Drop Rib:
39. Fancy Needle Drop Rib:
A small change in elastane yarn
feeding guides or yarn paths
i.e. elastane feeding along with
the main yarns just changed our
capacity and capability in a huge
dimension. Previously, we were
just doing very common ranges
of rib. After that, we utilized the
same machines for unlimited
diversification of rib fabrics. It’s
the maximum utilization of knit
machine capacity. Then we
promoted huge variations in
development like introducing
polyester filament quality, random
drop and structural design, Siro,
twisted and pleated techniques,
fiber variations and brush effects
in plain surface, bulky finished by
following fashion trend forecast.
. Now this segment becomes
a cash cow in Masco business.
It also promotes some new
categories of products like
women’s wear, leisurewear and
some special products for kid girls.
40. Vertical Stripe Double Jersey,
Mesh Double Jersey:
41. Cord or Ottoman Double
Jersey:
42. Bonded Interlock, Double Part
Fabric:
43. Ponte-De-Roma:
44. Structural Double Jersey,
Quilted, Spacer or Scuba:
Undoubtedly, double jersey fancy
is best opportunity to maximize
the profitability and promoting
higher SMV product range.
Specially, we would like to share
the best example of mesh or
eyelet interlock fabrics.
We learn a lot from each quality of
fabric like for (a) Cord or Ottoman;
Needed higher tensile strength
of yarn and set up appropriate
finish width of fabric, (b) Bonded
Interlock; Initial machine design,
set up and overall fabric quality
must be achieved, (c) Ponte-
De-Roma; This is special quality
for all types of active wears for
which initial machine design, set
up and overall fabric quality needs
to be achieved especially in heat
set stage, (d) Quilting, Spacer
or Scuba; we able to do initial
development upon purchasing
some additional machine devices,
that is mostly related to active and
outerwear. Hope each quality will
contribute a lot to the company’s
business.
This segment is now recognized
as the most researched, resulting
in higher SMV products and
knitting revenue (USD 1.00-2.50
instead of 65 cents). Furthermore,
the quality of these fabrics is
primarily related to winter clothing,
which filled our vacant capacity in

|
the third quarter of the year and
created a new opportunity.
45. Pointelle and Jacquard Double
Jersey:
We came to know from buyer
inspirations, trend analysis
and competitor strength that
pointelle rib has its unique product
range. We purchased pointelle
jacquard rib machines after doing
successive regular bulk orders
from multiple buyers.
Long way to go:
Still, we are much more behind
with our expectations. To achieve
a satisfactory level, we need to
work altogether. We would like to
notice the below topics, which are
more related to our strategy-
Faster Development processes:
Planning Software
RD has been trying to establish
very practical and accurate
planning software. We need
proper logistic support to make
it happen. I am sure if we can
improve our lead time for fancy
fabrics, then order turning will be
increased proportionally.
Technical solution for test
parameters: Technical Team
We took the initiative to act as a
bridge between developments
to bulk; we are trying to make a
database from which you all may
receive very functional data for
technical solutions and costing. We
need an IT solution over there. We
also feel that the most experienced
technical team has to play the most
effective roles regarding it
Double Follow up with buyers after
submission: Technical Team
A fabric hanger is not only a sheet
of fabric. Behind it, there are lots
of stories, our dedication and our
hard work. So after submission of
all fabrics quality, we may double
check with our respected buyers
to know their comments.
Focus for continuous sustainable
development: Technical Team
We are now at a certain level
of fancy fabrication and we are
getting such inquiries which we
developed 5 years back. So, we
should focus on the continuous
improvement part in this regard
and then surely, we will be the
gainer in long run.
Marketing Samples bunch
Up gradation: Technical team
involvement in Fabrics and product
marketing activities directly.
In a nutshell, Considering the
future development of this sector,
weakness in research activities
of the country, and national
strategy of non-investment policy
in research work compare to the
developed country, we would
like to share a combined and
effective concept in Research
and development field. It is Value
driven Central RD Concept, a
thought necessary for the RMG
industry of Bangladesh. It is like the
modern concept of City govt. for
the big and most modern cities.
It should have the capability to
play vital role like an independent
identity, having all related services.
i.e., small part (parallel) of full
phase organization into the mother
company. BGMEA should work on it
seriously and centrally for the further
planning of the RMG sector.

| PAGE 34
As a part of sustainable continuous
development, best practices
are always a key practicing area
for Marketing Merchandising
at Masco Group. Masco Group
always believes every small initiative
will add value to the company
account on a large scale.
If we summarize all the best
practices in Marketing and
Merchandising team, we can
conclude this into 5 major
segments mentioned below.
1.
Best Practices for Branding and
Marketing
2.
Best Practices for Process
Orientation Continuous
Improvement Plan (CIP)
3.
Best Practices for Savings or
Prevent Loss
4.
Best Practices to Develop
Corporate Cultures
5. Training and Initiatives
1. Best Practices for Branding and
Marketing: Branding and Marketing
is one of the key roles for the
Marketing and Merchandising
team at Masco Group. Below are
some examples working in this
area:
a. Visual Merchandising at Display:
This is a complete product library
to represent Masco Group with its
product category, entirely being
produced here. Customers get
Shohel Rana, Manager (Marketing Merchandising), Masco Group
Habibullah Vasani, Deputy Manager, Marketing Merchandising, Masco Group
An Inspiration Towards the Value Addition
Initiatives of Marketing
and Merchandising

|
keen to see the product strength
of a company very often, having a
visual look with its product range
and this display helps to represent
Masco Group in an easy and well-
presentable manner.
b. Profile (One Page): There
are various ways to represent
a company to the clients and
some of the important ways are
company video presentation,
Brochure, etc. which are required
a bit more time to go through. It
has been observed that peoples
get very busy sometimes to go
through any bigger documents
and looks for a shorter document
to have an idea about a company.
This scenario has been taken into
consideration by Masco Marketing
and Merchandising team which
put their effort to prepare a shorter
version of the company profile
within a single page having all
the summary information about
Masco Group which is very helpful
for anyone to go through very
quickly within a shorter period of
time to about this company.
c. e-Brochure: This is the
complete online version of the
company profile to know about
Masco Group. It’s like a flier
that is easy to share via instant
messaging. If anyone feels to
know about Masco Group in detail
and can invest some time, he/she
can go through this document
investing a bit more time to know
about the company in detail.
d. Events Exhibitions: As a
part of Branding and Marketing,
Masco Group organizes different
types of exhibitions to show the
capability of Masco Group to the
clients with the slogan ‘Know
Masco, Know Your Clients.’ Some
recent exhibitions are Product
Fair, Accessories Fair, Client wise
Attributes, Product Fest 1.0, etc.
e. Product Elevation: Fashion
world is changing continuously
and adaptation with the new
fashion line is one of the focused
areas of Masco Group. The
company always looks for the
missing products within its current
product ranges and adapts the
elevation of those products to be
aligned with the ever-changing
fashion industry.
f. Additional Approaches: Masco
Group always works with some
special approaches that have
an invisible role to enlighten the
branding image of the company.
Though these approaches are
not directly related to the services
or product quality of the apparel
industry, but these approaches
work as an ornament to be aligned
with the corporate world. Some
examples of such approaches are
Client’s calendar, Note Book/Diary,
Magazine etc.
2. Best Practices for Process
Implementation: Process
improvement is now an important
parameter for any industry rather
than doing the jobs as usual.
Masco Group always emphasizes
process development to cope
with competitive workflow in
the current world. There are lots
of examples of such process
improvement in Masco Group
which are linked up to ease the
Fashion world
is changing
continuously and
adaptation with the
new fashion line is
one of the focused
areas of Masco
Group. The company
always looks for the
missing products
within its current
product ranges and
adapts the elevation
of those products
to be aligned with
the ever-changing
fashion industry.

| PAGE 36
working process here. Also,
these process improvements
are playing a role to add values
in work positively. Some of the
examples of such process
improvements are Unique Format
of LC Acceptance Forwarding,
Order Visibility File, Unique Booking
Format of all the Accessories
Fabrics, Birds View for Light
Sources, Bulk Shade Checking
Standard Test Houses, Buyer’s
Info Book, Straight Line/Parallel
Line, RD Fabric Database, etc.
Each of the tools from these
examples has an impact to ease
the life and has the footprint of
value addition in the company.
Another most important base
of Masco Group is ‘Continuous
Improvement Plan (CIP)’ which is
practiced in Masco Group on a
large scale. As a small part of the
company, Masco Marketing
Merchandising Department has
formed several teams with some
specific agenda to work within
2022.
3. Competitive Costing Relevant
Cost for Customer
a. Optimizing Fixed / Considerable
Process Loss (Fabric Accessories):
Though it’s a regular practice
of Marketing Merchandising
to minimize the fabric and
accessories process loss but it
is done in a systematic way to
make it culture throughout the
department.
As all customers have a different
strategy like someone has the
extra shipment allowance or
someone hasn’t, depending on
that we have to make finalize
the fixed percentage of trims
accessories.
b. Training on Sewing Thread
Booking and Regular Follow-up
(Minimized Wastage%):
Earlier Masco Group had a big
sewing thread stock and top
management had a big concern
about that. For avoiding such
There are lots of
examples of such process
improvement in Masco
Group which are linked
up to ease the working
process here. Also, these
process improvements are
playing a role to add values
in work positively. Some
of the examples of such
process improvements are
Automated Format of LC
Acceptance Forwarding,
Order Visibility File,
Unique Booking Format
of all the Accessories
Fabrics, Birds View for
Light Sources, Bulk Shade
Checking Standard Test
Houses, Buyer’s Info Book,
Straight Line/Parallel Line,
RD Fabric Database, etc.
Each of the tools from
these examples has an
impact to ease the life and
has the footprint of value
addition in the company.

|
a traumatic situation, we have
launched a sewing thread
booking training program for
merchandisers.
Before launching the program, we
have taken specific data/thread
requirements against specific
operations/limitations/thread
classifications.
After taking the training program
we have done several trials
and then fixed the wastage
percentage with thread
consumption against operations.
We have prepared a training
module and also a sewing thread
booking format along with the
wastage percentage.
After completing the training
program, once we have installed
the program and followed up
since 2017, the result was really
outstanding and we can appreciate
sharing that with our clients.
c. Digital Pattern Dotted Marking-
Saving the Inks:
It’s a small initiative for saving
inks in CAD but the result was
outstanding. The average monthly
BDT 92k is now saving only for
that initiative.
d. Cad Project (to save fabric
consumption):
CAD project was initiated by
Masco Group Executive Director
Mahbub Milton with Merchandising
Team. It has worked like magic.
Now all the CAD are given within
the expected efficiency. Moreover,
checking efficiency in the CAD
consumption sheet is now a
culture for Merchandising team.
Facing the yarn hike since 2020
it’s the main challenge for the
RMG sector and this CAD project
is a real initiative to accept this
challenge.
4. Corporate Culture Development
and Training:
For enhancing the knowledge of
team members and also keep the
positive thought and motivations
Masco always arrange some
Corporate Culture Development
workshop and training program for
her employees.
a. Buddy Program- Every
organization has its own protocol,
system ethics. For a newcomer,
it’s very tough to cope in a new place
that’s why Masco started BUUDY
Program for making the working
place more comfortable, easier, and
understandable to newcomers.
b. Training- Masco Group believes
to improve productivity and cost
savings. To improve the morale of
employees and honesty, wastage
of time reducing accident
rates anyone needs a high class
of training. The company has
planned to provide no of training
programs for employees to
improve thyself which ultimately
gives a better result to company.
c. Masco Talk- It’s a platform
where Masco Leaders talk and
communicate company vision,
passion, goals, expectations,
future plans, and business
indications with others. Also, it’s an
open platform to discuss and ask
questions for guidance.
d. Festivals: For refreshment and
to give some excitement to daily
work, Masco always celebrates
all the occasions along with Yearly
Milon Mela, Pitha Uthsob, Fruit
Fest, Birthday Celebration, etc.
It’s a platform where
Masco Leaders talk
and communicate
company vision,
passion, goals,
expectations, future
plans, and business
indications with
others. Also, it’s
an open platform
to discuss and
ask questions for
guidance.

| PAGE 38
Spinning is a twisting technique to form yarn from
textile fibers. Spinning is the first step to convert
textiles fiber (Natural fiber, Man-made fiber, Synthetic
fiber) into yarn suitable to make clothing. Clothing
is substantial need among human’s three basic
needs of food, clothing and shelter. Archaeological
evidence attested that human was using cloths
20,000 years ago in the form of representation of
skirt. If we look into the history of textile spinning
development as follows-
In 1764 James Hargreaves invented the ‘spinning
jenny’ in Lancashire, England. The spinning jenny is
a multi-spindle spinning frame, and was one of the
key developments in the industrialization of textile
manufacturing during the early Industrial Revolution.
In 1769 Richard Arkwright invented the water-
powered spinning frame. Richard Arkwright, who
patented the technology in 1769, designed a model
for the production of cotton thread; this was first
used in 1765. The Arkwright water frame was able to
spin 96 threads at a time, which was an easier and
faster method than ever before.
In 1779 Samuel Crompton combined the two
systems in his ‘spinning mule’, was a combination of
the spinning jenny and the water frame. Crompton's
mule spun thread was of suitable strength to be
used as warp and finally allowed Britain to produce
good-quality calico cloth.
In 1828: Thorpe, Jenk and Mason created the
prototype ‘ring frame’. This was the first modern ring
spinning frame.
Figure 1: Spinning Jenny
Figure 2: Water-Powered Spinning Frame
Masco
Spinning
Suman Mir, AGM, Supply Chain Management, Masco Group
Craving the Way to Produce Highly
Value-added Diversified Yarn

|
In 20th Century, rotor spinning or open end spinning
along with vortex spinning development reached to
the peak.
Spinning industry growth are booming worldwide,
Bangladesh are no exception of this growth. In
Bangladesh, of the investment, 75 percent is in the
spinning segment, while the remaining 25 per cent
is divided amongst the weaving, dyeing, finishing
and sizing segments. Investors in Bangladesh are
highly enthusiastic in spinning sectors because of
more and more yarn demand from local garments
manufacturers, furthermore Bangladesh have skilled
workforce available at very competitive cost and
have gas generated electricity at very reasonable
price. In-addition, our domestic yarn demand
is increasing every year as locally sold clothing
items are also increasing with potential growth of
population.
Figure 3: Spinning Mule
Currently 433 spinning mills are running in production
with spindles capacity 13.43 million, rotor head 0.23
million with production capacity 2964 million kg. The
spinning mills currently manage to make use of 8.5
million bales of cotton annually, shows data from
the Bangladesh Textile Mills Association (BTMA), a
platform for entrepreneurs from the primary textile
sector.
Just earlier in 2021, around Tk. 1,900 crore was
invested in the spinning industry despite the ongoing
coronavirus pandemic, 26 new spinning mills
including expansions projects will go into operation
within the next two years, while some of the existing
millers plan to expand their capacities to meet the
growing demand. Market observers predict there
will be 2.5 million spindle newly installation within
2023 including fresh investment and existing project
expansions. As such, the industry will be able to
process 16 million bales of cotton within the next two
years. The addition of the new spinning capacity will
raise the investment in the primary textile sector to
nearly $11 billion from $10 billion.
Currently, local spinners can supply 80 per cent of
the raw materials required by the knitwear sector
and 40 per cent of the woven sector. So, local
spinners are trying to expand their footprint in the
market.
We, Masco Group, are planning to invest in spinning
sector in a big way under the name ‘Masco Cotspin
Ltd’, ultimately for 200k spindles along with a
Figure 4: Prototype Ring Frame

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