The manufacturing sector in India currently contributes 17% to the nation’s overall GDP. India has the advantage of a young and ambitious demographic dividend. Therefore, it aims to reach 25% of its economic output from the manufacturing sector by FY 2025-26. Several factors can fuel this growth: government initiatives, a young workforce, rising domestic demand, and global supply chain shifts. The textile industry plays a vital role in the manufacturing sector, contributing 13% to the overall industrial production. It is the country’s second-largest employer after agriculture. The industry plays a crucial role in job creation and warrants an in-depth study to identify the challenges and opportunities ahead.
To understand the sector’s unique challenges, the Foundation for Economic Development (FED) conducted a comprehensive case study. The study focused on Shahi Exports, India’s largest apparel manufacturer. FED is an organization focused on promoting sustainable economic growth through research, data-driven insights, and strategic partnerships. It aims to provide key stakeholders with the knowledge needed to address challenges and support development across industries. Shahi’s 50-year journey provides a valuable perspective on both the opportunities and challenges within the Indian textile industry.
FED’s Analysis of Shahi and its Manufacturing Roadmap
In the case study, ‘Shahi Exports: Stitching India’s Manufacturing Success,’ FED examines Shahi’s history, evolution, and strategies for navigating India’s manufacturing challenges. Shahi’s rapid and sustained growth, high employment rates, and prominent presence in this labor-intensive industry made it a focal case.
FED’s study highlights the challenges that limit India’s ability to leverage its demographic dividend in manufacturing. These include a strict and complex regulatory framework, lengthy compliance management, customs and trade barriers, and logistical constraints from a highly fragmented textile supply chain. Such factors make it difficult for large-scale manufacturers to thrive. FED’s study examines Shahi’s journey and the factors contributing to its growth. From a small home operation with fewer than 15 employees, Shahi has grown into a major employer. Today, it supports over 100,000 individuals, 70% of whom are women. Shahi’s emphasis on leadership management, high operational efficiency, and a commitment to people and the planet have stood out in FED’s analysis. Here are the identified practices that have driven growth:
Professional Management in leadership and decision-making
Operational Efficiency through Vertical Integration
Scaling operations across 8 Indian states
Worker-centric policies catering to career, health, and skill development
Industry-Research Collaboration and Actionable Insights
The FED study offers a comprehensive view of the industry’s unique challenges, comparing India with competitors like Vietnam and Bangladesh. It is a combination of academic and industry perspectives, bringing structured methodology and actionable solutions.
This study also serves as a reminder of the importance of industry partnerships. These partnerships lay a foundation for targeted actions that stakeholders can implement effectively. Building on these insights, the analysis provides a more holistic view of the opportunities that need the synergy of stakeholders across the private and public sectors. Key enabling conditions and ethical business practices can propel the Indian apparel and textile industry towards sustainable growth. To get a holistic view of the study’s insights, read the case study here.
Bharat Tex 2025, held at Bharat Mandapam, New Delhi from February 14-17, served as a crucial platform for industry leaders, policymakers, and innovators to converge and chart the course for the future of textiles. As a NextGen Partner, Shahi Exports played a prominent role, driving conversations around sustainability, technological advancements, and workforce development.
Prime Minister Modi’s Visit and Interaction
Honorable Prime Minister Shri Narendra Modi visited Shahi’s display and discussed the future of the textile industry with Harish Ahuja, Managing Director and Chairperson at Shahi Exports. They explored strategies to advance sustainability, technology, and workforce development.
Reflecting on the industry’s direction, Harish Ahuja stated, “The future of India’s textile sector lies in collaboration, innovation, and sustainability. Platforms like Bharat Tex provide valuable opportunities for industry and policymakers to work together. We appreciate the government’s initiatives and remain dedicated to contributing to this shared vision.”
The Prime Minister also had the opportunity to meet Harshwati, a worker trained under the Samarth scheme. Harshwati shared her inspiring story of transformation, demonstrating how skill development programs can create real employment opportunities. She explained how 40 days of free skill training empowered her to operate various machines and become a skilled worker at Shahi, giving her a sense of independence and pride. Expressing her gratitude, she said, “Mai SAMARTH se Samarth ho gayi hu (SAMARTH has empowered me).”
Government Engagement Underscores Collaborative Approach
Key government officials visited Shahi’s stall over four days. Shri Giriraj Singh, Minister of Textiles; Smt. Neelam Shamirrao, Secretary; Shri Rohit Kansal, Additional Secretary; Shri Ajay Gupta, Joint Secretary; and Shri Pabitra Margherita, Minister of State for Textiles engaged in discussions. These interactions reinforced the importance of industry-government collaboration to drive growth and innovation in textiles.
Bringing the Manufacturer’s Perspective to Industry Panels
Our leaders participated in key panel discussions addressing industry challenges and opportunities.
Harish Ahuja discussed manufacturing growth at ‘Scaling up Textile Manufacturing in India: Grabbing Opportunities, Addressing Challenges’ by KPMG.
Anand PB, Director, Corporate Affairs, explored investment opportunities at ‘Unlocking Karnataka’s Growth Potential: Investment Opportunities in a Progressive Ecosystem’ by the Karnataka State Government.
Anant Ahuja, Director of ESG and Sustainability, spoke at ‘Sustainable Futures: Collaborative Pathways’ conducted by NIFT.
These sessions brought a range of partners and key stakeholders together from across the supply chain to discuss critical aspects of sustainability, supply chain complexities, industry roles in decarbonization, and government collaboration.
Shahi’s NextGen Display: Innovation and Legacy
Shahi’s stall embodied its legacy of excellence and its next-gen approach to manufacturing. The Milestones Wall illustrated key achievements, mapping the company’s journey in the textile industry. The product display featured cutting-edge fabrics designed for both innovation and environmental responsibility. As a NextGen Partner, Shahi continues to push the boundaries of textile manufacturing, integrating tradition with modern advancements.
At the Sustainability Pavilion: A Five Elements Approach
Inspired by Prime Minister Modi’s vision for Mission LiFE—”Mission LiFE borrows from the past, operates in the present, and focuses on the future”—the Sustainability Pavilion depicted initiatives by Indian industries that resonate with the five elements. Shahi demonstrated its commitment to representing the element Fire (अग्नि), signifying Energy and Transformation to this vision. Empowering employees through transparent grievance redressal systems and multilingual communication reflects our commitment to the energy of transformation, driving innovation and collaboration.
Bharat Tex 2025 provided valuable engagement with policymakers, industry leaders, and stakeholders. We are grateful to all visitors and partners for their insightful discussions. Looking ahead, Shahi remains dedicated to innovation, sustainability, and strengthening India’s position as a global textile leader.
We are excited to launch the third edition of our sustainability report, ‘Moving the Needle: Adapt, Impact, Inspire.’ In FY 2023-24, we focused on adapting to change, driving impact, and inspiring efforts across the value chain.
This year, we have deepened our dedication to sustainable practices for both people and the planet. We’re advancing environmentally conscious actions across our operations to ensure a circular value chain.
Anant Ahuja, Director of ESG and Sustainability at Shahi Exports, said,
“The Sustainability Report has allowed us to track our progress more closely and reflect on both our immediate and long-term strategies. Many of the sustainability challenges the industry faces require innovative solutions, and the data in this report enable us to better understand where to accelerate our innovation efforts and where we are making measurable progress.”
Key highlights from the report:
TO ADAPT:
Our journey of adaptation aligns with industry shifts and environmental sensitivities, leading to strategic enhancements in governance and operations:
Established a dedicated governance team in FY 2023-24 to uphold accountability.
Partnering with next-gen material and dry processing innovators. We ensured that 50% of the materials we use fall under the sustainable category.
Adapted to the evolving legislative landscape as our Knits Processing Division became one of India’s first mills to undergo the Yarn Ethically and Sustainably Sourced Assessment.
Scaling our flagship digitization project, ‘Trakwel’, across factories.
TO IMPACT:
Our efforts aim to create a positive impact on our workforce, communities, and the planet. In FY 2023-24, we implemented key initiatives to enhance sustainability and social responsibility, achieving meaningful outcomes:
People:
Achieved 106% of our STITCH program supervisor training goal.
Reached 106% of our goal to train women in Gap Inc. P.A.C.E.
Surpassed training goals with 110% completion in BSafe- Grievance Redressal Mechanism awareness.
Reached 98% of skill development targets with local communities.
Reached 20,590 mothers and children under our Maternal and Child Health and Nutrition services, meeting 137% of our goal.
Introduced EWASE (Empowering Women at Shahi Exports) to champion gender equality and support women in advancing to leadership roles.
Planet:
Achieved 100% coal phase-out in one of our mills.
Scored 68.92% of verified Higg FEM Index Version 4.0 score against a global avg of 48.08%.
Achieved 78% recycled water usage for industrial purposes in our textile mills
100% of the dyes and auxiliaries used in our production processes are ZDHC MRSL compliant.
Achieved a CDP score of ‘B’ compared to the global average of ‘C’.
TO INSPIRE:
A key objective is to inspire industry-wide change and elevate standards for environmental and social responsibility. To advance this goal, we’ve partnered with leading organizations:
Fashion Pact: Serving on the Fashion Pact Steering Committee, we engage and collaborate on critical industry and environmental issues. This helps us share a supply chain partner’s perspective and learn from the industry’s best practices.
Transformer’s Foundation: Collaborated with The Transformers Foundation and peers like Epic Group, Simple Approach, and Norlanka to create An Apparel Supplier’s Guide to Key Sustainability Legislation, outlining 12 upcoming laws in the US, UK, and EU.
Fashion Producer’s Collective: Serving on the Producer Committee to amplify producer voices, share knowledge, and drive sustainable fashion leadership.
International Apparel Federation: Joined the federation to strengthen sustainable supply chains, industry standardization, and inclusive solutions.
Harish Ahuja, Managing Director and Chairperson of Shahi Exports, said,
“As we enter our 50th year, we’re excited about what lies ahead. Our roadmap focuses on diversifying our product portfolio, prioritizing sustainability, and investing in our people. We look toward a more circular future as we remain steadfast in our role as catalysts for change.”
New Delhi, November 12, 2024: Shahi Exports, India’s largest apparel manufacturer and exporter, announced a significant rebranding initiative as it celebrates its 50th anniversary. This milestone marks a new chapter for the company, reaffirming its commitment to ethical practices, sustainable innovation, and empowering its workforce.
Founded by Mrs Sarla Ahuja in 1974 from a small home set-up, Shahi has grown to become one of the world’s most trusted apparel manufacturers. Today, Shahi has over fifty factories across eight Indian states and 80% vertical integration of the garment-making process.
Crafting a New Identity
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The brand refresh introduces a new visual identity encapsulating Shahi’s spirit and persona. The new logo features a gradient color palette, shifting from teal to purple, and symbolizes clarity, stability, and wisdom. The spark on the “i” is a testament to its commitment to excellence and a zeal for innovation.
The new tagline, “Manufacturing with a purpose,” is a nod to the depth of purpose that has been Shahi’s North Star for the last 50 years.
The refined mission statement reads, “We are a one-stop manufacturing destination that invests in people and the planet. Our story goes beyond just fashion – we champion ethical practices, empower our employees, and drive sustainable innovation in the global apparel and textile industry.”
Harish Ahuja, Managing Director and Chairperson of Shahi Exports, shared,
“As a brand, for 50 years Shahi has been tirelessly committed to building and maintaining the trust of everyone who we work with. With an uncompromising dedication towards the quality of product and service, we have been lucky to have gained a globally trusted position as an ethical apparel manufacturer. In celebration of our milestone 50 years, this rebranding is a testament to our journey and commitment to sustainable fashion. We are proud to say that our new brand identity captures and reflects our values and our vision for the future.”
At Shahi, we believe in sharing our experiences and learning with all the stakeholders in the fashion industry and beyond. This is an ongoing post to share insights from our speaking engagements in 2024. Read insights from previous years’ engagements: 2023, 2022.
4 September | Innovation and Technology Symposium 2024
Anant Ahuja, Director of ESG and Sustainability, participated as a speaker at the HKRITA – The Hong Kong Research Institute of Textiles and Apparel Limited’s I&T Symposium 2024. The symposium explored turning lab innovations into real-world applications that drive meaningful change across fashion and textiles.
Anant’s session on ‘Scaling Innovation in Textile Manufacturing’ highlighted Shahi’s collaborative efforts with HKRITA in developing Aborboost- a cellulosic superabsorbent polymer (C-SAP) made from cotton textile waste. This development underscores the need for a closed loop in textile waste management systems that help farmers and the environment.
30 August | Indian Manufacturing Leadership Forum
Anant Ahuja attended the International Manufacturing Leadership Forum, organized by the Federation of Indian Chamber of Commerce (FICCI). The forum focused on strengthening India’s manufacturing competitiveness. Industry leaders gathered to discuss challenges and strategies that can position India as a global manufacturing hub.
The discussions explored actionable steps to advance the Make in India vision. Participants also called for supportive government policies. The event emphasized collaborative efforts essential for building a robust manufacturing ecosystem that boosts India’s global economic standing.
23 August | Finance Leadership Dialogue
Mayank Kumar, CFO of the Ladies Speciality Division (LSD), represented Shahi at the second edition of the Finance leadership dialogue hosted by the Financial Express in association with Oracle.
The dialogue saw an exchange of ideas on ‘Technological Innovation Changing Financial Landscape.’ Several industry leaders came together to discuss the impact of technology in a digital-first era. They explored the shifting nature of a CFO’s role, emphasizing the incorporation of innovation and analytics by the businesses. The dialogue aimed to foster collaboration to address key challenges and identify opportunities in today’s evolving financial landscape.
5 August | The Good Business Forum: Redesigning the Bottom Line
Shahi participated in ‘The Good Business Forum: Redesigning the Bottom Line’ event organized by Good Business Lab at the Bangalore International Centre. The forum brought together industry leaders and innovators to explore the impact of worker well-being on global competitiveness.
Anant Ahuja opened the event with a keynote on sustainable practices. Shahi’s involvement extended to two panels. Senior GM Chitra Prasad joined the panel titled ‘Shared value creation requires co-designing with stakeholders’, discussing collaborative designs for behavioral change with peers from RISE and TATA Motors.
In another panel, ‘Worker voices empower business transformation’, Shahi’s S.R. Divya, Operator, and Shabana Banu, IE Assistant, shared their insights, underscoring the importance of worker voices in the evolution of a business.
28 June | Stitching Sustainability: Change With Every Thread
Kritika Chauhan, Manager of ESG & Innovations, participated in a panel discussion at the “Stitching Sustainability: Change With Every Thread” event organized by Saahas and GIZ. She spoke about Shahi’s waste management and circular models for textile waste.
Kritika emphasized the importance of R&D, innovation, and embracing recycled materials along with the potential of bringing new technologies to India.
The event focused on sustainable practices in the textile industry, exploring opportunities and charting a path forward.
27 June | GBL X SLCP | Human Rights Due Diligence: Impacts and Opportunities for Indian Suppliers
Srinivasa Rao Venkatesh, Chief Compliance Officer, attended a panel discussion on Human Rights Due Diligence: Impacts and Opportunities for Indian Suppliers along with the speakers from GBL, SLCP and Gokaldas Exports.
The panel emphasized supporting suppliers and understanding their perspectives, highlighting the role of social compliance tools and grievance solutions in meeting requirements and fostering business success. They underscored the transformative impact of effective communication with workers and grievance redressal mechanisms on organizational change and benefits.
Mr. Rao mentioned transitioning from diversity to convergence to improve due diligence. Shahi established a governance team to oversee worker risk, health, safety, and compliance, leading to the development of Inache, a platform aligned with global standards for worker empowerment.
14 June | TESCO Supplier Summit 2024
Shahi attended the Tesco Supplier Summit in Bengaluru, where we actively engaged in key panel discussions. Chitra Prasad, Senior General Manager of Organizational Development, shared valuable insights on gender, supply chain, and labor agency management. Additionally, Puja Tickoo, Executive Vice President of the Ladies Speciality Division, discussed Shahi’s commitment to responsible business growth by integrating environmental sustainability into all stages of production.
22 May | Global Fashion Summit 2024
Our Managing Director and Chairperson, Harish Ahuja, represented Shahi at this year’s Global Fashion Summit: Copenhagen Edition, presented by Global Fashion Agenda.
In the panel discussion, ‘Collective Financing Models for Climate,’ he underscored the universal challenge of decarbonization and highlighted the potential learning from other industries to gain valuable insights. He emphasized the necessity of collaborative solutions in the fashion sector, including alignment on decarbonization goals.
Harish stressed the need for brands and retailers to collectively finance research and innovation to address unsolved challenges, such as renewable energy storage and efficient order placement to prevent overproduction.
Venkat Rao, Chief Compliance Officer, participated in the panel ‘The SLCP Process & System’ organized by the Social & Labor Convergence Program. The panel discussed the SLCP process and system, covering topics such as the assessment process, timeline, and how to effectively navigate and maximize the use of the Gateway and Accredited Host platforms.
6 April | ‘Sustainability: Balancing People, Profits, and Planet’ hosted by Shiv Nadar Institute of Eminence (SNIoE)
Anant Ahuja, Head of ESG, participated at the Annual Economics Conclave – Iqtisadiyyat’24 hosted by Shiv Nadar Institute of Eminence (SNIoE).
In his keynote address on ‘Sustainability: Balancing People, Profits, and Planet,’ he discussed integrating sustainable business practices within manufacturing industries, highlighting the necessity of balancing profitability with responsible operations for the well-being of people and the environment.
01 March | ‘Traceability Pilots in Indian Cotton Supply Chains: Lessons for Sustainability and Due Diligence’panel by the U.S. Department of Labor
Kritika Chauhan, AM, Communications & Sustainability Innovation participated in a panel ‘Traceability Pilots in Indian Cotton Supply Chains: Lessons for Sustainability and Due Diligence’ organised by the U.S. Department of Labor.
The panel discussed how technologies can support labor due diligence, with a focus on additive product tracers and isotope testing. Sharing the key learnings from the STREAMS traceability pilots, Kritika shared that as the first mill to implement YESS, Shahi looked forward to exploring complementary technologies and future advancements.
28 February | Masterclass organised by Good Business Lab
Deepak Rautela, Associate Vice President, Training & Organizational Development, spoke at the Masterclass on “Enhancing Business Gains through Worker Communication” organized by Good Business Lab at Bharat Tex 2024. He was joined by Lavanya Garg, Director, Strategy, Partnership, and People Operations at Good Business Lab, and Renukaprasad B, Senior Manager of GBL Ventures.
He shared insights on the transformative impact of Inache, an anonymous and digital grievance redressal tool, from the use-case experience of Shahi and how it has helped improve worker communication from the shop floor.
28 February | ‘Redefining Natural Fibers: Collaboration for High-Value Products’ panel at Bharat Tex 2024
Gauri Sharma represented Shahi at a panel discussion on ‘Redefining Natural Fibers: Collaboration for High-Value Products’ at Bharat Tex 2024. She shared, “Innovation in sustainable materials faces hurdles in scaling up due to certification costs and performance expectations. Alongside sustainability, we need to focus on performance and added benefits to the consumer. Supporting innovations emerging in India, especially in the transition from pilot to commercial stage, requires collective efforts from both industry and government.”
28 February | ‘Doing Business in India’ panel organised by Invest India
Anant Ahuja, Head of ESG, participated in a panel ‘Doing Business in India’ organised by Invest India at Bharat Tex 2024. He highlighted the role of manufacturers in advancing sustainability, emphasizing the importance of collaboration across the supply chain to achieve decarbonization, use sustainable materials, and address other key sustainability goals.
The panel aimed to drive growth and elevate India’s global competitiveness in textiles, making it an attractive destination for investment.
27 February | Vision 2047 in Textiles
Harish Ahuja, Managing Director and Chairperson represented Shahi at a panel titled ‘Vision 2047 in Textiles’ hosted by NITI Aayog at Bharat Tex 2024. He shared his views on achieving the vision of making India the world’s largest textile hub. He mentioned, “As a roadmap ahead, the Indian textile industry’s primary vision should be to have a systemic approach toward sustainability to boost the global value chain. By focusing on building a robust value chain, enhancing infrastructure, scaling economies, and prioritizing quality, we can reignite India’s growth in textiles, propelling us towards Atmanirbhar Bharat (self-reliance).”
26 February | CXOs Roundtable at Bharat Tex 2024
Shahi participated in an exclusive CXO Roundtable organized by KPMG at the Bharat Tex, which facilitates collaboration with industry peers on strategic initiatives. Harish Ahuja, the Managing Director and Chairperson, represented Shahi at the roundtable.
The panel discussed the steps India needs to take to reduce reliance on imported raw materials. Other takeaways included focusing on scale, sustainability, and quality to make India a global manufacturing hub for textiles and apparel. He shared, “Through collaborative platforms and a focus on operational efficiency, the textile industry can drive innovation and sustainable growth. Smart automation and cutting-edge technology, empowering women, and accessing global markets are key strategies for success in the sector.”
21 February | OECD – OCDE Forum on Due Diligence in the Garment and Footwear Sector
Anant Ahuja, represented Shahi at the OECD – Forum on Due Diligence in the Garment and Footwear Sector. In the panel, ‘More than just paperwork? He highlighted the role of certifications in due diligence as a supplement to compliance with standards, driving improvements, and addressing challenges in the supply chain.
20 February | ‘Mill Conformance with Due Diligence Requirements – The Good, the Bad, and the Ugly’ at the OECD – OECD Forum
Kritika Chauhan, Assistant Manager, Communications & Sustainability Innovation, was a panelist on ‘Mill Conformance with Due Diligence Requirements – The Good, the Bad, and the Ugly ’ by the Organisation for Economic Co-operation and Development (OECD). She shared Shahi’s experiences in understanding, meeting, and assessing the requirements of the YESS due diligence standards. She also explored strategies to scale due diligence efforts to address potential and actual forced labor risk.
19 February | Moderated Panel Discussion at the OECD – OECD Forum
Anant Ahuja moderated a session by Better Buying Institute at the OECD—OCDE Forum on ‘Empowering suppliers and supporting buyers in using data to accelerate purchasing practices improvements’. The panel discussed obstacles hindering the acceleration of purchasing practices and explored strategies for utilizing BBI data to address these challenges and promote optimal practices for driving change.
The speakers on the panel were Marsha Dickson from Better Buying Institute, Michael Levine from Under Armour, Nikhil Hirdaramani from Hirdaramani Apparel, Pat Noonan from SanMar Corporation, Stanley Szeto from Lever Style, Marc Beckmann from GIZ-FABRIC, and Janet Mensink from SLCP.
14 February | Supplier Journey with Walmart
Anant Ahuja, spoke at the Walmart Growth Summit 2024 in a panel titled ‘Supplier Journey with Walmart.’
He discussed Shahi’s journey with Walmart, highlighting our collaborative efforts. He stated, “Our supplier journey with Walmart spans over three decades. Their commitment to innovation and sustainability drives us to continuously improve, aligning perfectly with our values. By investing in the supply chain, we aim to grow the positive impacts our business can have.”
As we mark 50 years, we reflect on a journey defined by purpose—one that has guided us beyond fashion and business. Over the years, Shahi has grown into more than just a /manufacturer; we have become a company driven by innovation, sustainability, and a deep commitment to empowering people. This journey began with the vision of our founder, Mrs. Sarla Ahuja, whose dedication and hard work laid the foundation for our growth.
Her focus on excellence and attention to detail continues to shape our approach toward our work today. As we look ahead, we remain committed to a sustainable, purpose-driven path, learning from our experiences and always striving to do more.
Our Approach to Growth
Shahi’s journey started with a simple home operation, with just Rs. 5000 as initial capital. From the beginning, the company embraced a mindset of constantly asking, “What more can we do?”
This approach guided us through early challenges and paved the way for growth, starting with our first factory at Ranjeet Nagar in New Delhi. As we scaled our production, we expanded to Okhla and then to Faridabad, continuing to expand our operations and meet the emerging needs of the garment industry.
Woven products, however, are highly seasonal. In the markets in which our brands operated, Shahi saw an opportunity to foray into the Knitted apparel space. This led to the creation of the Knits Division in 2001—a logical step that helped balance our operations. What began with a small office under a tree in Tiruppur soon became essential to our growth, opening up new markets and strengthening our presence, particularly in South India.
By 2005, Shahi was incorporated as a private limited company, a key milestone in our journey. At the same time, we strategically refined our operations by demerging woven operations into two divisions: Ladies Specialty Division (LSD) and Mens and Bottoms (MNB). Alongside the Knits Division, these independent units were given the flexibility to innovate and adapt to market needs while always staying true to Shahi’s core values of continuous improvement and quality standards.
From Yarn to Excellence: Driving Vertical Integration
In 1996, Shahi took a decisive step by establishing its first mill, Sarla Fabrics Ltd. (SFL), in Ghaziabad. What began as a small operation with just 100 workers, SFL set the foundation for our vertical integration strategy. Over time, we expanded to four mills, increasing our capacity to weave 86 million meters and knit 144 megatons of fabric annually.
With the expansion, the journey was about transforming the way we approached manufacturing. The ability to control the entire process, from yarn to finished fabric, became essential to maintaining the quality, speed, and traceability our clients expect. Vertical integration allowed us to boost efficiency and ensure consistency.
We didn’t just stop at manufacturing apparel— we developed strong capabilities in product design with 3D and VR tools and an accredited lab. We created a seamless process that not only delivers precision but also ensures each garment embodies the quality and innovation Shahi is known for. Today, this approach has made us a one-stop manufacturing destination, capable of meeting the evolving demands of the global apparel industry while maintaining our commitment to excellence and sustainable growth.
Pioneering Sustainable Practices
In 2010, Shahi embarked on a new chapter with the launch of our Denim Division. Given the resource-intensive nature of denim production, this expansion pushed us to think differently and adopt more sustainable practices. One of the key initiatives was rainwater harvesting, which helped to conserve resources. A couple of years later, we became one of the first to adopt the HIGG standard and Zero Discharge of Hazardous Chemicals (ZDHC) program.
By 2018, we saw an opportunity to expand our sustainability efforts even further. We invested in solar power projects in Karnataka’s Bellary and Bidar districts to reduce emissions and transition toward renewable energy. These solar plants, combined with our wind energy, now meet 70% of Shahi’s energy needs with a goal to achieve 100% by 2026.
As we continued progressing, the next logical step was tackling waste and moving towards a circular fashion model. In the same year, we worked on the “Arth” collection with C&A, which achieved Cradle to Cradle Certified® Gold status. This collection marked a milestone in our efforts to close the loop in fashion production.
These initiatives laid the groundwork for the ‘Responsible for People and Planet’ framework. The framework is a holistic approach that weaves together our environmental and social strategy. Every step, from water conservation to renewable energy and circularity, drives a single goal: to create a sustainable future that benefits both the planet and its people.
Investing in People
Our founder believed in the power of skill training to transform lives. Capacity Building empowers people to make a living, drive aspirations, and influence the community around them for good. In the early years, she trained women who were seeking jobs. Mrs. Ahuja would guide them in managing finances, investing in their children’s education, and securing their future. To further support financial independence, Shahi was one of the first factories to introduce ATMs within its factory.
As we grew, we realized the potential of this industry for social impact, with the entry barrier being as low as 60-90 days. Our experience positioned Shahi as a strategic stakeholder in the Textile Sector Skills Council and schemes like the Deen Dayal Grameen Kaushal Yojana under the Ministry of Rural Development.
Since 2013, Shahi has set up over 100 skill centers across 11 Indian states, training more than 51,000 women and youth. We took our founder’s mission a step further by becoming the first manufacturer to pilot Gap Inc.’s Personal Advancement and Career Enhancement (P.A.C.E.)¹ in 2007. We have trained over 86,000 women in essential soft and life skillslike communication, financial management, and work-life balance.
Worker well-being at Shahi is backed by collaborative research programs. Our dedication to evidence-based decision-making is reflected in all employee well-being programs. Our partnership with Good Business Lab (GBL)led to the introduction of Inache, a multilingual, anonymous grievance tool that ensures safe and secure employee feedback.
As we look to the future, we remain steadfast in building a knowledge base for worker well-being and business growth. With a workforce of over 100,000, 70% of whom are women, Shahi continues to go above and beyond, fostering an environment where every individual is supported, empowered, and valued.
Looking Beyond
As Shahi marks 50 years, we reflect on a journey defined by more than just growth—it’s been about challenging norms, pushing boundaries, and driving meaningful change. A commitment to experimentation has marked our legacy. In the competitive garment manufacturing sector, where stagnation is not an option, Shahi has always embraced new ideas.
We choose to see an opportunity in the garment sector, where high attrition is often seen as inevitable. We are committed to reimagining the workplace, creating a space where our employees can thrive.
As we look to the future, we are guided by the same ethos that has shaped our past—continually asking, “What more can we do?” With that, we are ready to shape the future of fashion and beyond.
¹ Gap Inc. P.A.C.E. is now RISE:Reimagining Industry to Support Equality, an initiative that brings together the four largest women’s empowerment programs in the apparel industry—BSR’s HERproject, Gap Inc. P.A.C.E, CARE International, and Better Work—to build upwards from proven approaches, scale impact, and improve efficiency.
Remember that feeling of staring out the window during a class, your mind a million miles away, sketching fantastical machines or spaceships in the margins of your notebook? Those doodles, fueled by childhood curiosity, held the potential for a future astronaut, engineer, or inventor. But sometimes, the traditional classroom setting might not fully capture that spark. It could be the marks or your mind on a wild goose chase for that formula!
In India’s bustling schools, where millions of young minds hold the potential to revolutionize the future, fostering a love for STEM (Science, Technology, Engineering, and Mathematics) presents unique opportunities.
The Heightened Demand for STEM Skills
STEM skills, in particular, are experiencing a surge in demand across various sectors. Industries across the board, from manufacturing and logistics to finance and marketing, rely heavily on a strong foundation in STEM disciplines. From complex data analysis in finance to intricate calculations in engineering, a strong foundation in STEM concepts is becoming increasingly crucial for success in the modern workplace.
Is India Meeting the Demand?
School education forms the foundation of India’s workforce. 86% of India’s labor force has education up to Class 12 or below. Around 36.3% of boys in the 14-18-year-old age group enroll in STEM streams, with a lower enrollment rate of 28.1% among girls. Most of the young people in this age group enroll in the Arts/Humanities stream, comprising 55.7%. While the exact demand for STEM professionals varies by industry, these statistics suggest a potential shortage. India has a vast young population, but it needs to equip them with the necessary skills to thrive in a technology-driven world.
Why Foundational Years Matter
The early years are a time of immense intellectual growth. Children are naturally curious explorers, eager to understand the world around them. By providing engaging and interactive experiences, we can equip them with critical thinking, problem-solving, and collaboration skills – foundational skills that benefit them not just in science and math classrooms but in every aspect of their lives.
However, the road to a robust STEM education system in India is not without its hurdles. A staggering statistic reveals that one in four schools in rural India lacks basic facilities. Many of these schools miss essential resources, such as laboratories, which are crucial for effective science education. Furthermore, most initiatives in rural areas tend to focus on economic development and agriculture, often sidelining science education. The absence of basic amenities and a focus on other priorities hamper students’ ability to learn effectively and limit their exposure to practical, hands-on learning experiences.
Akshara: Inspiring Young Minds
Akshara: The school development project under Shahi’s Shikshanam Initiative seeks to partner with STEM Learning, a social enterprise to facilitate a unique way of teaching and learning STEM.
At Shahi Exports, Our commitment extends beyond mere business; it’s a shared vision to empower the next generation. We understand the critical role STEM education plays in fostering innovation and building a skilled workforce. The Akshara program is a fantastic initiative that equips young minds with the scientific knowledge and critical thinking skills necessary to thrive in the modern economy.”
– Alagappan R, COO, Knits Processing Division
This innovative program encourages the building of mini science labs in government schools equipped with materials to explore over 80 modules in foundational STEM concepts. Imagine a classroom transformed – a vibrant hub where children can build circuits, conduct experiments, and explore the wonders of science firsthand!
Since 2021, Akshara has provided access to STEM Learning 24 Mini Science Centers to 5300 students across Government schools in rural Karnataka. We aim to reach 6000 students by 2025.
Do-It-Yourself (DIY) projects bring an exciting dimension to STEM learning. It brings concepts to life where students can hold tools in hand and transform simple materials into working models. For example, Tangrams— a Chinese puzzle made from geometric shapes. Students cut colorful sheets into five triangles, a square, and a parallelogram, then combine these pieces to form various shapes. Tangrams are a great way to develop problem-solving skills, spatial reasoning, and creativity. They can also help with hand-eye coordination and visual perception. As students build, test, and iterate, they develop a deep, intuitive understanding of science and math, turning abstract ideas into tangible realities.
Empowering Educators
The Akshara program understands that impactful learning requires more than just resources. That’s why the program goes a step further by providing dedicated support to teachers. Educators receive comprehensive training on how to make the most of the Mini Science Centre models, ensuring they can effectively guide students through engaging activities and experiments. Teachers believe students grasp science and math concepts more easily due to the models and optimized teaching time.
“Explaining concepts like motion and friction is difficult without demonstration. But the Science Center has transformed my classroom! Many biology models, like the Human ear and Human eye, help students understand these structures better. Seeing the excitement in my student’s eyes as they build and experiment with the Mini Science Centre models is truly rewarding.”
Tamanna Roshan, Teacher, Government Higher Primary School, Kanchanahalli.
86% of students reported that complex and difficult topics were explained more easily with the assistance of models, and 91% of students feel the teaching-learning process is more engaging and interactive with the Mini Science Center. *
The Real Impact
This commitment to both resources and teacher training has yielded impressive results. Studies have shown that students participating in similar programs demonstrate improved academic performance in science and math, increased analytical thinking skills, and a higher level of engagement in the classroom. The impact of the Akshara program itself is equally compelling. 87% of students found it easier to express their understanding, and 13% felt more confident applying concepts to real-life scenarios*. DIY activities enabled the students to apply their knowledge and turn these into skills they can explore further.
“The MSC lab makes me happy just by hearing its name. Before the Akshara program, science class felt boring. Now, it’s my favorite subject! I love building things and figuring out how they work. The Mini Science Centre models are so much fun, and help me understand the concepts better. The Day and Night model looked cool and gave me a clear idea of how day and night occur, which I only knew from theory in 5th grade. I love all the models in the school and enjoy spending time in the lab.”
Jayanth J S, Class VII student at Government Higher Primary School, Arekere
A Brighter Future
The impact of such programs can be profound. Consider a young girl, once curious about the world around her, who now lights up with excitement as she builds a tiny solar-powered car. This newfound passion for exploration can pave the way for future careers in science and technology or simply equip her with the critical thinking skills necessary to tackle any challenge life throws her way.
We are excited to explore how to make STEM learning even more engaging and empower the next generation of Indian innovators to take their doodles from the margins of their notebooks to the forefront of the future.
*Endline Survey Conducted by STEM Learning amongst students from 5th-7th Grade in 2023-24.
New Delhi, May 14, 2024: Shahi Exports, India’s largest apparel manufacturer and exporter, announced a joint venture with Little King Global, one of Taiwan’s premier synthetic sportswear fabric manufacturers. The joint venture is a part of the company’s expansion roadmap. This collaboration marks the birth of a state-of-the-art processing unit for synthetic performance fabrics strategically located in Shimoga, Karnataka. The venture will also boost employment in Shimoga, making Shahi one of the largest employers in the manufacturing sector in this region.
The production line is set to be fully operational by the end of this year, boasting an impressive initial production capacity of 500 tons per month. This capacity is slated to double in the future, reaching an ambitious 1000 tons per month.
Mr. Ramalingam T, CEO, Knits Division at Shahi Exports, said,
“This is an important step for us to expand our footprint and focus on enhancing our product portfolio. Our partnership with Little King Global is not just a venture but a commitment to our customers, assuring them access to the very best in class when it comes to synthetic fabrics. Our goal is continual improvement and relentless focus on product development as we continue growing and increasing the scale of operations. We also aim to contribute toward boosting employment generation across the country.”
With technology and expertise directly from Little King Global, a company revered for over four decades of experience and accredited by major sportswear brands, the Shimoga facility is poised to set a new benchmark in fabric manufacturing. Little King Global’s innovative prowess is renowned, with its flagship innovation center in Taiwan emphasizing relentless advancement, from fibers and yarns to varied knitting and processing techniques.
Mr. Bruce Liao, Vice President, Little King Global, said,
“Our mission is to be a world-class partner in supplying sustainable, functional fabrics for brand customers. Shahi is well known for its ESG framework, worker well-being initiatives, and innovation in the textile and apparel industry. With the global supply chain shift and the rise of India’s manufacturing trend, we should leverage the best resources from advanced technologies, economical production, and talent for our Shimoga plant. Once the plant is operational, we will offer recycled, responsive, and resilient services for our valued customers.”
The textile and apparel industry is characterized by rapid changes in fashion trends, intricate supply chain dynamics, and fierce global competitiveness. Middle managers, positioned between top-level executives and frontline employees, play a crucial role in converting strategic objectives into practical plans. However, their duties frequently demand diverse skills beyond conventional managerial capabilities. Recognizing the need to cultivate and empower emerging leaders within its ranks, Shahi introduced PULSE– Promoting Upcoming Leadership at Shahi Exports.
“The program emerged to elevate leadership competence in organizational settings. The primary objective was to foster a democratic approach to mapping and executing work, emphasizing clear communication, team fortification, and the ability to inspire and motivate teams across our operations.”
Deepak Rautela, Associate Vice President, Organizational Development
The challenge: Designing an Effective Leadership Program
Challenge #1
The garment industry is highly competitive and demands time-bound delivery. Middle managers, whether on the shop floor or in a corporate set-up, face unprecedented challenges while ensuring timely planning and implementation of their key results. They are also the next in line to lead in their roles, making their development at their current level crucial to retention.
Challenge #2
Training is often perceived as a considerable investment away from work. Our Organizational Development team explored a range of formats. Initial approaches centered around one or two-day open programs, with brief interventions in the form of workshops or training sessions. These programs primarily served as awareness initiatives to address specific topics identified based on organizational needs and goals.
“The condensed format aimed at providing a snapshot of training within a day. However, identifying the limitations of this brief model, which often resulted in lower retention rates and lacked sustained impact, we transitioned to the PULSE program.”
Bhagyashree Rao, Trainer, Organizational Development
The Sweet Spot: Key Skills and Value for Time
PULSE is designed to focus on two key concepts: leading oneself and leading others.
The sessions, extending over 8-12 months, involve 3-4 hours weekly, comprising a transformative journey across various leadership aspects. The design prioritizes personal and interpersonal growth, focusing on two key concepts: leading oneself and leading others.
The modules target key competencies such as:
Preparedness to take up higher responsibilities and more prominent roles.
Authentic leadership and people management
Effectiveness in planning and operational alignment
Clear communication and line of sight
Decision-making and problem-solving
Higher performance, ownership, and proactivity
Building strong teams
Better relationships & collaboration at work
Infusing Feedback: What sets PULSE apart
PULSE goes beyond imparting skills, tools, and essential leadership habits. It integrates interactive methods such as motivational videos and real-life examples. The overarching goal is to instill the ability to create and sustain an authentic culture where organizational values seamlessly align with the vision, fostering a win-win situation for all involved.
Reflecting on the training experience, Manoj Mendiratta, GM, Marketing, Ladies Speacialty Division, said, “One of the highlights is redefining the meaning of ‘Feedback’ – shifting from a mere focus on ‘Points to Improve’ to understanding it as a combination of reinforcing positive aspects and identifying paths for improvement.”
The feedback and review process is structured, involving daily reviews focusing on individual improvement, behavior, and feedback mechanisms. Regular coaching and internal, periodic, and final reviews provide a comprehensive understanding of participants’ growth.
Impact
Enabling the participants to navigate challenges with resilience and determination, the pulse program empowers individuals and teams to take ownership of their actions. It cultivates effective habits, positive self-esteem, values, and emotional intelligence, all of which are pivotal in fostering success on both personal and professional fronts.
“One of my key takeaways from the program was ‘CARRY YOUR OWN WEATHER’, which has proven to be an incredibly powerful statement. It has allowed me to be self-reliant and maintain a positive attitude, regardless of external factors. By staying optimistic and focused on solutions, even during challenging times, I can inspire my team members to do the same and work together towards achieving our goals.”
Garima Sharma, GM – Marketing at LSD
Further, Shahi recognizes the significance of training and operational excellence, which is evident in the training of 455 leaders through PULSE. We successfully achieved 91% of our senior management training goal, delivering a total of 13,637 hours of training through the program.
This detailed approach extends with post-training interventions like individual development plans even after program completion. Certification serves as a reminder for trainees to sustain their acquired changes and learning. This underscores the objective of maximizing learning retention and sustaining development, guaranteeing a lasting impact on participants’ professional growth.
The Road Ahead
The vision for PULSE is to develop a foundational platform for succession planning, which will play a pivotal role in identifying high-potential leaders within the system.
Succession planning is a strategic imperative for forward-thinking industries and an essential process of identifying and developing organizational talent. This ensures smooth transitions in key leadership roles. PULSE graduates can seamlessly fill key roles when incumbents transition due to retirement, promotion, or unforeseen circumstances.
Jayati Kak, DMM, Marketing, LSD, finds inspiration from her PULSE journey and shares her vision,
“I certainly look forward to additional training programs that facilitate the professional development of both myself and my team, extending beyond conventional “On-the-job” technical learning experiences.”
Jayati Kak, DMM, Marketing, LSD
The long-term goals are to drive retention, uphold organizational values, and sustain a positive culture. PULSE is a critical element in this process, emphasizing that worker training initiatives may prove futile if leadership is not aligned to embrace new concepts. PULSE’s feedback component helps achieve that alignment, creating value in upgraded skills and concepts for the organization’s overall success and growth.
As industries navigate a dynamic and competitive landscape, succession planning emerges as a proactive measure, stimulating continuity, bolstering resilience, and attracting top talent to drive future success. By leveraging PULSE, we proactively prepare for leadership transitions, mitigating risks associated with talent gaps and ensuring smooth organizational progression.
“The program successfully meets the organization’s goals, contributing to overall achievement through effective training. I believe expanding the scope of our training program to include more managers at the mid-management level, such as assistant managers and factory floor managers, developing a mindset that aligns with site requirements and fosters growth.”
Sujeet, Operation Head, E10
Our target is to train 500 leaders under PULSE by 2025.
Through PULSE, Shahi is not just charting a growth path for its people but also grooming future leaders. In a world where leadership is a driving force behind success, PULSE stands as a beacon of inspiration, guiding upcoming leaders to transcend boundaries and lead with integrity, empathy, and effectiveness.
Shahi had the opportunity to be the Sustainability Partner at the recent Bharat Tex 2024. The company spearheaded a more responsible and circular approach to doing more good for people and the planet.
Bharat Tex 2024, a prestigious global textile fair, was held in New Delhi from February 26 to 29, 2024. It showcased the latest trends and innovations in the textile and apparel industry. It was organized by a consortium of 11 Textile Export Promotion Councils and supported by the Ministry of Textiles. This four-day event brought together leaders, global brands, suppliers, innovators, and key stakeholders to explore the industry’s richness.
“The Bharat Tex 2024 event has supported the facilitation of brand building and market linkages for the Indian Apparel & Textile Industry. Shahi’s collaboration has strengthened our partnerships with fellow industry leaders and key stakeholders, providing a platform to share insights through dialogues. As Shahi turns 50 this year, we will continue to support growth across the supply chain.”
Harish Ahuja, Managing Director
With a 50-year legacy in the fashion and textile industry, we lead the way towards a sustainable and responsible future. As the sustainability partner, Shahi collaborated with several stakeholders to elevate its sustainable and innovative initiatives at the event.
Key highlights of our participation at the event include:
Shahi Workers interacted with the Prime Minister of India
Shahi supported the Ministry of Textiles in curating the Sustainability Pavilion, which showcased cutting-edge products alongside other innovators. As part of the 5F farm to foreign representation, Shahi’s workers had the honor of meeting PM Narendra Modi. Among those who interacted were Poonam Nanda, an Executive in Organizational Development, and Pooja Devi, a Supervisor in our factory based in Faridabad. These interactions highlighted Shahi’s dedication to nurturing its workforce and showcased its employees’ diverse talents and skills.
Shahi became a member of the International Apparel Federation
Shahi joined the International Apparel Federation (IAF), the world’s leading federation for apparel manufacturers (SME) brands, their associations, and the supporting industry. Anant Ahuja, Director of ESG and Sustainability, and Cem Alta, President of IAF, marked the IAF membership at the event.
This platform brings its members together to strengthen sustainable supply chains and work on industry standardization, collaboration, and inclusiveness of solutions.
Engaged in Industry Dialogue
Shahi also participated in a series of industry dialogues at the event. Our thought leaders shared their insights and expertise across various engaging panel sessions. Harish Ahuja, Managing Director, featured in a panel discussion on ‘Vision 2047 in Textiles’ with Niti Aayog. Engagements continued with Anant Ahuja, Head of ESG, speaking in a panel on ‘Doing Business in India’ hosted by Invest India. Gauri Sharma, AGM, Communications & Sustainability Innovation, participated in a session, ‘Redefining Natural Fibres: Calibration for High-Value Products,’ exploring innovative approaches to sustainability and product development. Deepak Rautela, AVP, Organizational Development, participated in a Masterclass with Good Business Lab. Our exclusive participation in the CXO Roundtable facilitated collaboration with industry peers on strategic initiatives.
Anant Ahuja, Head of ESGDeepak Rautela, AVP, Organizational Development
Exhibited our Capabilities
Shahi set up a stall where we showcased a wide array of products, from cutting-edge fabric innovation to sustainable materials. The stall served as a platform to engage in strategic conversations with our brand partners and share insights into Shahi’s new initiatives and journey to inspire others to join the movement towards responsible consumption and production.
Shahi’s participation as the Sustainability Partner at Bharat Tex 2024 marks a significant milestone in its journey towards sustainability and innovation in the apparel industry. Through collaborative efforts, industry engagement, and a commitment to responsible practices, Shahi continues to lead the way toward a more circular and sustainable future for the textile and apparel industry.
