The FY 2024–25 progress report covers the period from April 1, 2024, to March 31, 2025, and primarily focuses on Shahi’s operations in India. 

Decisive Climate Action: A Major Shift in Energy

Shahi achieved significant milestones in its environmental journey this year. Driven by a crucial strategic decision to replace coal with sustainable biomass across its facilities. This move directly contributed to achieving a 51% carbon-neutral energy mix, up from 36% in the previous year, and surpassed internal targets earlier than projected.

Harish Ahuja, Managing Director and Chairperson, Shahi Exports Pvt. Ltd., commented,

“Our transition from coal to sustainable biomass was a bold and necessary step, helping us achieve 51% carbon-neutral energy across the company, up from 36% just last year. This progress does not happen by chance. It is a result of detailed planning, relentless execution, and our firm belief that we can and must do better as we transition toward a more responsible energy future.”

Investing in People and Community Well-being

The company placed significant emphasis on social responsibility, delivering substantial progress in employee development, empowerment, and community engagement:

• Upskilling and Training: The organization provided over 1 million hours of employee training and delivered technical skills training to 75,000 women.
• Worker Health: More than 17,000 workers participated in the company’s health camps.
• Worker Voice: Shahi ensured 100% access to Inache, its digital worker-voice tool, enhancing workplace communication and transparency.
• Community Outreach: Initiatives dedicated to driving education, health, environment, employment, and empowerment outcomes in communities served over 475,000+ individuals.

Expanding Influence Through Collaboration

Recognizing that industry-wide change requires partnership, Shahi broadened its collaborative footprint this year:

• Industry Innovation: Shahi co-founded the Fashion Producers Collective, an initiative focused on supplier-led research to drive systemic improvements.
• Global Stewardship: The company continued its dedicated work within The Fashion Pact and further solidified its alignment with international governance standards by joining the OECD Advisory Group on Responsible Supply Chains and the Coalition for Reproductive Justice in Business under UNFPA.

As Shahi moves forward, its objective remains to drive people and planet-positive practices that secure long-term value for all stakeholders and establish new performance benchmarks for responsible manufacturing.

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Anant Ahuja, Director ESG & Sustainability at Shahi Exports & CEO and Co-founder at Good Business Lab, and Andrea M. Wojnar, Representative for UNFPA India and Country Director for Bhutan, sealed the commitment at a ceremony held at the UN House in New Delhi.

A Strategic Investment in Workforce Resilience

This partnership marks our formal commitment to integrate sexual and reproductive health and rights (SRHR) into our business policies and practices. It’s a declaration that investing in women’s reproductive health is a smart business decision that boosts workforce resilience, productivity, and gender equality.

The Coalition, a multi-stakeholder platform led by UNFPA, aims to mainstream the SRHR agenda within the private sector globally.

Anant Ahuja commented on the significance of the agreement: 

“Joining the Coalition for Reproductive Justice in Business is a great moment for us. This MoU reflects a core belief we hold: that the health, dignity, and autonomy of our women employees are fundamental to our success. We are excited to collaborate with UNFPA India to set a new standard for corporate responsibility and advance women across our workforce and the value chain.”

UNFPA on the Role of the Private Sector

The private sector, as one of the world’s largest economic forces, is uniquely positioned to drive positive social change through inclusive policies.

Andrea M. Wojnar highlighted the collaboration:

“The integration of women’s health and rights into corporate strategy is crucial for achieving gender equality and unlocking economic potential. Shahi’s commitment as a champion demonstrates forward-thinking leadership that directly addresses the barriers women face. We look forward to leveraging this partnership to drive measurable impact on critical areas like menstrual health, gender-based violence prevention, and access to comprehensive reproductive health information.”

Key Commitments Under the Partnership

As a champion of the Coalition, Shahi will undertake concrete actions, focusing on:

• Policy Advancement: Implementing enhanced, family-friendly policies related to menstrual health, maternity and parental support, and flexible working arrangements.
• Health Access: Working towards providing information and access to comprehensive reproductive health services and support.
• Gender-Based Violence (GBV): Strengthening workplace mechanisms and zero-tolerance policies to prevent and respond to gender-based violence and harassment.
• Measurement: Utilizing the framework to track, report, and continuously improve performance on SRHR indicators within the company’s Environmental, Social, and Governance (ESG) reporting.

Shahi is committed to fostering a supportive, stigma-free environment. The goal is to enable every employee to exercise their right to make autonomous decisions about their bodies and futures.

About Shahi Exports: Shahi is India’s largest apparel manufacturer and exporter. The company operates more than 50 state-of-the-art manufacturing facilities across 8 Indian states. It has a diverse workforce of nearly 100,000 people. Their vertically integrated operations, diversified product range, and strong commitment to ethical operations and environmental sustainability have established Shahi as one of the most preferred garment manufacturers in the world.

About UNFPA India: UNFPA is the United Nations sexual and reproductive health agency. UNFPA’s mission is to deliver a world where every pregnancy is wanted, every childbirth is safe, and every young person’s potential is fulfilled. UNFPA calls for the realization of reproductive rights for all and supports access to a wide range of sexual and reproductive health services. UNFPA has been partnering with India for over 50 years, ensuring rights and choices for all and helping build a future where every woman and young person can thrive.

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Mrs. Sarla Ahuja (Didi Ji) often recalls how her younger child was so spirited and full of energy that she decided to start working from home to balance her responsibilities as a mother and a professional. In the 1970s, women’s participation in the economy was largely confined to agriculture and the informal sector. During this time, Mrs. Sarla stepped into the unfamiliar world of exports. It was a time of protectionist policies, and the idea of “working from home” was hardly imagined. She made a choice that was born out of care and necessity. It soon became the first stitch in the fabric of what would grow into one of India’s largest apparel manufacturers, Shahi.

A New Kind of Beginning

The India of 1974 was a time of transition, when women’s voices in business were still rare and often overlooked. Opportunities were limited, but so was the fear of trying.

Sarla Ji’s curiosity, determination, and willingness to think differently laid the foundation for something much larger than herself. It began as a personal venture and soon evolved into a platform for thousands of women to earn a livelihood, gain confidence, and redefine what leadership looks like in the textile industry.

Capturing Five Decades of Purpose

Fifty years later, that spark remains a defining part of us.

To commemorate this extraordinary journey, we are proud to launch ‘The Spark: 50 Years of Shahi’. The book is a visual and emotional chronicle that captures the essence of who we are and how we came to be.

The Spark retraces the beginnings of a small homegrown enterprise and follows its evolution into India’s largest apparel manufacturer. Inside, you get a peek into rare photographs, personal reflections, and memories from the people who built Shahi. It tells the story of a company that has always been shaped by its people. Their skills and ideas drove its success. Their persistence and dedication kept it growing. 

The Story of a Generation, and Many More

The pages echo the voices of those who have been part of Shahi for decades. They hold the spirit of people who joined as young trainees and today lead teams of hundreds. Their stories of grit, innovation, and belonging remind us that progress never happens overnight. People build it slowly, stitching it together, one thread, one milestone, one person at a time.

This is more than a record of our history. It is a shared reflection, a chance for each of us, across eight states, to see ourselves in a story larger than our own.

A Book That Belongs to Everyone

The book is, at its heart, a collective memory and a bridge across time, departments, and generations.

Whether you have been part of Shahi for years or just joined, you’ll find the pages peppered with something familiar. They tell a story of perseverance, people, and purpose.

Today, we launch the book as both a tribute and an invitation. It asks us to remember where we began and to carry forward the same spirit and intent that started it all.

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Insights from Speaking Engagements in 2025

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 2025. Read insights from previous years’ engagements: 2024 | 2023.

21 September | New York Climate Week 2025

Anant Ahuja, Director of ESG and Sustainability, joined a session at New York Climate Week, organized by Economic Impact. The discussion brought together global industry voices to explore pressing challenges and opportunities in climate action. Anant contributed perspectives from the supply chain, sharing insights from Shahi’s ongoing efforts to integrate sustainability into manufacturing.

10 September | Launch of CITI’s Improving Transparency for Sustainable Business (ITSB) in India

At the ITSB launch organized by CITI, Mr. Rajneesh Rai, AVP, Environmental Sustainability, joined a panel exploring the role of ESG in transforming India’s textile sector. He emphasized the importance of digital platforms, regular training, and knowledge-sharing to improve factory-level data on water, energy, emissions, and recycling. He also shared that reliable ESG data can support regulatory compliance, enable benchmarking, and inform more strategic sustainability planning. His remarks highlighted that better transparency starts with better tools and capacity for those collecting and using the data.

2 September | 2nd FICCI India Manufacturing Leadership Forum

Anant Ahuja participated in the “Ease of Doing Business for Viksit Bharat” roundtable discussion, focusing on how sustainability fits into India’s manufacturing growth story. He shared Shahi’s perspective on integrating social and environmental metrics into industrial policy. The discussion focused on how transparency, digital infrastructure, and workforce readiness can position India’s manufacturing sector as globally competitive and equitable. Anant emphasized that a future-ready industrial ecosystem must ensure that efficiency is aligned with inclusion and responsibility.

06 August | Brand Supplier Summit

At Tesco’s Brand Supplier Summit, Chitra Prasad, Senior General Manager, Organizational Development, shared how Shahi has built gender equity over the past 15 years. On the “Gender Ambition” panel, she described how the team created safe, inclusive workplaces, increased women’s representation in committees, and strengthened leadership pathways across levels. Drawing on the ‘Responsible For framework’, she explained how Shahi designed systems that move beyond compliance and support long-term change. She emphasized that advancing gender equity means continuously investing in structures that reflect women’s lived experiences and unlock their leadership potential.

29 July | Women in Manufacturing – Lead with Equity Summit

Deepak Rautela, Assistant Vice President, Organizational Development, joined the “Built to Include: Gender Equity in Indian Manufacturing” Panel hosted by Good Business Lab and EquiLead. He shared how Shahi is embedding gender goals into governance through internal policies, ESG assessments, and a culture of accountability. He outlined our ESG monitoring systems, including scoring frameworks to track progress, and explained how they would be utilized. His insights reflected that meaningful equity work relies on strong internal systems that translate commitments into measurable outcomes and ensure continuous improvement.

22 July | Unlocking Investor Action for a Just Transition in India’s Fashion Sector

Gauri Sharma, General Manager, ESG and Innovation, participated in the “Thread to Transformation” panel in New Delhi, hosted by the Impact Investors Council and the Impact Investing Institute. She emphasized the importance of investors collaborating closely with supply chain partners to understand the on-the-ground realities. Her discussion explored how climate finance and circularity strategies must prioritize worker rights, supplier viability, and local economic resilience. The discussion highlighted the importance of designing investment models that support decarbonization while ensuring that no one is left behind.

24 June | Innovation Forum Sustainable Apparel and Textiles Conference USA

At the Innovation Forum in the US, Anant Ahuja joined the “Supplier Spotlight” session to speak about reimagining supplier relationships. He stressed the importance of long-term partnerships based on shared goals, co-investment, and responsible purchasing practices. Anant brought up ‘pilot fatigue’ and emphasized the need for scalable, context-aware solutions. He highlighted that sustainability in global supply chains can only be achieved when suppliers are treated as strategic partners and included early in the design of any initiative.

17 June |  Launch of report on Women’s Advancement by RISE

Chitra Prasad, Senior General Manager, Organizational Development, represented Shahi at the launch of a new report by Reimagining Industry to Support Equity (RISE). The report is titled “Shifting perspectives to accelerate women’s advancement and leadership in the garment, footwear and textiles industry – How international buyers and suppliers can take collaborative action”. Chitra spoke as part of the panel and reflected on why advancing women’s leadership in supply chains is a strategic priority for Shahi. She outlined how Shahi has integrated this focus into its core through initiatives such as Gap Inc.’s P.A.C.E., EWASE, and STITCH. She shared how these programs have contributed to measurable business outcomes. This includes higher retention, improved productivity, and increased representation of women in supervisory roles. Drawing on both experience and data, she emphasized the importance of moving beyond transactional approaches. She advocated for shared-risk models that enable long-term investment in equitable and resilient supply chains.

04 June | SXSW London 2025 

Anant Ahuja, Director of ESG and Sustainability, participated in the panel “Circular Fashion: Can the Dream Become Reality?” He addressed the realities of scaling circular practices in mass fashion supply chains. He noted that some practices, like water recycling and waste reuse, are already in place. However, material circularity remains limited due to technological maturity, cost, and infrastructure. He also spoke about key barriers to adoption, including the disconnect between R&D and sourcing teams. He emphasized that shifting supplier-buyer relationships from transactional to collaborative is essential.

29 May | Hurun Philanthropy Summit 2025

Anant Ahuja joined a discussion on the panel ‘Philanthropy 3.0 – From Legacy to Leadership in a Digital Age’. It was a cross-sector discussion on how giving is being redefined.

15 May | Apparel Connect 2025

At the 8th edition of Apparel Connect, Sailendra Venkata Banda, General Manager – Logistics at Shahi, joined India’s leading apparel logistics forum. He shared his perspective on strengthening apparel logistics for a global scale. He spoke on a panel hosted by Cargo Connect where he discussed how supply chain resilience, real-time visibility, and technology integration are becoming essential for competitiveness. 

15 May | UNFPA Asia and the Pacific Regional Launch

UNFPA brought together companies from across the region at the launch of The Coalition for Reproductive Justice in Business. The group discussed how businesses can embed reproductive rights in the workplace. Anant Ahuja was invited to address the gathering virtually. He showcased Shahi’s work towards improving the health and well-being of our workforce and designing tailored interventions for women employees for a better workplace.

05 May | UNFPA & Essity Nordic Roundtable

At the roundtable discussion titled “Business: Mobilizing the Nordic Private Sector for Women’s Health and Rights at Work”, Anant Ahuja spoke about Shahi’s workplace menstrual health initiative, Project Pravah. He explained how the program improves access, availability, and awareness for over 70,000 women workers. He also shared the results of the UNFPA Return-on-Investment Tool, developed with Good Business Lab (GBL). The program led to a 21 percent reduction in absenteeism, with a projected return of $2.90 for every $1 invested. This highlights that investments in well-being can improve work-life and create measurable business value.

03 March | Center for Business and the Environment at Yale (CBEY)

Anant Ahuja, Director of ESG and Sustainability, spoke at the session Unlocking Brand-Supplier Collaboration to Accelerate Decarbonization in the Fashion Industry, organized by the Center for Business and the Environment at Yale (CBEY).

He discussed the financial barriers suppliers face in adopting decarbonization technologies and the role of brands in overcoming these challenges. The session explored how brands can align incentives to reward sustainability performance over cost and speed. These should consider he intersection of environmental sustainability and employment conditions. He also talked about Shahi’s learnings on the most effective strategies for scaling decarbonization efforts across supplier networks.

27 February | Dasra Philanthropy Week

Anant Ahuja participated in a spotlight session organized by Dasra, speaking on The Power of Business to Drive Change.
His talk focused on how businesses, particularly in supply chains, can play a transformative role in social impact, just as they do in environmental sustainability. He spoke of approaches to worker well-being and gender equity. He highlighted the potential for businesses to drive systemic change through research-backed initiatives. He also highlighted Shahi’s collaborations in worker retention programs and gender-focused workplace interventions.

14-16 February | Bharat Tex 2025

Harish Ahuja, Managing Director and Chairperson, spoke at Scaling Up Textile Manufacturing in India: Grabbing Opportunities, Addressing Challenges, organized by KPMG.

He discussed India’s strong banking system, the importance of vertical integration, and the role of MSME support in driving the country’s manufacturing growth.

Anant Ahuja spoke at the India: A Global Circularity Hub – Developing and Scaling Post-Consumer Textile Waste Management session organized by Laudes India.
He emphasized the importance of circularity for India and shared Shahi’s efforts in waste circularity. These include: upcycling, waste segregation, training, and compliance measures. Anant also discussed the role of various stakeholders in advancing circularity and effective waste management in the industry.

He also participated in Fashioning the Future Through Collaborative Sustainable Practices, organized by NIFT Delhi

He addressed the need for collaboration between manufacturers and brands to advance sustainability in the textile industry. His session covered decarbonization efforts and workplace interventions necessary for a sustainable future.

24 January | World Economic Forum (Side Event by UNFPA)

Anant Ahuja participated in the Coalition for Reproductive Justice in Business side event at the World Economic Forum, co-hosted by UNFPA, Essity, Ferring, Bayer, and Amref Health.

He shared Shahi’s holistic approach to supporting women employees, inspired by Shahi’s founder, Mrs. Sarla Ahuja. Some of the key initiatives include Project Pravah, which has reduced absenteeism by 21%. Other interventions like on-site creches, flexible work schedules, and the Shahi Soukyam maternal health program. Anant stressed the business case for investing in women’s health and well-being, stressing how these initiatives drive both social impact and operational efficiency.

24 January | CAIF Enterprise Bootcamp

Gauri Sharma, General Manager, ESG and Innovation, represented Shahi at the CAIF Enterprise Bootcamp, organized by the Circular Apparel Innovation Factory.

Her session focused on Shahi’s ‘Responsible For’ framework, efforts in decarbonization, digitization, traceability, and next-gen recycled materials.

The post The Manufacturing Perspective | 2025 appeared first on Shahi.

For the past decade, the fashion industry has pursued innovation in materials, chemicals, and decarbonization with urgency, but one critical factor remains overlooked: supply chain integration.

Brands, funders, startups, manufacturers, and ecosystem partners often operate in silos, despite sharing similar goals. Startups often prioritize partnerships with brands over manufacturers. Brands struggle to make off-take commitments to their manufacturers. Manufacturers are stuck in pilot frenzy, disproportionately bearing financial risk relative to their margins. Funders and VCs sit at a distance from all of this – wondering where to make the most bang for their buck.

True scale is only possible when all four players—startups, brands, funders, and suppliers—work together.

Brands: The Power of the Pull

In fashion, demand signals start upstream. That’s why we begin with brands to convert promising pilots into larger production runs. Here, it’s important to understand the difference between product innovation (like a new material) and production innovation (like a new process). While a new process might offer immediate efficiency gains for a supplier, a new material requires a brand’s commitment to be adopted. But we’re lagging behind as an industry: A report by Fashion for Good states that while 51% of brands have committed to using preferred sustainable materials by 2030, the current global production of next-gen materials is less than 1%​. 

Brands often struggle to “pull” these innovations through long-term offtake agreements due to premium costs or minor quality differences before a startup achieves economies of scale. Brand commitments are crucial in derisking the investment for suppliers and helping innovators survive the “valley of death” — a stage between demo and scaling where innovations sink without the required support. Brand consortia can also play a vital role. For example, Fashion for Good has recently launched two “Fiber Clubs” to generate streamlined demand and provide much-needed orders to mills that have relentlessly tested these materials. This helps prevent pilot fatigue for manufacturers, where different brands conduct similar trials in silos.

Startups: From Brand-First to Supplier-First

For Production Innovation, startups must innovate for the manufacturer, not just the brand. Off-take commitments create predictable demand—but demand only converts if plants can actually run the process. That hand-off is where startups must shift from “brand-first” to “supplier-first.”

A successful pilot doesn’t guarantee a viable integration in a factory setting. In our experience, the startups that successfully scale are the ones that prioritize direct partnerships with suppliers. They get on the ground, in the mills and factories, to run pilots, tweak recipes, and build trust. They’ve focused on making their value proposition to manufacturers operating on razor-thin margins clear: reducing costs or improving efficiencies. For example, we’re currently working with a bio-based prepare-for-dye startup that has honed its technology for its mill partners, showing tangible resource savings in steam, water, and time. It took us 18 months to go from pilot to bulk trials, and we are now working with them to forge a long-term partnership.

Funders and VCs: Accelerating Commercial Feasibility

Even supplier-first startups hit a wall if there are financial constraints. This is where aligned capital can be most effective.

Financial institutions, VCs, and philanthropic funds are vital to scaling. By linking directly with suppliers, they can accelerate commercial feasibility and make better-informed investment decisions. Funders want their portfolio companies to have industry linkages for testing and validation, and suppliers hold the technical expertise.

This collaboration moves a technology from theoretical to practical assessment. For example, we’ve worked with a research institution on a grant-funded study on electrification and decarbonization. We were also able to run a grant-funded pilot for an electrical water recycling technology. This helped us move quickly from a theoretical to a practical assessment of the technology for commercialization. 

Suppliers: The Technical Heart of Innovation

Financing and studies can de-risk the idea, but suppliers de-risk the integration.

Suppliers are often seen as passive implementers, but they are the technical heart of innovation. They possess the operational know-how to make a startup’s solution industry-ready. By recognizing their power in innovation integration, suppliers can be proactive partners. They are the most savvy and technically sound stakeholders in the supply chain, and they have the knowledge to mentor and guide startups on the viability and scalability of new solutions.

Across these roles, the pattern is clear: demand signal (brands), an impactful idea that can scale (startups + suppliers), and acceleration capital (funders) locked in a single plan—not a sequence of uncoordinated actions.

At Shahi, we have developed a four-part process:

This systematic approach allows us to find solutions that directly address our needs, reimagine ideas that aren’t a win-win, and mentor startups to navigate the complexities of a real production environment.

Define: We frame the problem statement based on the requirements of a mill or business unit. For example, our mills are currently looking for technologies beyond biomass to phase out coal.

Scout: We leverage our network of accelerators and partners to identify startups that solve our problems. For example, we collaborated with a corporate innovation accelerator to host a “Pivot with Purpose” deal flow session, where nine energy startups presented their technologies to our teams.

Pilot: We design a pilot plan in a controlled environment with a technical lead. For example, for an electrical water treatment technology, the pilot machine and the startup technician stayed at our facility for 10 days, being closely monitored by our Engineering Head. Together, they determined the efficacy of the solution, tweaking the system as they went along.

Scale: Once a technology clears the pilot and commercial feasibility, it can move into scaling. We recognize that just because something works in a pilot, it may still fail in bulk. If it’s a product innovation, brand pull is needed. For example, we’re currently working with a couple of brand partners to produce bulk orders of a textile-to-textile recycled material.

So what does a new innovation system look like?

If we want to achieve true decarbonization and circularity by 2030, we must move beyond pilots that don’t scale. One-off experiments waste time, while integrated partnerships change systems. That means: brands committing to off-take instead of just targets; startups optimizing for factory floors, not press releases; funders underwriting the uncertain middle, where risks are highest but impact is proven; and suppliers leaning in to this process to make innovations industry-ready.

At Shahi, we’ve built our Define–Scout–Pilot–Scale model to make this kind of integration practical and repeatable. We frame the problem with our mills, bring in the right innovators, and only scale when economics and reliability are clear.

* S. Barr, T. Baker, S. Markham, A. Kingon, “Bridging the valley of death: lessons learned from 14 years of commercialization of technology education”, Academy of Management Learning and Education, vol. 8, no. 3, pp. 370-388, 2009.

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As one of the nation’s largest apparel manufacturers, Shahi Exports stands at the nexus of this dynamic growth and the intricate policy ecosystem that underpins it. Sustained private investment and relentless innovation continue to fortify India’s textile value chain. However, the trajectory toward achieving long-term global leadership hinges critically on the agility and effectiveness with which policy support evolves.

Infrastructure and Integration 

World-class infrastructure is an undeniable differentiator in textile competitiveness. Streamlined shipping, reduced logistics overheads, and strategically integrated production hubs directly amplify buyer confidence and accelerate lead times. The ambitious PM Gati Shakti National Master Plan represents a pivotal stride.

The scheme aims to slash logistics costs from 13–14% of GDP to a more competitive 8%. Initial impacts are already tangible. Notable savings from direct port delivery and significantly faster cargo movement, have enhanced exporter competitiveness. Complementing this, the PM MITRA Park Scheme proposes the establishment of seven cutting-edge, integrated textile parks. These parks are envisioned to consolidate the entire value chain— from fiber to fashion, within singular, efficient zones. This has generated substantial employment and dramatically improved operational efficiencies.

Trade Facilitation and Regulatory Reform 

India’s consistent ascent in the World Bank’s Logistics Performance Index—climbing from 44th in 2018 to 38th in 2023—is a clear testament to improved customs processes, sophisticated multimodal logistics, and enhanced cargo visibility. Yet, a persistent challenge remains: uniform implementation across states. For manufacturers operating facilities across diverse geographies, the labyrinth of inconsistent state-level regulations and protracted approval timelines imposes significant compliance burdens, introducing unpredictable costs that frequently undermine the benefits of national-level reforms. A truly streamlined, pan-India regulatory framework is indispensable for fostering seamless expansion and achieving scale.

Modernization and Product Diversification 

India’s textile exports will defined, not just by volume, but also by the sophistication and diversity of its product offerings. Global buyers are increasingly prioritizing agility, high-performance fabrics, and diversified sourcing strategies. Leading the charge, companies like Shahi are proactively expanding into dynamic segments such as activewear and technical textiles. To forge a genuine leadership in these burgeoning categories, India’s policy frameworks must champion R&D, strategic market development, and ground-breaking innovation. This necessitates easier access to capital to boost prototyping, support for nascent textile technology, and better Intellectual Property (IP) protection. Manufacturers risk being confined to traditional product categories, and ceding ground to more agile global competitors without these critical enablers.

Skilling and Workforce Readiness 

The inexorable shift towards automated, tech-driven manufacturing necessitates a fundamentally transformed workforce. India’s demographic dividend can be fully harnessed into an industrial advantage with correspondingly evolved skilling ecosystems. At Shahi, we have proactively invested in state-of-the-art on-site training centers, comprehensive digital literacy programs, and initiatives to empower women’s advancement. However, replicating such impactful efforts nationwide to meet the industry’s rapidly evolving demands mandates far stronger public-private partnerships.

Skill development policies must transcend mere technical proficiencies. They must focus equally on cultivating adaptive capacities and equipping workers with the mindset for lifelong learning. The paramount attention must be on women and rural youth, who collectively represent the backbone and potential of the Indian workforce.

Sustainability as a Competitive Advantage 

Sustainability has transcended its status as a mere differentiator; it is now an immutable, fundamental requirement for global market access. International brands are relentlessly elevating standards for environmental and social compliance, demanding heightened traceability and transparency across the supply chain. Pioneers like Shahi have proactively adopted measures such as advanced wastewater recycling, significant renewable energy integration, and robust worker well-being systems. The journey, however, remains financially formidable for many in the sector, particularly MSMEs. This is precisely where policy can exert a profound catalytic influence. Some ways to facilitate this are:

1. Access to green finance,
2. Actively incentivizing the adoption of clean technologies, and
3. Fast-tracking crucial sustainability certifications.

A strategic alignment can propel India beyond mere compliance-driven change towards innovation-led leadership and lead securing its future market access.

India’s textile and apparel sector possesses the foundational strength and ambitious vision to lead on a global scale. Transformative potential will only be fully realized if policy frameworks respond with the urgency and foresight at this pivotal moment. Upgrades to infrastructure, radical regulatory streamlining, strategic skilling investments, and targeted sustainability incentives must be delivered as a meticulously coordinated national strategy. The private sector stands ready and eager. It is now incumbent upon the policy ecosystem to decisively unlock the full potential of one of India’s most strategic and impactful industries.

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Read: Fashion for Good And Altmat To Accelerate Adoption of Next-gen Fibres Through Altag® Fibre Club.

The Altag® Fibre Club aims to overcome systemic barriers that hinder the widespread integration of sustainable materials. Challenges include limited production capacity, premium pricing, and fragmented supply chains. The collaborative consortium facilitates seamless integration and provides brands with early access to AltMat’s groundbreaking Altag® fibres. This helps secure supply terms and streamlines processes.

The Altag® Fibre Club partners include: Adalberto, Alok, Arvind, Bhaskar Denim, Jindal Textiles, Maharaja Shree Umaid Mills, Ltd, Positive Materials, Sambandam Spinning Mills Limited, Shahi Exports, Sutlej Textiles, Sweaters India and Industries Limited, and Vrijesh Natural Fibre & Fabrics (India) Pvt. Ltd.

Driving long-term partnerships for change

This initiative marks a significant step forward in our 4-year partnership with AltMat. As a value chain partner, Shahi gains priority access to Altag® yarns. We also play a crucial role in co-developing fabrics with their global network of innovative customers. This collaboration furthers our commitment to fast-track material innovation, enabling it to offer cutting-edge sustainable solutions to brands seeking to reduce their environmental footprint.

The consortium is dedicated to collectively overcoming key adoption barriers, particularly in scalability and cost competitiveness for next-gen materials. The club provides access to sustainable material libraries and aims to distribute costs through shared investment. It, therefore, reduces upfront financial burdens for its members.

We’re excited to leverage our vertically integrated setup to collaborate with brand partners and integrate Altag®’s innovative agri-waste Fibres into scalable textile production. 

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Today, the success of the Bengaluru MSC has highlighted the importance of providing comprehensive support for migrant workers. Shahi has since expanded the model in Bengaluru to offer services to migrants from Bihar and within Karnataka. Each center follows a scalable approach tailored to meet the specific needs of workers in different regions, ensuring that all workers have access to essential services beyond just their initial placement and housing.

“The centre was built on research and practical experience. It helped us understand what workers need beyond the basics, and we’ve taken those lessons to other regions.”

~Anant Ahuja, Director of ESG & Sustainability at Shahi

The Beginning: Research-Based Solutions to Complex Needs

Migrant workers are likely to face isolation, lack of access to services, and uncertainty in unfamiliar environments. High turnover rates — sometimes exceeding 75% annually in factories — have been traced to the emotional and social difficulties workers face after migrating. This instability has both social and business costs, disrupts productivity, and leads to additional costs for hiring and training.

“I came to Bangalore with one intention, which is to earn enough money for a health procedure that I had to undertake. When one leaves their family to come to a bigger city, it leaves one feeling very uncomfortable,”

~ said Sana, who moved from Bagalkot (a district in the state of Karnataka, India) to Bengaluru, Karnataka.

Evidently, the reality of adjusting to an unfamiliar city without a support network became overwhelming. 

Recognizing these challenges, the MSC was designed through deep research and fieldwork, in collaboration with partners like Odisha Rural Development and Marketing Society (ORMAS), Sanjeevini – Karnataka State Rural Livelihood Mission, and Bihar State Livelihood Mission (Jeevika). 

By understanding workers’ holistic needs — beyond job placement and housing — the MSC created a model that could tackle the root causes of worker attrition and discontent.

A pilot program paired new workers with experienced colleagues to offer social and emotional support during their transition into the workplace. Among 500 workers, this approach led to a 5.3% reduction in depression, a 5.9% decrease in anxiety, and a 12% increase in productivity. The success of this affordable and scalable model helped shape the design of a larger initiative, which integrated structured peer support as a core strategy.

“Our research highlights the lack of social network as an important barrier to female migrant worker well-being and performance at workplace. That insight led to the Buddy System—a program pairing migrant workers with their peers from shared cultural backgrounds to build connection, support, and belonging. This simple, low-cost model improved mental health and boosted productivity, proving that investing in worker well-being isn’t just the right thing to do—it’s good business.”

– Smit Gade, Director, Data and Reseach, Good Business Lab

Additionally, through a collaboration with YourDOST, Shahi provided workers in the MSC access to professional counseling. Between 2023 and 2024, over 3,000 Shahi workers engaged with YourDOST, attending 620 counseling sessions. Major concerns, including self-confidence, work-related stress, and interpersonal conflicts, were addressed through counseling.

Comprehensive Support for Transition and Stability

Since 2021, the MSC has played a crucial role in addressing the diverse needs of migrant workers and facilitating their smooth transition into urban life. It has provided essential services, including legal aid, financial literacy workshops, and assistance in obtaining critical identity documents, such as Aadhaar and ration cards. These documents are vital for accessing healthcare, banking, and government services, enabling workers to integrate more effectively into their new environments. During the pandemic, the MSC ensured access to vaccination and maintained a safe working environment, enabling workers to continue their jobs with confidence.

“At the MSC, we live like a big family. If one of us faces any problems, we receive support. We are also taught how to interact with people, how to spend our money, and save it. If we face any health issues too, we are supported just like a family,” adds Sana, describing the role of MSCs in the lives of migrants like her.

What’s Next? Taking Factories to Rural Areas

MSCs have been instrumental in supporting migrant workers. Shahi’s long-term goal is to balance the need for migration by creating job opportunities closer to workers’ homes. In recent years, Shahi has focused on establishing factories in rural and semi-urban areas, allowing workers to remain close to their families while accessing stable employment.

“Our goal is to bring employment opportunities to rural areas by setting up factories. This not only improves access to jobs but also reduces the need for workers to migrate to metropolitan cities.”, says Anant Ahuja.

Conclusion: A Holistic Approach to Worker Well-being

Three years since its inception, the Migrant Support Centers have created a strong foundation for supporting migrant workers as they navigate new environments. What began as an effort to provide training and housing has evolved into a comprehensive system of care that ensures workers are supported in every aspect of their transition to urban life.

“The MSCs have played a crucial role in helping workers succeed. And as we continue to expand, we will build on these insights to ensure that our workers have the resources they need to thrive.”

~Chitra Prasad, Senior General Manager, Organizational Development

As Shahi continues to grow, the MSCs will remain a vital part of the company’s worker well-being strategy, ensuring that migrant workers are supported at work and in life.

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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.

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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.

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