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.

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. 

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. 

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

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.