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We strive to work responsibly every day, with respect for people, the community, and the environment. As one of the largest private employers of unskilled and semi-skilled workers in India, we believe that it is our responsibility to do business better – for our employees, the industry, and all our stakeholders.

The five pillars of our Sustainability Strategy allow us to align our growth with the development of people, the community and the environment. Under each of these pillars we implement multiple initiatives, both independently and in partnership with our customers and recognized non-profit organizations.

Environmental Sustainability

Environmental Sustainability

Reducing our environmental footprint by investing resource conservation and efficiency across water, energy, chemicals and waste.

Corporate Social Responsibility

Corporate Social responsibility

Developing our communities socially and environmentally through dedicated and impactful projects

Skilling And Training

Skilling and Training

Building critical technical and soft skills within our factories and at our rural training centres.

Health And Wellbeing

Health and Wellbeing

Preventing, tackling and raising awareness of prevalent health issues among our workers and their communities.

Fair And Respectful Workplace

Fair and respectful workplace

Strengthening worker voice, human rights, and compliance through awareness programs, grievance redressal, and ethical governance

Sustainability Certifications

higg index
Cradle to Cradle
Global Recycled Standard
ISO 9001
ISO 14001
ISO 27001
Content Standard Organic
Claim Standard Recycled

Good Business Lab

Good Business Lab (GBL) is a labor innovation organization focused on using rigorous research to build the business case for worker wellbeing. GBL and Shahi have collaborated on various projects across four focus areas of a worker's employment journey.

  • Building Holistic Health –  Addressing physical and mental health challenges to enable workers to thrive
  • Closing the Skill Gap – Training workers and managers in the skills they need to progress in their careers
  • Improving the Work Environment – Designing a safe and supportive workplace to improve the work experience
  • Unlocking Female Labor – Improving the engagement and retention of women in the paid workforce

GBL was incubated by Shahi in 2017 and continues to be a key implementation partner. As an independent non-profit, GBL works with organizations across multiple sectors, including retail, food, and auto manufacturing, and has offices in India, the USA, and Colombia.

Find out more about the Good Business Lab

Environmental Sustainability

At Shahi, we believe in responsible business growth by integrating environmental sustainability into the heart of our operations, at all stages of production. We improve our environmental performance through resource conservation and pollution prevention, so that we consistently achieve and operate at a higher resource efficiency.

Our vision is to be the most sustainable supplier of textiles and apparels for our customers.

Our strategy is focused on:

The Higg Index

The Higg Index, developed by the Sustainable Apparel Coalition (SAC), is a voluntary self-assessment tool for assessing the social and environmental performance of an organization.

In 2021, 36 units underwent FEM 2020 verification by SAC approved verifiers, and the Verified average score was 73%



Personal Advancement & Career Enhancement

P.A.C.E is GAP Inc.’s proprietary holistic life-skills training program for Female Garment Workers. The garment industry employs a majority female workforce. These women often lack access to formal education and training to progress personally and professionally. P.A.C.E. has been designed to allow them to unlock their true potential and fulfil their dreams. Shahi was the first organization to run P.A.C.E. in its factories and has extended capsule versions of this program to key influencers in P.A.C.E. participants’ lives, including their male co-workers, supervisors and family members. Since launching in 2007, the program has expanded beyond factories to include women and girls in community settings.

  • Inception: 2007
  • Modules: Communication, problem solving & decision making, time & stress management, execution excellence, health, water, sanitation & hygiene, financial literacy, social entitlement
  • 60,000+ women trained
  • Train 90,000 workers under P.A.C.E by 2024

Awarded Gap Inc. P.A.C.E. Advocacy Champion Award in 2021 for amplifying our voice through media and news coverages, creating visibility and advocacy for Gap Inc. P.A.C.E. program

Social Impact:

  • Increased confidence and self-esteem
  • Stronger communication skills
  • Greater financial awareness and goal setting
  • Likely to get promoted up to three times quicker
  • More likely to save for their children’s education
  • More likely to take advantage of state-sponsored pension and health schemes
  • More likely to enroll in further skill development courses

Business Impact:

With the Good Business Lab, we studied the business impact of P.A.C.E. and found a positive return on investment, which has created a powerful business case for extending the program to every worker.

  • P.A.C.E. beneficiaries are 20% more productive than those who have not participated in the program
  • P.A.C.E. creates a 258% net rate of return for Shahi, eight months after the program through improved attendance, retention, and efficiency

Watch the P.A.C.E. journey of our employee Sujatha in this short film from Gap.

Find out more about the P.A.C.E. study


Supervisors’ Transformation into Change Holders

S.T.I.T.C.H. is a soft-skills training program for line-level supervisors designed by Shahi in collaboration with Options and Solutions and Good Business Lab. Through modules such as problem solving, gender sensitivity, stress management, team management, amongst others, the objective of the program is to reduce harassment and improve line productivity.

  • 6-month training
  • 24 modules
  • 45 factories
  • Trained close to 1,400 supervisors and enrolled more than 50 percent of supervisors in STITCH since 2017.
  • 100% of supervisors will be covered by 2024
  • GBL’s research shows that STITCH enhances supervisors’ stock of soft skills, reduces turnover, and increases the workers’ productivity in their lines, thus raising incomes and the probability of receiving incentive bonuses. Know more about STITCH

Skill Development

Since 2013, Shahi has been establishing training centers across the country to skill and increase the employability of rural populations, with a focus on increasing female labor force participation.
We have established partnerships with companies like Tata Steel Foundation and Spark Minda and have set- up centers under government schemes such as Scheme for Capacity Building in Textile Sector (SAMARTH) and Deen Dayal Upadhyaya Grameen Kaushalya Yojana (DDUGKY).

  • 120+ training centers across India
  • 33,000+ women trained since 2013



Maximum Female employment award by the Ministry of Rural Development under DDUGKY


Best performing Project Implementing Agency by Jharkhand State Livelihood Promotion Society (JSLPS)


Best Performing Employer Award by Odisha Rural Development and Marketing Society (ORMAS)


National Award for ‘Best Performing Employer’ under DDUGKY by the Ministry of Rural Development, Government of India


Best Employer Award in the Apparel Sector by Odisha Rural Development and Marketing Society (ORMAS)


National Award for ‘Best Employer’ by the Ministry of Rural Development, Government of India


MoU signed with MoRD as “Champion Employer” with a target to train 5000 within 2 years


Best Performing Training Partner” (Category B) under DDUGKY by the Ministry of Rural Development of India (2017, 2018 & 2019)


Human Rights

Our ambition as company is to have a positive impact on human rights through job creation and advancement, especially for low-income women, and through development of communities where we operate. However, as a company with a workforce of over 100,000 people, we are aware that to ensure the security of human rights, we must put in place rigorous prevention and remediation systems.

Shahi Employee Handbook

Understanding that many of our workers had never been formally employed before, we have created an illustrated employee handbook in four local languages, which provides simple information for employees to easily understand their rights, responsibilities and benefits at the workplace.• Understanding that many of our workers had never been formally employed before, we have created an illustrated employee handbook in four local languages, which provides simple information for employees to easily understand their rights, responsibilities and benefits at the workplace. Topics included in the handbook include

  • Health and Safety
  • Code of Conduct
  • Pay and Benefits
  • Facilities and Support services
  • Committees and Suggestion boxes
  • Grievance redressal mechanisms
  • Leave and Holidays

Grievance Redressal Mechanisms

Several grievance redressal mechanisms are made available to workers to voice their concerns and complaints, such as worker-management committees, suggestion boxes, and helplines. However, we realize that with a growing workforce of over 100,000, we need to innovate and create more accessible and effective channels for workers to communicate with factory and company management. Therefore, we created ‘Inache’, a tool that enables workers to share their suggestions, questions, and grievances with management via SMS or voice messages. Inache is already running 30+ Shahi factories and our goal is to scale it to 100% of our factories by 2024.

Training and Awareness

Shahi has several worker-management committees to discuss various topics from grievances to the working environment. In addition, to ensure the effective functioning of worker-management committees, a holistic training has been designed for committee members on topics such as communication skills and Shahi’s HR policies. We have a robust Prevention of Sexual Harassment (POSH) policy and committee, and conduct regular awareness sessions for workers, supervisors, and middle management on sexual harassment, its prevention, and redressal mechanisms.


Members of CSR Committee:

  • Mr. Anant Ahuja, Head – Organizational Development (Chairperson)
  • Mr. J. D. Giri, Director
  • Mr. Anand Padmanabhan, President – Corporate Affairs
Our CSR Policy 2021 – 2022

Corporate Social Responsibility

The intent to invest in the development of communities and protection of the environment has been intrinsically woven into the corporate ethos of Shahi since its inception. Over the years, we have been consciously developing our Corporate Social Responsibility (CSR) initiatives which are guided by the following core commitments:

  •  To contribute to social, economic, and environmental development initiatives in the communities in which we operate and the society at large
  • To ensure all CSR initiatives undertaken by us have a long-term sustainable and positive impact on marginalized populations

Our initiatives are based on needs assessment, and consultation with communities and local governments.

Our focus areas and key initiatives:

  • Education – Supporting school infrastructure development and undergraduate scholarships
  • Community infrastructure – Benefiting communities with infrastructure such as public toilets, and bus shelters
  • Drinking water – Provision of RO water plants and storage tanks at public places
  • Welfare of migrant workers – Supporting migrant workers with psychological, social and informational services
  • Environmental protection – Increasing the green cover with park development and tree plantation
  • Health – Providing women’s health information and services, including sexual and reproductive health and psychological wellbeing services
  • Research & Development – Collaboration with academic institutions and non-profit organizations for research on Industry 4.0., economic policy, and worker wellbeing in labor-intensive industries

We implement our initiatives on our own and also partner with expert organizations, specialized non-government organizations, and local implementation agencies.

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