Case Study 1: Large-Scale Industrial Turnaround

Client: Electrosteel Group (Steel & Coal)

The Context: An initial HR Audit across the Head Office (HO), plants, and sales offices revealed common systemic issues. This diagnosis led to a high-priority intervention focused on their Coal Block and Integrated Steel Plant—two of the highest-stake businesses in their portfolio.

The Engagement: What began as an audit evolved into a 5-year trust-based stewardship, navigating complex political and environmental dynamics.

Our Impact

• Restructuring: Executed top-level restructuring to place the right crew in critical decision-making roles.
• Talent & Morale: Built the employer brand to attract talent and maintained workforce morale despite significant financial and political challenges.
• Sustainable Systems: Designed best-in-class Performance Management Systems (PMS) and developed an in-house HR team on a Build-Operate-Transfer (BOT) mode.

Case Study 2: Global Strategic Alignment

Client: Tega India Ltd. (Global Operations)

The Context: An HR Audit was conducted for Indian plants and virtual locations in Chile, South Africa, and Australia to facilitate the company's transformational strategies.

Our Impact

• Management Validation: Validated the Top Management Committee's hypothetical concerns regarding key operational constraints.
• Deep Diagnostics: Provided detailed psychographic and behavioral reports on key resources to ensure the right fit.
• Cultural Cohesion: Helped leadership understand cultural dissonances across global units and reached a consensus on a unified HR mandate.

Case Study 3: PSU Compliance & Capability Upgrade

Client: Braithwaite & Co Ltd. (Ministry of Railways Mandate)

The Context: An HR Audit was mandated to assess the organization's preparedness to meet annual performance parameters (MOU).

Our Impact

• Strategic Alignment: Aligned HR policies and systems with the Ministry’s concerns and priorities.
• Capacity Building: Helped the organization upgrade its people-management capabilities to meet strictly defined MOU performance criteria.
• Certification: Re-engaged after one year to certify progress and monitor compliance.

Case Study 4: Establishing Best Practices from Scratch

Clients: Balrampur Chini Mills & KM Sugar Mills (Sugar Industry)

The Context: Working with two major players in the same geography at different times, we addressed similar cultural and structural issues starting with comprehensive HR Audits.

Our Impact

• Foundation Building: Set up professional, structured HR and OD functions from scratch for both firms.
• Cultural Transformation: Facilitated generational transition at Balrampur Chini and managed tight business situations at KM Sugar.
• Real-Time Performance: At KM Sugar, the PMS was integrated with the MD’s ongoing tasking process to face business criticalities in real time.

Case Study 5: VC-Funded Expansion & Accountability

Client: Jash Engineering Ltd. (Engineering)

The Context: For this VC-funded business, the mandate was critical for expansion and was closely monitored by Fund Managers to ensure growth targets were met.

Our Impact

• Expansion Alignment: Aligned the new-look organisation with the rigorous requirements of the VC-funded expansion project.
• Culture of Accountability: Introduced performance accountability across the company, starting with senior and long-tenured employees.
• Implementation: Executed interventions on a BOT mode for 2 years to ensure systems were sustainable.

Case Study 6: Professionalization for Scale

Clients: Century Ply Boards Ltd. & CMCL (Star Cement Group)

The Context: Unlike other cases, this assignment bypassed the initial audit to directly professionalize HR/OD functions at the Head Office and Cement units during a critical growth phase.

Our Impact

• Growth Enablement: Helped take the Plywood business to the next level during a phase of diversification and expansion.
• Brand & Retention: Successfully built the employer brand and ensured the retention required for the targeted talent inventory.
• Seamless Transition: Targeted L&D initiatives were structured, and the internal HR team was prepared to take over the tasks seamlessly.