How one Indian manufacturer defies workforce trends

In an age when job-hopping has become the norm and employee loyalty seems increasingly quaint, GHCL presents a curious anomaly. The Indian soda ash manufacturer has achieved single-digit staff turnover in an industry where double-digit attrition is common. More striking still, it has slashed manpower costs from 6-7 per cent of revenue to just 3-4 per cent since 2015. Behind these numbers lies a deliberate strategy to transmute corporate values into tangible workplace practices.

“At GHCL, we believe people are the foundation of our success,” says Anil Kumar Singh, vice president, HR & IR, GHCL. “Guided by our core values, we cultivate a culture that drives innovation and collaboration, ensuring that every employee contributes to our collective vision. When employees feel valued, they drive business success, reinforcing a culture of trust and shared purpose.”

Such sentiments are commonplace in corporate communications. What distinguishes GHCL is how it operationalises these principles through three interlocking programmes, each addressing a different aspect of organisational psychology.

“At GHCL, we believe people are the foundation of our success. Guided by our core values, we cultivate a culture that drives innovation and collaboration, ensuring that every employee contributes to our collective vision. When employees feel valued, they drive business success, reinforcing a culture of trust and shared purpose.”

Anil Kumar Singh, vice president, HR & IR, GHCL

The first, DISHA, reimagines strategic planning as an inclusive exercise rather than an executive privilege. The company’s apex planning body convenes annually to chart the firm’s direction across business strategy, finance, branding, HR and corporate social responsibility. Unlike traditional corporate planning, DISHA incorporates voices from middle management and frontline teams. This approach ensures buy-in from those tasked with execution while democratising the decision-making process.

If DISHA provides the roadmap, GHCL TEA (Think, Experiment & Adopt) fuels the journey. This initiative moves beyond conventional suggestion schemes to foster transformative thinking. Employees develop proposals under three categories: Strategy, Innovation and Research (aptly abbreviated as SIR). Each quarter, a dedicated “SIR Day” provides a platform for presenting these ideas. The most promising undergo incubation with expert guidance to refine their feasibility and scalability.

“At GHCL, we believe that true growth stems from a mindset of curiosity and bold thinking,” explains Singh. “GHCL TEA is more than a platform—it’s a catalyst for strategic progress, fostering a culture of innovation, agility and sustainable growth.”

The annual INCARNATION event marks the culmination of this innovation pipeline, where the best ideas receive recognition and implementation resources. This completes a virtuous cycle: employees see their contributions materialised, reinforcing their sense of agency and ownership.

The third programme, MILAP (Medium for Interactive, Lateral, and Actionable Partnership), addresses collaboration across functional silos. Through facilitated discussions on operational challenges and strategic opportunities, MILAP breaks down hierarchical barriers. These exchanges spawn action-oriented committees that assume responsibility for implementing specific changes.

“By participating in MILAP, employees develop managerial skills, take ownership of their work and drive meaningful change. It’s a win-win for both the employees and the organisation,” says Singh.

The efficiency improvements at GHCL suggest these programmes deliver more than psychological comfort. As Singh observes, “Our employees are more engaged, innovative and aligned with the organisation’s long-term goals, fostering a culture of continuous improvement.”

What distinguishes GHCL’s approach is its comprehensiveness. DISHA addresses the human need for purpose and direction; GHCL TEA taps into the intrinsic desire for creativity and recognition; and MILAP satisfies the social imperative for collaboration and belonging. Together, they form a coherent ecosystem grounded in the firm’s stated values of respect, trust, ownership and teamwork.

These initiatives reflect a mature understanding that culture is not merely declared but deliberately engineered through consistent practices. In a manufacturing sector where human capital is often viewed as interchangeable and cost management typically means headcount reduction, GHCL has instead invested in building capabilities and commitment.

“Empowering employees with the right resources and opportunities is the key to sustained success,” says Singh. “At GHCL, our people define our journey, and their growth fuels our organisational momentum.”

The company’s experience suggests that even in traditional industries, investing in human capital yields measurable returns. Though labour-intensive manufacturing businesses face relentless cost pressures, GHCL demonstrates that employee engagement need not be sacrificed on the altar of efficiency—indeed, it can enhance it.

The firm’s success raises questions for other organisations. Are hierarchical planning processes hindering employee buy-in? Do innovation programmes tap into employees’ strategic thinking or merely solicit incremental improvements? Do collaboration initiatives break down silos or simply reinforce existing power structures?

As labour markets tighten and skilled workers become more discerning about their employers, GHCL’s approach offers valuable insights. The company has recognised that in the alchemy of organisational success, people are not merely resources to be managed but catalysts to be activated. Its experience suggests that treating employees as architects of the company’s future rather than simply its builders pays dividends in both engagement and efficiency.