At a Glance
This case study examines how Renoir Consulting partnered with a prominent Indian conglomerate, to transform its support functions and operations to support ambitious growth objectives. A key achievement of this collaboration was an annualised savings of INR9.16 Crore through a 13% manpower optimisation. This case study explores how Renoir helped the client achieve significant improvements in efficiency and performance across its organisation.
Key results
Annualised saving of INR9.16 Crore through a 13% optimisation of manpower across eight units and 23 departments.
Defined approximately 160 Key Result Areas (KRAs) and 1600 Key Performance Indicators (KPIs) for 426 roles throughout the organisation.
Established standardised systems and processes for crucial support functions including HR, Finance, IT, Sales & Marketing, and Procurement.
Background
India’s steel manufacturing sector is a rapidly growing and strategically important industry, currently ranked as the world’s second-largest steel producer after China. India’s steel production capacity reached approximately 205 million tonnes (MT) in FY25, with crude steel production around 111 MT and finished steel at about 107 MT in the first three quarters of FY25 alone. Furthermore, Indian steelmakers are adopting advanced technologies such as continuous casting, electric arc furnaces, and speciality steel production.
With a history of empowering India, the client operates in manufacturing sectors such as Sponge Iron, branded TMT bars, Wire rods, Pig Iron, Billet, Ferro Alloys, and Power generation (Thermal, Solar, and Wind). The client also had plans to expand into manufacturing stainless steel products. Before this project, the client completed a phase focused on improving operational efficiency within its core manufacturing and power units.
Analysis
Driven by a management vision to increase turnover from â‚ą1200 Crore to approximately â‚ą3000 Crore by FY24-25, the client recognised the need for a comprehensive organisational transformation. While operational efficiencies had been addressed in earlier phases, the support functions were identified as key areas requiring significant improvement.
The client faced challenges, including better organisational alignment, optimised manpower, an objective performance management system, and standardised processes with improved operational discipline in support functions.
Specifically, performance appraisals relied heavily on managerial judgement without quantitative backing, and processes in support functions were often non-standardised, person-driven, and lacked clear accountability.
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Optimise Subcontractor Management and Progress Tracking
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Project Approach
Renoir’s approach targeted two key areas:
Human Resources optimisation and support function efficiency.
The project began with a comprehensive HR transformation, including organisational restructuring and the implementation of a structured performance management system. Once HR processes were strengthened, the focus shifted to standardizing support functions, ensuring seamless alignment both within teams and across the organization.
The strategy was rooted in a clear understanding of the client’s long-term vision. Using Renoir’s Focus Process®, the team conducted an in-depth assessment of existing support functions, identifying gaps and opportunities for sustainable improvement.
Implementation
The Renoir team commenced with comprehensive studies to map the existing organisational structure and processes across the entire organisation.
Key initiatives included:
Organisational Redesign
- Developed an optimised micro-organization structure
- This process considered aligning roles and designations across departments, clearly identifying lines of succession, and maintaining minimum eligibility and appropriate spans of control for each designation.
Performance Framework Development
- Created detailed job descriptions through activity analysis
- This involved an initial stage of activity listing, which then formed the basis for draft job descriptions. The activity listings were translated into KRAs and KPIs for implementing the Performance Management System (PMS). The PMS was designed to ensure a strong quantitative data backing for evaluations, based on SMART goals.
Process Standardisation
- This aimed to address the issues of non-standardised, person-driven processes with low accountability in these areas. This standardisation also facilitated the identification and removal of redundant forms and reports, leading to improved process controls.
Key Outcomes Achieved:
- Clear accountability through defined reporting lines
- Reduced evaluation bias via data-driven PMS
- Improved efficiency through digital review systems
- Enhanced collaboration with daily cross-functional reviews
- Faster decision-making with optimised data capture
- The inclusive approach ensured organisation-wide buy-in for sustainable transformation.
“By teaming up with Renoir, we have been able to optimize our workforce by 13%, standardize our processes in support functions and objectively measure performance of our people.”
– Joint Managing Director
Results
Beyond the 9.16 crore in annualised savings achieved through 13% manpower optimisation, the project established an annual PMS cycle with objective KRA/KPIs and clearly defined appraisals for 426 roles. Processes were streamlined with standardised templates, leading to improved process control.
The initiative went beyond establishing management control systems by laying a robust foundation for future digitisation through the indexing of all processes, templates, and reports with corresponding RACI matrices and workflows, exceeding the management’s initial expectations.
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* For confidentiality, all client-specific names and details have been omitted to protect the organisation’s identity while preserving the case study’s integrity.
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