Mahesh Singh
Group CEO
Mahesh's journey from graduating as a mechanical engineer to the helm of a leading steel and power conglomerate is nothing short of inspiring. Beginning his career with OCL India, he honed his skills in the cement and refractory sector before pursuing an executive MBA at XLRI. Joining Jindal Steel and Power (JSPL), he spent 14 years mastering the steelmaking process, from mining to steel production, contributing significantly to various projects.
Mahesh's leadership extends globally, with successful stints in Indonesia and Nigeria, managing complex projects with precision and expertise. Returning to India, he assumed the role of Group CEO at Shri Jagannath Steels and Power, where his focus on safety, innovation, and opera-tional excellence has been instrumental in driving the company's growth and success. Under his guidance, the company has embraced cutting-edge technologies such as IoT and machine learning to streamline processes and enhance productivity. In this exclusive interview by CEO Insights, let’s learn more from the man himself.
Could you tell us a little more about the unique experiences XLRI Jamshedpur offers and what you learned from the campus beyond academics?
The knowledge I gathered at XLRI has been instrumental in establishing myself as a leader and shaping my personality as a successful project manager and techno commercial professional.
Beyond the rigorous academic curriculum, the institute offers invaluable lessons in team building and interaction. The socializing and teamwork experiences taught me how to build and interact with teams effectively, when to hold back and when to respond based on temperament, and how to gain acceptability as a leader.
In addition to these interpersonal skills, the strategic, commercial insights and financial understanding provided by the business school have made me a well rounded techno-commercial professional.
How are you applying the knowledge gained from your past experiences to drive your organization?
Our company is currently valued at around Rs.3,000 crore, and our challenge is to elevate it to the next level, targeting Rs.5,000 crore. To achieve this, we are expanding our infrastructure and setting up various new plants that will add significant value to our steelmaking process. Optimizing costs is another crucial area we are focusing on, as well as aiming to become one of the best employers in the industry.
We are streamlining our teams and proces-ses to ensure efficiency and effective-ness. A significant part of our strategic direction includes embracing digitization. By leve-raging digital tools and techno-logies, we aim to enhance our operational efficiency and drive innovation.
Could you tell me about your leadership approach?
I prioritize staying calm and composed. Initially, this may seem like leniency, but my focus is always on results. I assign tasks, set deadlines with team input, and follow up religiously to ensure completion. I emphasize ownership and accountability, and create a fair and encouraging environment where everyone feels comfortable sharing ideas. Over my nearly 30- year career, this approach has made my team members enjoy working with me and motivated them to deliver high-quality results. I do not lose my temper, and ensure to maintain respect and support, driving both performance and a positive work culture.
Mahesh's contributions are not merely technical; they are strategic, aiming to optimize processes, reduce costs, & enhance environ-mental sustainability
In addition to these interpersonal skills, the strategic, commercial insights and financial understanding provided by the business school have made me a well rounded techno-commercial professional.
How are you applying the knowledge gained from your past experiences to drive your organization?
Our company is currently valued at around Rs.3,000 crore, and our challenge is to elevate it to the next level, targeting Rs.5,000 crore. To achieve this, we are expanding our infrastructure and setting up various new plants that will add significant value to our steelmaking process. Optimizing costs is another crucial area we are focusing on, as well as aiming to become one of the best employers in the industry.
We are streamlining our teams and proces-ses to ensure efficiency and effective-ness. A significant part of our strategic direction includes embracing digitization. By leve-raging digital tools and techno-logies, we aim to enhance our operational efficiency and drive innovation.
Could you tell me about your leadership approach?
I prioritize staying calm and composed. Initially, this may seem like leniency, but my focus is always on results. I assign tasks, set deadlines with team input, and follow up religiously to ensure completion. I emphasize ownership and accountability, and create a fair and encouraging environment where everyone feels comfortable sharing ideas. Over my nearly 30- year career, this approach has made my team members enjoy working with me and motivated them to deliver high-quality results. I do not lose my temper, and ensure to maintain respect and support, driving both performance and a positive work culture.
What are the ways you ensure a safe work place for your team?
In all the industries I've worked in, safety has always been a paramount concern. Starting with Dalmia Group, then Jindal, and now with our current organization safety has been a top priority. We're particularly fortunate to work with Tata Steel as a client for TMT re-bars at one of our Plants, which ensures we adhere to their rigorous safety standards. This has significantly elevated our safety practices. Although changing the safety culture takes time, we’ve made substantial progress in the past year.
What is your future roadmap for the next five years for both yourself and the company?
We’re currently working on a 1.0 MTPA Pellet project for Steel Authority of India, aiming to commission it by early next year. Our goal is to become a low-cost producer of steel while streamlining our operations. As we transition to a more professionally managed group, we aim to position ourselves as one of the best in the industry. Our Honorable chairman and I are aligned in our vision to give the company a professional outlook and management structure.
What advice would you give to upcoming leaders in the industry?
For young engineers, the first 10 years should focus on broadening their knowledge and understanding various aspects of the industry. After that, they should dive deeper into specific areas and develop their expertise. Additionally, soft skills are paramount for managing teams and people. It's important to work out of your comfort zone, take on new challenges, and continuously learn. With experience and the right mindset, any young professional can drive an organization forward.
Mahesh Singh, Group CEO, Shri Jagannath Steels & Power
While working in Nigeria, Mahesh was heading Execution of a substantial $600 million Project in magnetite iron ore processing. Leading a team of over 1,000 individuals, he ensured the project's success and timely commissioning of the plant. His experience in Nigeria and India makes him one of the few leaders in the World who has put up Projects and operated them traversing the entire value chain starting from Ore processing (Hematite & Magnetite) till TMT re-bar production through the Pellet, DRI, Induction Furnaces and Rolling Mills route.
In all the industries I've worked in, safety has always been a paramount concern. Starting with Dalmia Group, then Jindal, and now with our current organization safety has been a top priority. We're particularly fortunate to work with Tata Steel as a client for TMT re-bars at one of our Plants, which ensures we adhere to their rigorous safety standards. This has significantly elevated our safety practices. Although changing the safety culture takes time, we’ve made substantial progress in the past year.
What is your future roadmap for the next five years for both yourself and the company?
We’re currently working on a 1.0 MTPA Pellet project for Steel Authority of India, aiming to commission it by early next year. Our goal is to become a low-cost producer of steel while streamlining our operations. As we transition to a more professionally managed group, we aim to position ourselves as one of the best in the industry. Our Honorable chairman and I are aligned in our vision to give the company a professional outlook and management structure.
What advice would you give to upcoming leaders in the industry?
For young engineers, the first 10 years should focus on broadening their knowledge and understanding various aspects of the industry. After that, they should dive deeper into specific areas and develop their expertise. Additionally, soft skills are paramount for managing teams and people. It's important to work out of your comfort zone, take on new challenges, and continuously learn. With experience and the right mindset, any young professional can drive an organization forward.
Mahesh Singh, Group CEO, Shri Jagannath Steels & Power
While working in Nigeria, Mahesh was heading Execution of a substantial $600 million Project in magnetite iron ore processing. Leading a team of over 1,000 individuals, he ensured the project's success and timely commissioning of the plant. His experience in Nigeria and India makes him one of the few leaders in the World who has put up Projects and operated them traversing the entire value chain starting from Ore processing (Hematite & Magnetite) till TMT re-bar production through the Pellet, DRI, Induction Furnaces and Rolling Mills route.