Work with us

Aditya Birla Group’s Pulp and Fibre business (“Birla Cellulose” or “Business”) produces manmade cellulosic fibres (MMCF) that includes Viscose staple Fibre (VSF), specialty viscose-based fibres and Lyocell fibres. The Business is one of the largest MMCF producers globally (14% global market share) with a capacity of 3,430 TPD (1,252 KTPA) of fibre and 2680 KTPA of pulp.

Birla Cellulose, originated as a 1st generation cellulosic fibre, referred to as regular VSF and then developed non-woven offerings. It subsequently progressed into value-added fibre offerings such as 2nd generation Modal/Micro Modal, 3rd generation Lyocell (Excel), dope dyed fibre and other specialty fibres.
The Business has a 13,000+ strong workforce spread across 6 countries. Our employees have diverse educational backgrounds, with core roles occupied by chemical, mechanical and Textile engineers, PhDs and management professionals.

The Aditya Birla Group’s employee value proposition is our key anchor to motivate and energize employees.
Noteworthy aspects of our culture and HR strategy include fostering an inspiring work environment where employees are not limited to one function have the freedom to pursue various career interests, a best in class learning and development ecosystem, rewards and recognition system that encourages high performance and unwavering focus on quality of life.



A talent management system that focuses on attracting and retaining best in class talent within the industry in exchange for, attractive career prospects, an entrepreneurial work environment and ample opportunities for learning and development


Promotion of an organizational culture that encourages and rewards new ideas, fosters innovation and empowers individuals to act


Innovative organizational structures that integrate traditional structures with specialized high-performance teams that operate as centers of excellence (CTS, CTC, R&D, Projects, etc.) or help us achieve high levels of integration within the value chain (CTS, studios, LAPF and branding teams). The objective is to achieve clear demarcation between ideation and execution while promoting highest levels of collaboration


Robust Performance Management System (PMS) that is based on clearly articulated and dynamic SMART goals, and function specific KRAs that are quantifiable and are well aligned with business goals. This is complemented by continuous 360-degree feedback mechanism.


An overarching IT and digital infrastructure that supports all aspects of training and development, documentation, and dissemination of learnings and performance management

Two key principles embedded in our Work systems that help us capitalize on diverse ideas are “facilitation” and “rewards”


Idea generation and dissemination is encouraged through dedicated forums like:

  • Odyssey: A platform where unit/business leadership teams brainstorm, present & shortlist ideas for execution. The objective is to create and unlock value beyond budget targets by exploring levers like productivity, quality, cost, procurement/logistics, sustainability, etc.
  • Pride in innovation – scheme to incentivize idea generation & innovation across business.
  • In manufacturing units, skip level meetings and townhalls are organized frequently for idea sharing between leadership & employees. Units also run ‘suggestion schemes’ to capture ideas from shop floors
  • Annual community meetings where village sarpanch & leaders engage to share ideas for community building, and address issues
  • We also maintain many touch points within our sales/marketing ecosystem that facilitate new ideas, application development, process improvements, etc. Examples include events/exhibitions/trade shows, our fashion studios in Noida, Tirupur, New York, etc.

Recognition program of our Business is designed to acknowledge an individual & team's contribution to the organization.

Skill Sharing

Birla Cellulose achieves skill sharing through structured forums:

  • TechX academy - 46 modules to build core VSF knowledge/skills are conducted by internal technical trainers
  • Reverse mentoring – ~30 senior managers underwent mentoring from the young managers in core functional areas such as Finance, Sales, IT, Technical subjects.
  • TechX 2.0 – Unique program where retiring managers mentor young engineers
  • Edgile – Knowledge Management portal where key operations leaders document learning and innovation so that it is accessible to others for their benefit and implementation
  • Focus-50 program, our signature talent development program, has helped us develop future technical leaders across units