In 1993, a young yarn agent named Sushil Jindal left Haryana for Surat. He had been watching the city from a distance and could see it was about to become the centre of India's polyester trade. He arrived with no mill, no brand, and no plan beyond the next order. What he had was the willingness to move.
Three decades later, Jindal is a six-vertical group with 400+ machines, 500 workers, and ₹130 crore in annual turnover. Each first step — into manufacturing, weaving, films, digital printing, diamonds, lifestyle — was taken before the conditions were ideal. This is the story of those steps.
Sushil Jindal left Haryana for Surat to join the Jindal Company as a yarn agent. The city was already a serious player in polyester, and he could see it was about to become the country's centre of gravity for the trade. He came for the rise of the city, and stayed to be part of it.
After a decade in the agency business, Sushil Jindal had seen enough of Surat's floors to know what the city was about to need: upgraded technology. Water-jet weaving was coming, and the texturising capacity that fed those looms wasn't ready for it. He set up his first texturising unit that year — a bet on the upgrade before the demand had fully arrived. It was the moment the company stopped selling other people's yarn and started making its own.
Three years later, he moved into weaving itself. Jindal Polyweaves was established as a dedicated weaving operation — the first stake in what would become a much larger group. From here, the floor would never stop growing.
Ramesh Jindal, Sushil Jindal's brother and one of Surat's highest-volume yarn dealers, entered polyester film trading as the group's second vertical. It was the start of a working pattern that would come to define Jindal: each new vertical run by a family member or trusted lead, with the founder backing the move.
Not every turning point happens on the factory floor. In 2015, Sushil Jindal began working with Bhavin, a life coach who would shape the next decade of how he thought about himself, his family, and his business. The work was personal, but it changed the company. A founder who finds his footing tends to find his floor's footing too.
Inspired by a lesson that success begins with the first step, Sushil Jindal expanded the weaving business despite challenges. The same year, Yogit Jindal joined as CEO, introducing structured systems and processes, while the company brought digital printing in-house-strengthening operations, accelerating innovation, and laying the foundation for sustained growth.
When COVID closed factories everywhere, two things at Jindal kept running: relationships with customers, and care for the team. The floor was quiet for months, but no client was forgotten and no worker was abandoned. When the lockdown lifted, the business didn't have to be rebuilt. It picked up where it had paused.
The group took its biggest step outside textiles since 2003: the founding of Jindal Gems, a lab-grown diamond manufacturing business. The logic was the same as every move before — see the technology coming, take the first step before the conditions are ideal. It marked Jindal's quiet entry into a new industry.
The group launched Ivana By Jindal, its first consumer-facing lifestyle brand, with Yogit Jindal as CEO. Within months, the brand had built a recognition that usually takes years - proof that the family had learned not just how to make fabric, but how to tell its story.
Today, Jindal Polyweaves runs more than 400 machines across six verticals — home furnishing, men's wear, garmenting, warp knitting & raschel, digital printing, and polyester film trading — supported by group companies in rayon, hi-fashion, diamonds, and lifestyle. Output: 4.8 crore meters a year. Turnover: ₹130 crore. Workforce: 500. Certifications: ISO, OEKO-TEX, GRS, SEDEX. Every working day still begins the same way it has for years: a morning prayer, after which the team gathers and each member shares one thing they are grateful for.
By 2029, Jindal Polyweaves will become a public limited company. The annual function that year will be held in Singapore. The mill will be the same, the family will be the same — but the structure will be ready for the next decade.
The Jindal story continues
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