When Dr. Uday Narang decided to consolidate HR leadership across the Anglian Omega Group, he didn’t go looking outside. He looked at who had been doing the work – and gave that person more responsibility.
Nitin Khindria, who has been CHRO at Omega Seiki Mobility since September 2024, now takes on the same mandate for Omega Bright Steel Pvt Ltd as well. One HR leader, two major businesses, all coordinated from Delhi.
It’s a quiet but deliberate move.
Why This Matters More Than a Typical Promotion
Most leadership announcements in the EV space are about product launches or funding rounds. This one is about something less flashy but arguably more important – who’s responsible for the people.
OSM isn’t a small startup anymore. It builds electric three-wheelers, commercial vehicles, and logistics EVs, and it’s pushing into international markets. At that scale, having fragmented HR across business units creates real problems: inconsistent culture, slow hiring decisions, different policies for employees doing similar work.
Bringing Khindria’s scope to cover Omega Bright Steel too is essentially a bet that one coherent people strategy beats two separate ones.
Dr. Narang put it plainly: closer integration of HR through the Group’s Delhi headquarters should “strengthen coordination, accelerate decision-making, and create a more unified employee experience.” That’s less a vision statement and more a diagnosis of what happens when HR is siloed.
The Person Getting the Job
Nitin Khindria has been in HR for over 20 years, across industries that don’t have much in common – manufacturing, FMCG, defense, education, healthcare. That kind of range tends to produce HR leaders who are harder to rattle. They’ve seen hiring freezes, rapid expansions, union issues, white-collar attrition, and everything between.
Before OSM, he was Corporate HR Head at Dalmia Biz Pvt. Ltd. Before that, senior roles at Mahindra & Mahindra, International Tractors Limited, Nahar Industrial Enterprises, Action Tesa, Indo Asian Fusegear, FICCI, and the Ministry of Defence.
He joined OSM as Head of HR, was promoted to CHRO within months, and now gets this expansion. That progression tells you something about how quickly he built credibility internally.
His academic background – MBA from Lal Bahadur Shastri Institute of Management, Executive Diploma in HRM from XLRI Jamshedpur – is solid. But honestly, at 20+ years in, the CV footnotes matter less than the track record.
What He Said
Khindria’s response to the appointment was direct: “I sincerely thank Dr. Uday Narang for his trust and confidence in me. I look forward to strengthening people practices, enhancing employee experience, and contributing to the Group’s continued growth and success.”
Short, professional, no buzzwords. Fine by us.
The Bigger Picture for EV Companies in India
India’s EV sector has a hiring and culture problem it doesn’t talk about enough. Companies are growing fast, pulling talent from automotive, tech, and logistics all at once – three industries with very different cultures. The friction shows up in retention numbers, in mid-level manager burnout, in teams that don’t talk to each other.
The companies that figure out their people infrastructure early tend to scale more cleanly than those that bolt it on later. OSM’s decision to give a single HR leader oversight across businesses rather than letting each unit do its own thing is a choice in that direction.
Whether it works depends on execution. But the intention is sound.
