The Quality Series Presents:

Rosewood Projects (P) Ltd., located in New Delhi the Capital of India

Mohandas Gandhi also used Innovative Techniques to help gain Indian independence

Harsh Vardhan Bagaria, Managing Director of Rosewood Projects Pvt. Ltd.
Rosewood Projects, Ltd., located near the Indian capital of New Delhi, is introducing exciting new technology in the construction of cable and conduit infrastructure. They are the exclusive dealers for Drillto Trenchless Co. for the Indian Subcontinent, a method of boring horizontally in the earth which does not require trenching or any other disruption of streets, sidewalks, buildings and other structures on the surface. Rosewood has been selected to receive the BID Quality Crown Award for 2015.

Innovation as an Indian Tradition

The tradition of innovation in India goes back a long time, and Mohandas Gandhi exemplified what could be accomplished by applying innovative techniques to traditional problems. According to Louis Fischer, “Gandhi’s greatness lay in doing what everyone could do but doesn’t.” Mohandas Gandhi was born in Gujarat state in 1869. His childhood upbringing included a strong inculcation in values such as pacifism, mutual tolerance, non-injury to living beings and vegetarianism. Gandhi was educated in London as a lawyer and moved to Natal, South Africa in 1893, where he spent the next 20+ years. He quickly became involved in the struggle against racial segregation, founding the Natal Indian Congress and participating in nonviolent resistance to the registration law for Indians in South Africa.

Making a Difference at Home

Upon his return to India in 1916, Gandhi continued to practice nonviolent civil disobedience, resisting the British colonial authorities, leading peaceful strikes and protests, and spreading a message of self reliance to India’s poor. In 1921 he became head of the Indian National Congress, and began agitating for complete political independence from Great Britain, using such techniques as a boycott of British goods and institutions and civil disobedience. He was jailed for 2 years as a result. By the early 1930’s, however, instead of arresting him the British began to negotiate, and made concessions on economic conditions, caste status, women’s rights, and autonomy.

One of Gandhi’s most famous early protests, and one which graphically demonstrated the unjustness of British rule and the absurdity of some of its laws, was the Salt March of 1930. It was inspired by the Salt Act of 1882, which made it illegal for anyone to collect or produce salt except for authorized British nationals. Starting with a group of about 80, Gandhi characterized his 240 mile walk to the sea as a traditional spiritual march. Using the publicity as an opportunity to gather support, he arrived at the coast with more than 12,000 followers, who began to make salt in defiance of the law.

The British did not have an adequate response. Allowing such a well organized protest to continue gave more and more political space to those who wanted independence. On the other hand, coming down hard on the protestors for the simple act of making salt seemed like an exaggerated response which would cost the good will of loyal Indians. Furthermore, salt was a commodity that everyone, even the most poor, used. Focus on the unfairness of the British monopoly on its production brought into sharp relief how repressive the law was.

During the first years of WWII, Gandhi helped lead the “Quit India” movement to pressure the British to leave India. The movement’s leaders, including Gandhi, were arrested and spent most of the war in jail, and Gandhi’s wife died while imprisoned at the Aga Khan Palace in Pune. The British finally realized that India was no longer governable, and moved quickly to withdraw once the war was over.

India gained its independence, but the British insisted on dividing the colony into Hindu and Muslim sections. Gandhi opposed this plan, and after the partition advocated for the payment of restitution to Pakistan for territory it lost in the division. Gandhi was assassinated in 1948 by Nathuram Godse, who was opposed to what he believed to be Gandhi’s naïve and dangerous rapprochement with Muslims.

During his lifetime, Gandhi was nominated for the Nobel Peace Prize five times but he never won it. Unlike the other Nobel prizes, it is awarded for activities carried out during the prior year, and like the other prizes, posthumous nominations are not allowed. In an apparent tribute to Gandhi, however, for 1948 the Peace Prize was not awarded for lack of a “suitable living candidate.”

The BID Committee believes that Quality and Innovation go hand in hand, so it always takes a close look at first movers in any industry. Trenchless technology for the installation of cables and pipes was practically unknown in the subcontinent until it was introduced by Rosewood.

Trenchless Technology

Known otherwise as Horizontal Directional Drilling (HDD), boring without digging expensive and destructive trenches is a system by which cables, power cables, sewage pipes, gas and water pipes are installed without disturbing surface traffic, city roads and crossings. It allows the installation of pipes and cables from 0.25 mm diameter up to 1.6 meters. HDD reduces costs and avoids other problems associated with trenching, such as potential interference with and expensive damage to existing underground infrastructure, delays in getting permission to dig up roads, when permission is granted at all, taxes and fees from government for surface remediation, traffic congestion, inconvenience to people, and environmental impact.

Special mention should be made of the environmental benefits of HDD, particularly in a country as densely populated as India. Trenching raises dust and pollutants into the atmosphere, is noisy, and causes vehicles to move slowly around worksites, increasing their emissions per kilometre traveled. Additionally, HDD is apt for other environmentally friendly applications such as the sealing of contaminated waste disposal, dewatering and landslide prevention. The BID Committee places a high value on techniques which protect the environment.

Directional Drilling

HDD is made possible because of advances in technology. The technique of directional drilling begins with the boring of a small diameter pilot hole to the design profile while monitoring and adjusting alignment as the bore is advanced. The head assembly contains instrumentation which transmits the magnetic bearing of the drilling direction, the angle of the inclination of the drilling and the established position. Adjustment of the small offset section of the head assembly known as the "bent" allows steering corrections throughout the bore.

The pilot hole is enlarged by reaming in stages as required until the final diameter is achieved. The final pipeline or casing is then pulled through the hole into position. This method has been designed for long crossings of pressurized pipes or cables in a curved profile beneath rivers and other obstructions which traditional trenching methods cannot overcome efficiently.

Customer Service as Job One

Although other companies have moved into the market, Rosewood has maintained its position as the top seller of Horizontal Directional Drilling machines in India. It does this through a written, verifiable customer service policy designed to develop repeat business with the largest and most discerning clients in the business. The policy contains a statement of Rosewood’s Core Values, which state:

  • - We must proactively manage change; it is the only constant.
  • - We must delight our customers; only they provide job security.
  • - We must develop and build leaders for the future by insisting on professional excellence in everything we do.
  • - We must treat everyone with the personal attention, openness, honesty and respect they deserve.
  • - We must build a team-based organization by sharing knowledge.
  • - We must break down all the departmental barriers; working together, works.
  • - We must focus on end-results, not activities; we own and are accountable for our actions and their results.

Specifically, management at Rosewood insists on recurrent training for its employees so that they are always up to date on the latest methods and technologies for operating in a safe, efficient and environmentally friendly way. Furthermore, the company keeps a staff of engineers and technicians competent to not only advise customers on equipment they may want to buy, but also to provide turnkey solutions and value added services such as site inspections. Staff at the company are granted a significant amount of autonomy and decision making authority to solve customer problems on the spot and are encouraged to communicate creative and innovative ideas directly to supervisors and upper level management. The result is a flow of information from the bottom up, which strengthens the organization and engenders connectedness throughout. This style of management is a key component of the BID’S QC100 model, and shows that Rosewood is on the cutting edge of business administration theory.

Because of its commitment to innovation, customer service, and environmental consciousness, Rosewood has been selected to receive the BID Quality Crown Award for 2015 at the convention in London.


BID is a private and independent organization founded in 1984, whose primary activity is business communication orientated towards quality, excellence and innovation in management. A leader in the broadcasting of Quality Culture, BID recognizes those companies and organizations which lead the most important activities in the business world, and is considered the founding organization in the broadcasting of the Culture of Quality, Excellence and Innovation in 179 countries. The trophy symbolizes a pledge to the principles of Quality Culture. The QC100 Total Quality Management Model, together with the Quality Mix program, media coverage of the convention and its impact on the community and business sector, create an unmatched platform for continuous improvement within the organization and awareness of the achievements of the company at an international level. Awards are given only to those who are committed to improving their Quality Culture based on the principles of the QC100 Total Quality Management Model. Candidates are proposed by the leaders of previously awarded companies who they consider worthy of the award. Especially meritorious candidates may also be nominated. The International BID Quality Award Selection Committee then chooses the winning companies who will receive the award in New York, Paris, Geneva, Frankfurt, Madrid and London.