Leadership and governance
Fabtech leadership and board of directors
Behind every cleanroom Fabtech hands over is a team you can name. The people on this page set the direction, sign off the standards and carry the accountability for the work. That runs from the board that governs the company through to the executives who run projects day to day.
- Board of directors
- One independent director
- Three board committees
- Operating since 2004
Who stands behind the work
Most people arrive on a page like this for one reason. A pharmaceutical project head or a procurement engineer is deciding who to trust with a facility that has to pass inspection. A room like that is judged long after the builder has left site. So who stands behind the promise matters as much as the specification.
The company is Fabtech Cleanrooms. The name on the filings is Fabtech Cleanrooms Limited, and the registered office is in Andheri (West), Mumbai.
Fabtech is governed under the SEBI (LODR) regulations, and in practice that shows up as three plain things. An independent director sits at the board table. The board works through committees that each have a defined job. The composition of both is filed as a statutory disclosure that anyone can open and read.
That is the record a procurement team works through before it signs, and global buyers treat it as routine. Institutional investors ask for the same file. It also settles a quieter question about who answers to whom, because decisions taken here are answerable to a board and to shareholders, not only to the people who took them.
What a due diligence reader is actually establishing
- 01
Is there a named board?
Somebody has to be answerable above the project team.
- 02
Is anyone at that table independent of management?
One seat with no reason to defend an internal decision changes what the table can conclude.
- 03
Is the composition filed where I can check it?
A claim you can open and read is worth more than a claim you are asked to accept.
If you are checking us before you shortlist, you do not have to take our word for any of this. The composition of the board and its committees is filed where you can read it yourself, and the link is further down the page.
Board of directors
The board owns the direction of the company. It sets strategy, and it holds the executive team to account.
Holding the executive team to account is the part a buyer feels. It means the standard a project is held to is not set by the same people who are under pressure to hit a date. The directors below carry that responsibility, and the governance of the company with it.
The directors are Mr. Amjad Adam Arbani, Mr. Ausaf Ahmed Usmani, Mr. Chirag Himatlal Doshi, Mr. Shyam Nagorao Khante and Ms. Rupal Dhiren Haria. Which of them is executive, which is non-executive and which is independent is recorded in the filed disclosure, which carries the confirmed designation against each name. This page does not restate a designation the record already owns.
Here is the rest of the record in one place, so you can check it line by line rather than take it on trust.
| What a buyer checks | Where it stands today |
|---|---|
| Directors on the board | Five, named above |
| Designation of each director | Executive, non-executive and independent, as recorded against each name in the filed disclosure |
| Independent oversight | One independent director on the board |
| Board committees | Audit; nomination and remuneration; stakeholders relationship |
| Name on the filings | Fabtech Cleanrooms Limited |
| Registered office | 615, Janki Centre, Off Veera Desai Road, Andheri (West), Mumbai, Maharashtra 400053 |
| Current board and committee list | Filed as a statutory disclosure under SEBI (LODR) Regulation 46 |
| Company secretary and compliance officer | A statutory role. Its current holder is named in the filed record, which is the place to check it |
FIG. 01Source: the company's own filed statutory disclosures. This page summarises them, and every value in it is held for confirmation before launch. Where the two differ, the filed record governs.
Executive management
The day-to-day running of the company sits with the executive management team. It covers engineering and manufacturing, project execution and finance. Once a project is under way, this is the group a client actually deals with, and for most buyers it is the more useful of the two lists on this page.
Your project is run by the heads of the engineering, manufacturing and project functions. They work under the executive directors, one of whom also serves as Chief Financial Officer. So the person who owns the design, the person who owns what gets made and the person who owns the site all report into the same board.
A cleanroom project pulls on design, fabrication, site work and cost control at the same time, and those are the four functions this team covers. Names and titles are confirmed against the current record before they are published here, so what follows describes the functions and what each one is accountable for rather than a roster that can go out of date between one project and the next.
Design and engineering
Owns the design basis, the ISO 14644 classification, the airflow scheme, the pressure cascade and the drawings you approve before anything is made. What this function signs is what the room gets built to.
Manufacturing
Owns what leaves the plant. Modular panels in PUF and Rockwool, air handling units, HEPA housings and terminal boxes, fan filter units, laminar airflow units, pass boxes, air showers, cleanroom doors and biosafety cabinets are made in house, and this function releases them against the approved design.
Project execution
Owns the site: sequence, installation, the installation record and the qualification programme through DQ, IQ, OQ and PQ. This is the function a client speaks to most often once work starts on the floor.
Finance and controls
Owns cost control, commercial terms and the financial reporting the audit committee reviews. On a build that runs for months across design, fabrication and site work, this is the function that keeps the commercial picture honest.
The practical consequence for a client is short. There is one accountable function behind every document you receive, and none of them is the function that owns the programme date.
Who signs what on a cleanroom project
Accountability on a Fabtech project is structural rather than personal. The map takes the documents a client actually receives, in the order they arrive, and puts each one against the level of the company that is accountable for it.
Rows are what you receive. Columns are who is answerable. Read a row, then read up.
Read it once and you know who to ask, whatever the names on the door happen to be. That matters more than it sounds: a supplier assessment written against a person expires the day that person moves, and an assessment written against a structure does not.
The delegation shown here is how sign-off is structured on a Fabtech project, and it is the same on a single laminar airflow unit as on a full turnkey suite.
The four levels, and where the six documents land
- PROJECT FLOORThe site team2 of 6
- EXECUTIVE MANAGEMENTFunction heads4 of 6
- BOARD COMMITTEESThree of themSigns none
- BOARD OF DIRECTORSGovernsSigns none
Independent director sits at both board levels above
What the client receives
- 01
Design approval
Design basis and drawings
AccountableExecutive management, engineering function
The classification, the airflow scheme and the drawings you approve before anything is made. The engineering function head signs it, not the project that has to hit the date.
- 02
Manufacturing release
From our own plant
AccountableExecutive management, manufacturing function
Panels, air handling units, HEPA housings, fan filter units, doors and biosafety cabinets are released from our own plant against the approved design, by the function that made them.
- 03
Installation record
Kept as the work happens
AccountableProject floor, project manager
What was installed, where, and in what sequence. It is kept on site as the work happens rather than written up afterwards, which is the difference between a record and a reconstruction.
- 04
Quality sign-off
Outside the site programme
AccountableExecutive management, quality function
Held deliberately outside the site programme, so the person who signs the room off does not report to the person who owns the date. This is the single most useful line on the map.
- 05
Validation dossier
DQ, IQ, OQ and PQ
AccountableProject floor, validation team, countersigned by quality
The evidence pack an inspector reads years after handover. Compiled on the project, countersigned by the quality function before it is issued to you.
- 06
Handover certificate
Room accepted as complete
AccountableExecutive management, an executive director
Signed by an executive director, which is the company accepting the room is complete rather than an individual manager saying so.
What holds it to the standard
- 07
The standard it is held to
Set above the project
AccountableBoard of directors
The board does not sign the six documents above it. It sets and defends the standard they are written against, which is why it has to sit outside the project.
- 08
Assurance it was followed
Reviewed, not assumed
AccountableBoard committees, audit committee
The audit committee reviews financial reporting and the controls behind it, with an independent director at the table who was not part of any of the decisions above.
The board signs none of the six documents above. Holding the standard they are written against is the job.
FIG. 02Each artefact a client receives, in project order, against the level of the company accountable for it.
Two things are worth noticing in it. Four of the six documents a client receives are signed by executive management, which is where the work is actually run, and two are signed on the project floor, where the work happens. The board signs none of them. Its job is not to sign your paperwork, it is to hold the standard the paperwork is written against, which is a different thing and a more useful one.
When a name changes, the accountability does not
People move. A director retires, a company secretary resigns, a function head is promoted into a different chair.
If your confidence in a supplier is attached to a name, it moves when the name does. The map above is drawn against roles for exactly that reason. The artefact you receive, and the level of the company accountable for it, are the same next year as they are today, and a supplier assessment written that way does not expire.
Two of those roles change under a statutory notice rather than quietly. The composition of the board and of its committees is filed and dated, and so is the appointment of the company secretary and compliance officer. Where a name written on this page and a name in the filed record disagree, the filed record is the one to use.
So the honest version of a leadership page says where to look rather than asking to be believed. How to check the record yourself, further down this page, does exactly that.
Governance
A privately held company can appoint whoever it likes to its board and tell nobody. Fabtech cannot.
The composition of the board, the committees under it, and every change to either are filed and dated. They stay on file after they change, which is what makes them worth checking.
An independent director sits on the board. Independent means not part of management, and holding no material interest in the company beyond the board seat. The point of the seat is that one person at the table has no reason to defend a decision taken inside the company.
The board also works through the three committees the SEBI (LODR) regulations require, and each has a defined remit. The audit committee oversees financial reporting and the auditors. Board appointments and pay sit with the nomination and remuneration committee. Shareholder grievances go to the stakeholders relationship committee. All three meet, record their decisions and report to the board.
None of that is unusual, and it is not offered here as a distinction. It is offered because a procurement team is entitled to know that the structure exists, that it is written down, and that it is not something the executive team can quietly rearrange.
| Committee | What it oversees | Why it matters to a buyer |
|---|---|---|
| Audit | Financial reporting, internal controls and the statutory auditors | The controls behind a project's cost and quality reporting are reviewed by people who did not run the project |
| Nomination and remuneration | Board appointments, board evaluation and remuneration policy | Who sits at the table, and on what terms, is settled through a defined process rather than informally |
| Stakeholders relationship | Shareholder and investor grievances and their resolution | There is a named route for a complaint that does not run through the executive team |
FIG. 03Source: the three committees required of the company under the SEBI (LODR) regulations. Composition and chairs are named in the filed disclosure, not here.
How to check the record yourself
You do not have to take a word of this on trust, and a serious buyer should not.
The full, current composition of the board and its committees is published as a statutory disclosure under SEBI (LODR) Regulation 46.
That disclosure names who chairs each committee and who sits on it. It is kept current as the board changes, so it wins over anything written on this page. A leadership page that asks to be believed rather than checked is doing the reader a disservice, and it is the first thing an auditor stops trusting.
It lives in the investor relations section of this site, as the board and committee composition disclosure.
Three things are worth checking when you open it: who the independent director is, who chairs the audit committee, and whether the composition has changed since you last looked. Those are the checks a procurement team or an auditor would make anyway.
Summarises the structure, in plain words, once. It describes what each role is accountable for and where the authoritative list lives. It is written by us.
Names every director with their designation, names who chairs each committee and who sits on it, and carries a date. It is filed, it stays on file after it changes, and it is not written by our marketing.
- 01
Who the independent director is
One named seat at the board table that is not part of management and holds no material interest beyond the seat itself.
- 02
Who chairs the audit committee
The chair sets what the committee looks at. It is the single most informative name in the whole disclosure.
- 03
Whether the composition has changed
Filings stay on file after they are superseded, so a change is visible and dated rather than silent.
FIG. 04This page summarises. The filed disclosure governs. Three checks, in the order a supplier assessment usually asks for them.
Frequently asked questions
Fabtech is led by its board of directors and by an executive management team. The board sets strategy and governance. The management team runs the company day to day, including engineering, manufacturing, project execution and finance. The current names and designations are published in the Investor Relations section.
The board brings together executive and non-executive directors, together with an independent director. The full current list of directors, with their designations, is kept up to date in the statutory board composition disclosure.
Yes. Fabtech is governed under the SEBI (LODR) regulations, with an independent director on the board and the statutory board committees in place: audit, nomination and remuneration, and stakeholders relationship. The current composition of each is filed as a statutory disclosure.
The complete, current composition of the board and its committees is published as a statutory disclosure in the Investor Relations section of the site. That disclosure is the authoritative source. It is kept up to date as the board changes.
Yes. The board includes an independent director. That is part of how the company keeps its decisions accountable to shareholders, rather than to management alone.
Design approval sits with the engineering function, manufacturing release with the manufacturing function, the installation record with the project manager on site, the quality sign-off with the quality function, the validation dossier with the project and validation team countersigned by quality, and the handover certificate with an executive director. The board sets the standard those documents are written against rather than signing them.
Accountability on a Fabtech project is attached to a role rather than to a person, so a change of individual does not change who is accountable for a document you receive. Changes to the board, to its committees and to the company secretary are filed as statutory disclosures and dated, so the current position can be checked at any time.
Because a cleanroom has to pass inspection years after handover. That depends on the standards and the accountability set at the top. Knowing there is a named, governed team behind the work, answerable to a filed record, is due diligence a project team is right to do.
Enquiries are handled through the company's contact channels. Specific requests can be routed to the relevant function on request. Please use the contact page to reach the team.
- Independent director on the board
- 1
- Statutory board committees
- 3
- Operating since
- 2004
- Projects delivered
- 2,000+
- Quality management certified
- ISO 9001
Talk to the team behind the work
Tell us the industry, the class and the floor area. The enquiry is routed to the function that owns it, and an engineer replies with a scoped proposal rather than a brochure.