This is a case of organizational development at Coastal Gujarat Power Ltd. (CGPL), Mundra in Gujarat, India. CGPL was formed as 100% subsidiary of Tata Power in April 2007. CGPL is India's first Ultra Mega Power Plant of 4000 MW capacity. CGPL has put India into global power map by utilizing the best technology & operating at benchmark levels of lowest cost of power generation. This paper focus on the management and development of employee engagement, which was at an all-time low. This level of engagement has been attributed to a diverse workforce, inadequate leadership communication, ambiguity is people policies, uncertainties on the financial health of the plant, remote location and lack of individual career plan at the time of project demobilization. This case addresses the use of an engagement model and was customized holistically through active participation of employees and all stakeholders to address the issues and enhancing engagement level of employees to 71%. This case reinforces various literature that employee engagement has positive impact on business results. The case provides possibilities and questions regarding what and how an organizational development initiative facilitates the change within the organization despite various challenges.