Fostering an inclusive, agile, and high-performance culture


Strategic Priority

Attracting, developing, engaging, and retaining high-quality talent

Capitals Impacted
  • Human

  • Intellectual

  • Social and

  •  Competitive market conditions and new entrants leading to attrition enablers
  •  The Godrej Way: Our purpose and values
  •  Our Employee Value Proposition (Tough Love, Whole Self and Your Canvas)
  •  Our leadership behaviours anchored in the Godrej Capability Factors
  •  An entrepreneurial and inclusive culture backed by enabling people practices
  •  Our global footprint and the option to build global careers in emerging markets in three continents
  •  Competitive remuneration based on the principle of sharing value created
Key Focus Areas
  •  Living ‘The Godrej Way’
  •  Building a culture of agility and experimentation
  •  Fostering a diverse and inclusive GCPL
  •  Investing in leadership development
  •  Creating a strong talent pipeline for the future
  •  Prioritising safety
  •  Being among the best companies to work for in all our geographies

Value Created

We are committed to building an inspiring place to work, grounded in The Godrej Way. Our culture aims at fostering diversity, agility, and experimentation. Through our people, policies, and processes, we are empowering our team members, enhancing capabilities in line with business ambitions, and thereby creating more impactful Human Capital and Intellectual Capital.

A lot of our engagement translates through Social and Relationship Capital - partnerships and enhanced employee connect, especially in the context of our multi-geography presence.

  • 11,257 direct team members
  • 36 nationalities
  • Team members in 23 countries
  • 76 per cent of team members based outside India
  • Average age of team members (white collar) is 39.9 years
  • 25 per cent of white-collar and 56.5 per cent of blue-collar team members are women
  • 21 per cent women in senior leadership roles (Vice President and above)
  • Consistently ranked in the top quartile of best employers in internal employee engagement survey scores
  • 5,816 training man-hours in fiscal year 2020
  • Workplace by Facebook helps engage and connect 2,950 people across geographies

Our Indonesia team explores personal and brand purpose at their Winning with Purpose workshop in Jakarta

‘The Godrej Way’

A culture around
‘The Godrej Way’

The Godrej Way, our purpose and values, is the cultural cornerstone that guides our choices and actions. As we grow and become more global, we need to ensure that the current and future generations of Godrejites fully embrace and live our distinctive purpose and values.

Over the last couple of years, we have integrated our values with key people policies and processes. We are also exploring ways to bring our purpose alive and build a more meaningful Godrej for all our stakeholders.


Our Employee Value Proposition

We take much pride in fostering an inspiring workplace with an agile and high-performance culture to attract, develop, and retain the best global talent.


Your Canvas

Our exciting and ambitious growth plans allow us to offer unparalleled career opportunities relatively early on.


Tough Love

We expect a lot from our team members, differentiate on the basis of performance and potential through career opportunities and rewards, and lay particular emphasis on developing, mentoring, and training.


Whole Self

We believe that passionate, well-rounded individuals with diverse interests make for better Godrejites. We understand that our team members play multi-faceted roles. Therefore, not only do we encourage them to explore their whole selves, but also create an enabling space for them to do so. Our commitment to being an equal opportunities employer and have flexible working policies around part-time work, work from home, flexible working hours, employee self-help resources, and professional counselling, are designed to enable better productivity and effectiveness.


Sharing business updates at our #JoshToJeet town hall in Mumbai

Godrej Capability Factors
All our people policies and practices are founded on the leadership capability factors of ‘Leading Self’, ‘Leading Others’, and ‘Leading Business’.

Authentic conversations
Our senior leadership engages through different platforms, including town halls and one-on-one conversations.

We are making a shift from static point-in-time conversations and surveys to a culture of continuous listening. The aim is to understand the pulse of our company in real-time and take immediate action. Earlier this year, we introduced Amber, a chat bot, to interact with team members across geographies. Over 1,300 people were engaged with as part of the first wave of interactions.


Our Indonesia team reinforces their commitment to excel at the #MakeItHappen town hall in Jakarta


At our Talk to the Management Committee Members breakfast session in Latin America


Introducing Amber, our chatbot, to teams across Africa


Connecting our global teams on Workplace by Facebook, our in-house social media platform

Building a culture of agility,
ownership, and experimentation

Our unique multi-local
operating model

Our international growth has been through acquisitions. Unlike traditional multi-nationals, we have a multi-local operating model centred on value-based partnering and operational autonomy at the local level. This helps sustain the agile, entrepreneurial spirit that made these companies successful while providing the benefits of strong processes and scale that Godrej brings. Striking a balance between our global identity and the ability to appreciate the local flavour and respond to changing consumer needs is our competitive advantage.

ways of working

In line with our operating model, we are building stronger collaboration across geographical clusters and function teams through shared accountability and clearly defined ways of working.

and projects

‘Project Nimble’ is a self-managed team of young leaders who work on ideas across functions to make GCPL more agile. As part of the ‘10xers Programme’, cross-functional teams work on challenging business-critical projects sponsored by senior leadership team members. ‘Project Nimble’ is a self-managed team of young leaders who work on ideas across functions to make GCPL more agile. As part of the ‘10xers Programme’, cross-functional teams work on challenging business-critical projects sponsored by senior leadership
team members.

Fostering a diverse
and inclusive GCPL

As a global conglomerate, delighting over a billion consumers, becoming more inclusive isn’t just in our DNA and the right thing to do - it makes excellent business sense. We take pride in being an equal opportunities employer. We recognise merit and encourage diversity.

We do not tolerate any form of discrimination on the basis of nationality, race, colour, religion, caste, gender identity or expression, sexual orientation, disability, age, or marital status and ensure equal opportunities for all our team members.


The Diversity Council of the Godrej Group, which comprises business leaders and senior team members who champion diversity and inclusiveness, meets every quarter to strategise and discuss initiatives to further drive our diversity and inclusion agenda.

Diversity champions
in Africa

Sub-Saharan Africa is a key geographic cluster for us. Given the diversity in gender, nationality, race, and educational background, we percieve see tremendous opportunity in leveraging synergies. We have a representative council that spearheads targeted interactive sessions, online and offline, to build appreciation and awareness around diversity. Based on the recommendations of this council, we have refreshed our people policies and processes.

and leadership

We foster a holistic, supportive workplace for women. As a result of these efforts, the percentage of women in GCPL has increased to approximately 25 per cent, and the percentage of women in senior leadership (Vice President and above) to approximately 21 per cent, today. Apart from our maternity benefits and daycare facilities, we have a Caregiver Travel Policy, which enables new mothers to bring a caregiver and children up to 1 year of age, for necessary work-related travel. Through Careers 2.0, our second careers programme, we provide women who have taken a career break a chance to return to the workplace. It offers aspirational and challenging projects across sectors and functions with added flexibility to help women balance their careers and personal needs.


#HumansOfGAUM is a powerful platform to build appreciation for diversity across Africa


We have day care facilities in Indonesia, Africa, and India


LGBT+ inclusion
Our well-defined equal opportunity policy and a gender-neutral anti-harassment policy protect the rights of our lesbian, gay, bisexual, transgender, queer, and intersex team members.

We have extended medical benefits, such as hospitalisation cover, to domestic partners of Godrejites. We offer a choice to any team member to choose a spouse/domestic partner as a dependent. This also covers same-sex dependents, AIDS patients, and fertility treatments. Our adoption policy too is designed with a gender-neutral primary caregiver in mind. We have a Gender Affirmation Policy to support team members who wish to undergo gender transition. Godrejites can claim reimbursements towards non-cosmetic surgeries and hormone replacement therapy.

We are reviewing amenities and infrastructure facilities for LGBT+ team members. As a first step, we have set up two gender-neutral washrooms at our headquarters, Godrej One, in Mumbai. On December 13, 2018, we launched a ‘Manifesto for Trans Inclusion in the Indian Workplace’. Through this, we aim to highlight the position and circumstances of trans people in the Indian society and steps corporate India can take to improve them.

The recently introduced Project Rainbow is a focused platform to empower people from the LGBT+ community to join Godrej.


Participating in recruiting drives for Project Rainbow


Prevention of
sexual harassment

We are committed to creating a workplace where everyone feels respected and included. We ensure that our team members are protected against sexual harassment while prioritising the redressal of all complaints in connected matters. To build awareness, we organise compulsory prevention of sexual harassment sensitisation sessions at regular intervals and have an e-learning module available for ready reference.


Our Employee Assistance Programme offers a confidential service to enable mental wellness. We have partnered with 1to1help and have a mix of reliable self-help resources and personalised counselling sessions to choose from.


Building awareness and communication around mental wellness

Investing in
leadership development

We believe that learning is a continuous process and happens on-the-job, through a combination of challenging assignments and a variety of roles. Our approach to leadership development is built around the Godrej Capability Factors. We are investing in high-quality learning through a mix of programmes led by world-class faculty from Harvard Business School and the Indian School of Business, as well as a host of internal Godrej trainers. In total, 5,816 training man-hours were recorded in fiscal year 2020.


Managerial capabilities

Leading Self
Much of our success depends on whether we are able to unleash the unique and powerful individual potential of each Godrejite. An in-house programme built around our Godrej Capability Factors called the pillar of Leading Self enables people to introspect and better understand and channelise personal drive.

Leading Teams
Leading Teams is an important skillset that both helps drive performance, and organisational growth. This year, we focused on building people management capabilities through an in-house programme, ‘Leading Teams for Impact’.

Leading Business
Strategic orientation and execution are emerging learning needs at middle management levels. We enable this through a blended learning approach with on-the-job implementation.


Leading Teams for Impact workshop


Enterprise leadership
Our global programme on sharpening P&L leadership capabilities involves a multi-phase learning journey of 18 months. The fiscal year 2020 focused on facilitating on-the-job projects and enabling tailored career and development journeys.

Continuous learning
through high impact e-content

We have partnered with Harvard Business School Online to offer access to Harvard’s case study content on areas such as strategy, innovation, and leadership, as part of a targeted learning investment for 100 team members.

Women leadership
We are committed to building a strong pipeline of women leaders. ‘Accel’, a comprehensive leadership development programme, created an intensive immersive learning experience for 20 high potential women team members across geographies. The year-long leadership journey used multiple learning mediums such as classroom sessions, on-the-job projects, senior leadership interactions, and digital learning modules. Participants are also mentored by key women leaders on the basis of individual learning needs.

Godrej Indonesia also hosted a 6-month leadership programme designed for new women managers.


Bringing together high potential women team members from across geographies to train at Accel


Building coaching skills at a leadership programme for women in Jakarta


The Game of Thrones themed induction for our summer intern batch in India

Creating a strong talent
pipeline for the future

functional capabilities

We are building capabilities around new and emergent skillsets and focus areas. Frontline sales managers play an important role in driving business growth. To ramp up focused capabilities across our sales organisation, we hosted tailored sales capability trainings across India, Indonesia and Africa. In India, the focus was on data-based decision-making and people management. In Indonesia, we partnered with Kantar Singapore for training in account management. In Africa, the modules covered basic selling essentials and team management.

Similarly, we are ramping up our digital and analytics capabilities and investing in new channels of growth, such as e-commerce, consumer marketing intelligence, and the professional salon business. In India, we run an expert series to build digital and consumer marketing intelligence capability inputs. In Indonesia, we partnered with the Marketing Institute of Singapore to train in enhancing marketing capabilities.

Launching Godrej LOUD at business schools in India


Innovative approach
to recruitment

Godrej LOUD (Live Out Ur Dream), our radically different approach to business school recruitment, encourages students to live out their unfulfilled personal dreams and offers sponsorship and internships with Godrej. LOUD has been hosted successfully across India, Indonesia, and Africa.


Visit the Godrej
LOUD website

Occupational health
and safety

As part of the Godrej Group, we foster a strong culture of continuous improvement in training, health, and safety. Our people are the key to building a strong safety culture, and we regularly strive to connect with all of our team members to enable this.

As part of training initiatives, we host practical sessions, role plays, and safety competitions. Over the last few years, we have focused on improving safety awareness among all team members, including our contractual workforce. Quality Circles are one of our most impactful initiatives in driving safety and improving productivity. They give our team members a platform to showcase their ideas and solutions to the Management Committee, and have helped us transform operations across our factories.

At Malanpur - our largest factory in India - approximately 400 team members (93 per cent of the team) participate in Quality Circles. Across our international geographies, we have 40 Quality Circles, contributing to an annual saving of approximately ₹1.74 crore. Of these, 14 have participated in and won various regional and national awards.

Key priorities 2018-19 2019-20
Number of people trained on safety (global data for employees + contractors) 65,842 73,039
Injury rate (global data) 0.541 0.35
Lost-time injury frequency rate (LTIFR) 0.149 0.103
Disabling incidents (global data) 0 0
Number of fatalities (global data) 0 1*
First aid/medical kits (global data) 511 434
Number of LTIs (global data) 15 15
Safe man-hours 54.61 Million 64.99 Million
Increase in near-miss reporting -37% 18%

*In FY 2019-20, we witnessed one fatal incident involving a contract worker. We offered mental, social, and financial help to the family of deceased, and we carried out a thorough investigation of the incident and implemented all the corrective actions across all the manufacturing sites. We are in process of completing all the preventive actions. We have further strengthened our systems and process to prevent such issues in future.


Our factory teams following essential safety protocols amidst the COVID-19 pandemic

Being among the best companies to work for in all our geographies

We have consistently been recognised among the best companies to work for across our geographies. We were also recognised on Great Place to Work® Institute (India)’s ‘Best Workplaces in Manufacturing - 2020’ list, and awarded the Best Employer Brand Award at Indonesia’s 14th Employer Branding Awards 2019.

Godrej In Tune, our engagement survey, hosted in partnership with Aon Hewitt, measures engagement levels across teams and geographies against identified parameters. We use the insights generated to co-create targeted interventions with specific teams.


Godrej Indonesia is awarded the ‘Best Employer Brand Award’ at Indonesia’s 14th Employer Branding Awards 2019