Building a more inclusive and greener world


Strategic Priority

Building an inclusive and greener world

Capitals Impacted
  • Intellectual

  • Manufactured

  • Human

  • Natural

  • Social and

  •  Regulatory compliance
  •  Social license to operate
  •  Community unrest
  •  Godrej purpose
  •  Good & Green vision
  •  Godrej values
  •  Godrej legacy of philanthropy
Key Focus Areas
  •  Ensuring judicious use of natural resources
  •  Innovating for sustainable packaging
  •  Enhancing employability
  •  Partnering with the Indian Government to eliminate malaria by 2030
  •  Enabling sustainable communities
  •  Fostering volunteerism

Value Created

We are conscious of both our dependence on and responsibility towards our communities and the environment, across the value chain and lifecycle of our products. We remain committed to innovating, exploring new technologies, and improving our processes to become more sustainable through enhanced Manufactured Capital and Intellectual Capital.

We are working closely with our communities and investing in social programmes to achieve our goals. We are also leveraging our Human Capital through employee engagement and volunteering efforts to maximise Natural Capital and Social and Relationship Capital.

United Nations’ Sustainable Development Goals (SDGs)

For more details, refer to the SDG mapping on our website



Approximately 23 per cent of the promoter holding of the Godrej Group is held in trusts that invest in the environment, healthcare, and education.

We are proud to protect, develop, and maintain the largest privately managed belt of mangrove forests in Mumbai since
the 1940s.

The Godrej Udayachal pre-primary and primary schools focus on the all-round development of children. The Udayachal High School has been accredited with the International School Award in recognition its global education curriculum and innovative in-classroom teaching.

We also support Teach For India, a nationwide movement involving outstanding college graduates and young professionals, who commit two years to full-time teaching in under-resourced schools and become lifelong leaders working towards the pursuit of equity in education.

The Godrej Memorial Hospital aims to provide high-quality healthcare at affordable costs. One such initiative is our partnership with Smile Train, a US-based NGO, which helps in performing corrective cleft lip and palate surgery in children from low-income families. We offer surgery and hospitalisation to these children free of cost.


Inside the Godrej Udayachal school in Mumbai

& Green

Sustainability at GCPL is guided by the Godrej Group’s Good & Green vision of creating a more inclusive and greener world.

We have a comprehensive CSR policy that outlines programmes and projects to create a positive impact on our stakeholders. Our CSR committee reviews, monitors and provides strategic inputs on our sustainability efforts.

Over the years, we have aligned our initiatives with the United Nations’ SDGs, the Government of India’s social development priorities, and the needs of our local communities to deliver high-impact programmes.


Key focus areas and corresponding initiatives

Ensuring judicious use of natural resources
Driving environmental sustainability initiatives at manufacturing plants through Green projects

Innovating for sustainable packaging
Incorporating sustainable packaging initiatives through innovation and technology upgradation to minimise the impact of our packaging on the environment

Enhancing employability
Implementing economic empowerment efforts to build inclusive and prosperous communities

Partnering with the Government of India to eliminate malaria by 2030
Through Project EMBED (Elimination of Mosquito Borne Endemic Diseases) that supports the Government’s efforts to eradicate insectborne diseases

Enabling sustainable communities
Implementing a range of environmental sustainability and community development initiatives

Fostering volunteerism
Initiatives for Godrejites to connect more meaningfully with our communities


Know more about
our CSR policy



I. Ensuring judicious use
of natural resources

As part of our Good & Green vision, we have established five environmental sustainability goals to be achieved by fiscal year 2021. The standards, methodologies, and assumptions used for our calculations were obtained from the ‘IPCC Guidelines for National Greenhouse Gas Inventories, 2006’ and the ‘IPCC AR5
Assessment Report’.

Our overall approach and process is detailed in our FY 2018-19 report: Building a more inclusive and greener world > Good & Green > Optimum use of natural resources

Our goals and performance


1. Energy

  •  Reduce specific energy consumption by 30 per cent
  •  Increase renewable energy portfolio to 30 per cent



  •  Improvements in processes and increase in efficiency of systems
  •  Adopting green energy sources such as solar and biomass



  •  Reduced our specific energy consumption by 27.7 per cent
  •  Increased renewable energy portfolio to 30 per cent


2. Water - Become water positive



  •  Innovative water management systems and technological improvements



  •  Reduced our specific water consumption by 32 per cent


3. Waste - Achieve zero waste to landfill



  •  Judicious and innovative use of materials, including reuse and recycling



  •  Reduced our specific waste to landfill by 99.5 per cent


4. Emission - Become carbon neutral



  •  Adopting cleaner fuels such as biomass



  •  Reduced our specific GHG emissions by 37 per cent








* Performance as on March 2020 against fiscal year 2010-11 baseline

# Energy use is calculated by specific energy consumption per tonne of production

## Water usage is calculated by specific water consumption per tonne of production

### Waste generated is calculated by specific waste to landfill per tonne of production

#### Emissions are tracked for Scope 1 and 2 and calculated by specific GHG emissions per tonne of production

1. Energy

In fiscal year 2020 we have undertaken 70 energy efficiency initiatives to reduce our energy consumption and dependence on conventional energy sources, in relation to our manufacturing scale.

Key initiatives in India in fiscal year 2020:

  •   Malanpur:
    - Installed water-based vacuum system to replace a steam based vacuum system that helped reduce fuel consumption by 48 metric tonne.
    - Replaced the old chiller with a new, efficient one that helped save 1.4 lakh kWh.
    - Installed a new energy efficient compressor that reduced energy consumption by 2.8 lakh kWh.
  •   North cluster:
    - Replaced old motors with new IE4 motors that helped save 82,000 kWh.
    - Reduced roll mill frequency that saved 27,000 kWh.
  •   North East cluster:
    - Installed VFDs and capacitor banks at the Meghalaya coil plant that helped save over 1 lakh kWh.
    - Optimised compressed air pressure and installed limit switch, motion sensor, and timer control saved 35,000 kWh.
  •   South cluster:
    - Replaced pneumatic cylinders with servo motors that saved 1.5 lakh kWh.
    - Installed energy saving devices for air conditioning.


Reasons for rise in specific energy consumption in fiscal year 2020 include the following:

  •   Increased fat splitting activity in-house, which has consumed additional 250 metric tonne of fuel and 188,750 kWh of electricity. This has resulted in 1.4 per cent increase in specific energy consumption, and 1.3 per cent increase in specific GHG emissions.


  •   In Malanpur, due to high production demand, we ran our old FSP1 and FADP 1 plants. This resulted in 210 metric tonne of additional fuel consumption. We have already made investments to improve these plants’ energy effciency.







Energy report - Global









2. Water
We continually evaluate and implement innovative projects to reduce specific water consumption. We continue to source our water from sustainable sources. We have also supported integrated watershed projects to replenish groundwater levels.

To know more about our watershed programme, refer to our FY 2018-19 report: Building a more inclusive and greener world > Good & Green > Enabling sustainable communities

Key initiatives in India in fiscal year 2020:

  •  In India, installed rainwater harvesting and load men bath water treatment at Coil units in the South cluster that saved 2,700 kL of water/annum
  •  In Indonesia, we implemented a 30 kLD effluent treatment plant and a rainwater harvesting system in 1,451 sq. meters of roof that provides 1.3 kL of water/annum of rainwater
  •  In Chile and USA, we improved effluents treatment systems






3. Waste
We have undertaken several initiatives to reduce waste generation and divert the waste from landfills to gainful applications. We continue to divert our Malanpur plant’s ETP sludge from landfills to co-processing at a cement plant. As a result, we have already achieved over 99 per cent reduction in waste to landfill. We are also on track with our extended producer responsibility
(EPR) commitment.

Key initiatives in fiscal year 2020:

  •  In Chile, close to 100 per cent of non-hazardous waste is recycled and hazardous waste is sent for co-processing
  •  In India, collected 8,000 metric tonne of plastic waste, which is equivalent to 73 per cent of our post-consumer
    plastic packaging






4. Emission
All our manufacturing units monitor their GHG emissions, and we have set short-term targets to reduce emission and achieve carbon neutrality. Our energy efficiency initiatives contribute to GHG emission reductions. They include switching to renewable biomass for boilers, procurement of renewable energy, flue gas heat recovery from boilers and utilisation in the process, and installation of energy-efficient equipment.

In fiscal year 2020, we reported a higher emission trend. The main reason for
this was:

  •  India’s prolonged monsoon, which led to solar power generation of less than 18 lakh units

We are undertaking different measures to address this, including the following:

  •  Increasing the share of solar-based electricity
  •  Installing a water jet vacuum system in FADP 1 to reduce fuel consumption (this has been completed)
  •  Continuing to invest in energy efficiency initiatives to reduce our specific GHG emissions



* Emission calculated from
energy consumption within our operations



II. Innovating for
sustainable packaging

In a FMCG business, packaging plays a very important role in maintaining product integrity. We use delightful design and packaging as a way to differentiate our products - and we aim to do this in an eco-friendly way. A number of our products are known for unique packaging, which balances utility and recyclability. In addition to our Good & Green targets, at a company level, we have identified sustainable packaging targets for fiscal year 2025.

Our goals


1. Reduce packaging consumption per unit of production by 20 per cent from the base year of fiscal year 2018



  •  Process improvements to make packaging more efficient


2. Ensure that 100 per cent of the packaging material is recyclable, reusable, recoverable, or compostable



  •  Upgrade to newer technologies and innovate packaging raw materials


3. Use at least 10 per cent post-consumer recycled (PCR) content in plastic packaging



  •  Partner with research organisations and start-up enterprises to develop packaging materials as alternatives to plastic and enable the use of recycled plastic instead of virgin material


Key initiatives in fiscal year 2020:

  •  Efficient packaging of Expert Powder Hair Dye helped saved 9 metric tonne annum of material
  •  We saved 19 metric tonne of material by reducing the thickness of our Cinthol soap wrapper.
  •  Redesigned the Cinthol Deo spray cap from a 3-piece cap to single-piece cap that helped save 8 metric tonne per of material





III. Enhancing

Our livelihood programmes focus on economic empowerment and are a part of our CSR initiatives. They are guided by our Good & Green vision and our CSR policy, and are reported under Schedule VII, Section 135 of the Companies Act, 2013 in the Directors’ Report.

We follow a shared value approach that addresses critical economic needs of marginalised and underprivileged sections of society, while strengthening our competitive advantage.

To know more about the need for women employability, details of our trainees, our approach, and our journey, refer to our FY 2018-19 report: Building a more inclusive and greener world > Good & Green > Building inclusive and prosperous communities > Livelihood

1. Salon-i and Beautypreneur in India





Our flagship social initiative, Salon-i, is a vocational training programme for women. It is designed entirely in-house to train young women in basic cosmetic skills, skin and hair care, and mehendi application. In addition, life skills and entrepreneurship development modules enable women to take up jobs or pursue self-employment, depending on their unique skillsets and circumstances. Compared with the country’s overall need, Salon-i’s employability goal is small; however, the programme is unique as it specifically aims at employability, entrepreneurship, and empowerment of women. Since fiscal year 2013, we have trained over 2,27,094 young women and continue to invest in their initiatives.



Our third-party impact assessment of Salon-i showed a three-fold increase in our trainees participating in paid work - from 14 to 45 per cent, of which 78 per cent were first time entrants in the workforce. Our trainees contributed between 15 and 50 per cent of their household income, depending on nature and location of their work. The median monthly salary for salon workers was ₹4,000 and ₹2,500 for those working at home. This income was nearly three times higher than what the trainees earned before the training. Forty per cent of the trainees also reported saving a part of their income for their financial security and purchase of assets. Qualitatively, the majority of the trainees attributed a sense of selfworth and confidence to face challenges as a key benefit of training. Trainees with difficult circumstances at home were more appreciative of the life skills curriculum that helped them negotiate social barriers





As an extension of Salon-i, we reached out to women micro-entrepreneurs in the beauty and wellness sector in various parts of the country and set up the Beautypreneur platform. Beautypreneur aims at incubating beauty and wellness entrepreneurship in women, thereby enabling them to train other women. This is in addition to their regular salon business and therefore, helps them expand their enterprise. Since fiscal year 2017, we have supported over 4,210 women entrepreneurs and continue to expand our reach.



A third-party Social Return on Investment (SROI) study of Beautypreneur showed an overall social return of ₹6 .46 on the programme for every ₹1 invested. Beautypreneurs reported a 50 per cent increase in their revenue after training, achieved with a mix of lower expenses and higher sales of their services.


We have trained over 2,27,094 young women through our Salon-i programme


Priyanka Chalke, Mumbai

Priyanka had to drop out school and start working as a teenager to support her family. From being a domestic help to working as a caterer to being a security guard - she’s done all that she could find, and tried to balance the needs of her family on a small wage. At 23, she got married and found support from her husband. However, her husband’s health deteriorated, and monetary issues grew. This time around, Priyanka was on the lookout to skill herself and find an opportunity to gain a steady income. She came across the Salon-i beauty and wellness training course and enroled for it. After completing the course, she began home services and building her clientele. Her dedication stood out, and our non-profit partner offered her a full-time job as a beauty trainer. She is now able to manage the needs of her family, and is training young girls to build their skills and confidence.


Our Beautypreneur programme works with micro-entrepreneurs in the beauty and wellness sector


Sadhna Tilvania, Indore, Madhya Pradesh

Sadhna, a mother of two, is a beautician by profession, and runs a small beauty parlour in a slum, while her husband works in a local clothing shop. She managed to earn only ₹2,000-₹3,000 per month, and it was becoming a challenge to run her business. In 2018, our non-profit partner met Sadhana and briefed her about the Beautypreneur programme with Godrej Expert Rich Crème. She enroled and found the training immensely useful. Armed with new-found knowledge and renewed confidence, she built new income sources such as organising seminars in her area and utilising the leaner business months to focus on training students. Both strategies boosted her income by three-fold to ₹8,000
per month.


2. Darling hair and beauty skills training in Kenya



We run hairdressing training for young women from underprivileged backgrounds at 34 training centres in Kenya, of which 30 centres are run in partnership with local county polytechnics.



We have trained over 4,200 women in five years. We are motivated by the successes so far reported by our alumni, several of whom have gone on to set up their own businesses (salons). We would like to facilitate the same for many more.


Mercy Hamisi, Nairobi

Like many other Kenyan youth, Mercy too had no formal training, and no source of income, which made her vulnerable to exploitation. A neighbour told her about the Darling hairdressing training programme and she enrolled with the hope of securing a steady income source. She trained for three months at the Likoni centre, where she learned technical hair dressing skills, and communication and client engagement. After training, she landed a job at the Lucky Salon in Nairobi, and has been able to meet the financial needs of her and her family. Today, she is able to provide for her food, pay school fees for her siblings, and also support her parents, including paying for rents at her family home. She has become an organic brand ambassador for our programme and has inspired 10 girls from her hometown to enrol for training.


We are stepping up efforts through hairdressing training in Kenya



IV. Partnering with the
Government of India to eliminate malaria by 2030


Elimination of Mosquito-Borne Endemic Diseases (EMBED)



EMBED is a great example of a CSR initiative built on the principle of shared value. It was initiated in Madhya Pradesh in 2015 in partnership with the Ministry of Health and Family Welfare’s National Vectore Borne Disease Control Programme (NVBDCP); we have also recently expanded to Uttar Pradesh and Chhattisgarh.

Through EMBED, we collaborate with non-profit organisations and the state government to run intensive behaviour change programmes in seven districts of Madhya Pradesh, and two districts each in Uttar Pradesh and Chhattisgarh. The focus is on building awareness in households for people at the bottom of the pyramid and for vulnerable and marginalised groups in tribal, hilly, and hard-to-reach areas. The programme has achieved full coverage in 830 villages across these 11 districts.


Project EMBED aims to eliminate malaria by creating awareness and driving behaviour change



  •  An independent SROI study of the programme revealed that every ₹1 invested in the programme created social impact worth ₹8.38.
  •  Close to 63 per cent of the community is taking steps to prevent malaria after increasing their awareness by participating in sessions.
  •  Around 75 per cent of the community healthcare workers reported an increase in their knowledge and diagnosis and treatment of malaria.
  •  Post malaria treatment, a 32 per cent improvement in overall health was reported that resulted in 17 per cent increase in productivity and 22 per cent decrease in school/work absenteeism.


Dukhiram Yadav, Chindwara Ryat, Mandla

Dukhiram Yadav is a 50-year-old farmer and daily wage labourer. Like many in his village, he was diagnosed with malaria in 2015. Being a daily wage earner, his productivity and income took a hit. Soon after, his wife caught the disease, quickly followed by the children, and soon the whole household was suffering together. They had almost no awareness about the disease, the causes of disease, or how it could be prevented. Dukhiram mentioned that the workers spreading awareness about malaria in his village by visiting households helped him to be better protected against mosquito-borne diseases that he feels much safer with their precautionary measures. He now regularly uses bed nets provided by the village panchayat and keeps his surroundings clean. Since then, there has not been any malaria incident in
their home.



V. Enabling
sustainable communities

A significant focus of our CSR programmes is to work towards the sustainable development of communities, ensuring that current needs are met without compromising future requirements. We aim to address the challenges of climate change, urbanisation and economic growth.

To know more about the need and approach of our waste management and watershed programmes, please refer to our FY 2018-19 report: Building a more inclusive and greener world > Good & Green > Building inclusive and prosperous communities


1. Waste management



Our efforts towards solid waste management extend beyond our manufacturing plants and immediate areas of operations. As part of our CSR efforts, we run community waste management projects using circular economy principles. In the past, we have collaborated with the Hyderabad and Kalyan-Dombivali Municipal Corporations. Most recently, we have partnered with the Pondicherry Municipal Corporation to implement a community waste management project. We are working with a social enterprise in Guwahati to covert plastic waste into fuel. We are partnering with another enterprise in Assam that recycles forest and agricultural residue to produce briquettes to be used as biofuel. Together, through these projects, we aim to process and divert up to 50 metric tonne of waste from landfills per day.


2. Watershed management



Our integrated watershed development project is helping restore the ecological balance in the drought-prone district of Siddipet in Telangana. Currently, groundwater levels are lower than 400 ft in many areas, and as a result, farmers are under acute pressure. In partnership with NABARD and a local NGO, we are treating land to replenish groundwater levels, improve irrigation, develop plantations, and ensure sustainable agriculture practices.



We have treated 870 hectares of land and carried out plantations through 3 lakh direct seedings and over 38,000 direct saplings. We have worked with over 300 farmers to diversify their livelihood and build their capacity on sustainable farming. We have also captured about 1 million kL of water in the region in fiscal year 2020.


3. Community initiatives



We work closely in communities around our manufacturing plants, implementing community development initiatives that focus on improving education, health, and sanitation, access, and availability of water, and skill building. Through this, we reach out to and directly impact over 6,500 people annually.


Key initiatives in India:


  •  In the North cluster, we partner with government schools in Himachal Pradesh and Jammu. In Baddi, we have provided a sanitary napkin vending machine in a senior secondary school and supported the complete flooring of the assembly area. We have also supported the construction of a playground in the Himachal Pradesh Police Line. In a Thana senior secondary school, we have supported the repairs of toilets and installed a sanitary napkin vending machine. In Kathua, we have supported the repairs and maintenance of the Chack Ram Singh government primary school, installed a reverse osmosis system, and provided utensils for mid-day meals. In Bari Brahmana, we have renovated two classrooms of the government girls middle school and installed a water filter.
  •  In the North East cluster, we are working with schools in Sikkim. We have provided computers to the Mamring high school, supported construction of bio-toilets in Pasi LP school, and constructed a fence around the school to ensure safety of the children.
  •  In the Central cluster, we are working with the community around our flagship plant in Malanpur. We have supported painting and leveling work at the local middle school. We have supported the local community hospital for plumbing, lighting, painting, and furniture. We are also implementing a ‘Youth ki awaaz’ programme, which is a water, health, and sanitation behaviour change programme that works with young people to drive change.




    Every year, we make strategic donations to support skill development, employability, sports, arts and culture, and critical cancer ailment support. For more details, please refer to the Director’s Report.


Volunteers from our Indonesia team on Godrej Global Volunteering Day



VI. Fostering

Our multi-faceted volunteering platform provides a range of opportunities for Godrejites to contribute their time and skills to community activities.


1. Godrej Global Volunteering Day

This is our annual day of community service. In 2019, close to 1,700 of our team members across the globe volunteered their time to eliminate single use plastic from their workplaces and lives. Godrejites participated in awareness sessions and clean-up drives in their offices and public places. Across Godrej Industries, we collected over 15.5 metric tonne of solid waste, which is equivalent to the waste generated by 11,000 people in a day. Of this, they sorted 9 metric tonne of plastic waste, and sent it for recycling.


2. Brighter Giving

These are long-term volunteering opportunities to help make a meaningful impact. Every year, volunteers take up projects that provide mentorship to students. We partner with iVolunteer to connect these students with our team members. Our volunteers provide career counselling, academic mentoring, and even sports coaching.


Pledging to eliminate single use plastic as part of Godrej Global Volunteering Day

Godrejites run for Teach For India at the Tata Mumbai Marathon


3. Mumbai Marathon

In January 2020, 53 Godrejites completed the Tata Mumbai Marathon in support of Teach for India and raised over ₹14,00,000 to bring quality education to children from low-income families across India.

4. World Environment Day

Every year, on World Environment Day, our team members host celebrations and spread awareness about the effects of our actions on the environment. We organise tree plantation drives around the communities of our manufacturing plants, cleanliness drives in collaboration with local panchayat and municipal corporations, and awareness sessions in local schools, among other activities. In fiscal year 2020, over 2,350 Godrejites participated in these activities and planted over 6,200 saplings around the globe.


Spreading awareness around World Environment Day in 2019

5. Payroll Giving

Our team members support our three non-profit partners directly through payroll giving. In fiscal year 2020, 132 Godrejites across the Group registered for the first time, and 149 continued their support. Together, they contributed over ₹9,00,000 in support of education, health and safety of children, and environment preservation and conservation.

As a part of our disaster relief efforts, we provide support to areas affected by natural disasters through contributions from Godrejites and matching grants from the Group. In 2019, we provided support for flood relief efforts.



and Recognition


We were recognised on the Dow Jones Sustainability Index 2019




Dow Jones Sustainability Index for
Emerging Markets 2019



Efficiency in Energy Usage in
Chemical sector, FICCI Chemicals and
Petrochemicals Awards 2019