People and planet
alongside profit

Our AI-powered health kiosk for preventive and curative health checkups

Our commitment to a culture for safety underpins our organizational values, with a clear vision of creating a workplace free from injury. We make substantial investments in advanced safety infrastructure and best-in-class systems that align with our Safety and Health Policy. This policy serves as our blueprint. Our key focus areas are building a competent OHS structure, cultivating safety-conscious behaviour, identifying and assessing risks, applying effective mitigation strategies, and ensuring continual improvements. Our framework also includes loss prevention, detailed incident analysis, emergency preparedness, employee health and hygiene, and the use of performance measurement tools to track safety progress.

To ensure our OHS systems are both effective and integrated, we have introduced a detailed evaluation matrix that assesses implementation across four core pillars. As part of our continuous improvement strategy, we have also developed a rigorous

To ensure our OHS systems are both effective and integrated, we have introduced a detailed evaluation matrix that assesses implementation across four core pillars. As part of our continuous improvement strategy, we have also developed a rigorous internal and external audit mechanism. This process is a benchmark for best practices, helping us identify areas for improvements, and evolving our safety and health practices.

Aligned with our commitment to addressing critical safety concerns, we have invested in upgrading our safety infrastructure and systems. Over the past two years, key initiatives have included enhancements to fall protection mechanisms, modernization of electrical systems, improved machine guarding with Lockout-Tagout (LOTO) provisions, and comprehensive upgrades to our fire prevention and protection systems.

Embracing automation is integral to the future of safe operations and we are actively exploring and adopting new technology. We recently deployed drones to inspect the structural integrity of our boiler stacks. It significantly reduces operational risks through remote, non-invasive assessment.

All our Indian manufacturing sites are ISO 45001 certified. We have a detailed safety & health risk management system (SHMS) based on ISO 45001 standard. In addition to it, our safety and health management system (SHMS) covers all the legal requirements pertaining to company’s operations. SHMS system covers all site operations, employees, contractors & other stakeholders associated with the sites' operations.

We have established a system to check the system effectiveness based on findings from audits, inspection (internal & external), accident CAPA (Internal & external), legal changes. We also review and assess the SHMS system every 3 years and add best in class industrial practices to it.

Based on ISO 45001 standard, we follow Hazard identification & risk assessment (HIRA) process. We use specific techniques such as HAZOP, QRA for specific operations and risk. Employees, contractor and all other stakeholder take part in HIRA process. We have a trained team to carry out HIRA for all our site operations.

All non-routine activities are controlled through a strong work permit system. We ensure any new project or any change in terms of infrastructure, system or people undergoes a detailed assessment for safety & health risk.

We identified and created a list of significant risks and categorise them as "Critical To Safety". These are risks that are prioritised and we craft a detailed action plan to mitigate these risks at all sites and their status is reviewed up to board-level ESG committee. We have an emergency preparedness response framework that establishes the process to identify and respond to emergencies that have the potential to disrupt operations and pose safety risk. We recorded over 28 million safe work hours in FY 2024-2025.

Building a culture of safety

We understand and value and power of employee participation for improvement in safety and health condition. We encourage worker participation in hazard identification related to work activities. Workers are trained for identifying hazards, near miss, safety related incident. We also organise various safety celebrations throughout the year to increase safety awareness at all levels. We have a dedicated theme each month, accompanied by site-wide programs and safety awareness sessions. This has deepened employee engagement and reinforced a culture of continuous improvement in safety. Through these initiatives, we have been able to successfully shift safety from a compliance-driven function to one that is embedded in our organizational values.

We collaborated with DSS+ (DuPont Safety Solutions), and trained 50+ leaders, 100+ middle managers, and 100+ shop floor colleagues in safety leadership. Leaders now conduct weekly site visits, ensuring hazards are addressed and fostering a culture of ownership, achieving 100% leadership engagement across sites.

We have expanded safety beyond manufacturing and offices to our warehouses to further strengthen our risk mitigation. We have developed a safety plan, conducted risk assessments, and closed non-compliant warehouses. Through implementing our action plan we upgraded 20 warehouse in India to grade A-level. We also launched a road safety policy, training employees and service providers while assessing safety compliance.

We have made substantial investments in upgrading our safety infrastructure. Our new manufacturing plants in South and Central-West clusters, have been equipped with best-in-class safety infrastructure for fire, electrical, work at height, onsite traffic, and process safety among others. As a result, we have maintained a zero-fatality record for the past 5 years, along with no major fires or significant property damage reported. In the FY 2024-25, our LTIFR was 0.74 and we are committed to reducing it year-on-year.

AI is the new way of working and we are exploring opportunities that can help make our operations safer. We recently launched an AI-based safety bot to help all our employees and workers access and understand our safety protocols with ease.

Safe dock leveller

Panel with RCCB & overcurrent protection

AI is the new way of working and we are exploring opportunities that can help make our operations safer. We recently launched an AI-based safety bot to help all our employees and workers access and understand our safety protocols with ease.

GCPL Safety Chatbot

Critical enablers: Diversity, equity, and inclusion

We believe that building a diverse and inclusive workforce is essential to maintaining and growing our competitive edge. Embracing varied perspectives, skills, and experiences strengthens our ability to understand and serve the needs of our broad consumer base. As a global conglomerate aiming to delight over 2 billion consumers, inclusivity is ingrained in our culture. Not only because it is ethically right but also because it makes sound business sense.

We are proud to be an equal-opportunity employer, where merit guides our decisions

and where diversity is actively encouraged. We are firmly committed to upholding human rights and prohibiting discrimination based on gender, sexual orientation, religion, nationality, race, disability, age, or any other personal trait. Disrespectful behaviour, harassment, intimidation, unfair treatment, and retaliation have no place in our organization.

We are proud to be an equal-opportunity employer, where merit guides our decisions and where diversity is actively encouraged. We are firmly committed to upholding human rights and prohibiting discrimination based on gender, sexual orientation, religion, nationality, race, disability, age, or any other personal trait. Disrespectful behaviour, harassment, intimidation, unfair treatment, and retaliation have no place in our organization.

Women and Leadership

Currently, women make up 59% of our total global workforce, a reflection of our focused approach to creating an inclusive environment. Within our white-collar workforce, women represent 31%, while they hold 28% of all management roles. At the senior management level, women account for 26%, up from 23% last year. We are working towards reaching our goal of 30% representation in senior leadership by 2030 as part of our continued commitment to gender diversity.

DEI Fundamentals Workshop

Our DEI Fundamentals workshop is an initiative to embed the culture of diversity, equity, and inclusion across the organisation. Recognising the critical role of leadership in fostering inclusivity, we began the journey with immersive workshops tailored for leaders across Sales and Manufacturing functions. These sessions provided a strong foundation, equipping leaders with the knowledge and tools needed to champion inclusivity within their teams and lead by example.

Building on this momentum, the initiative expanded to include all white-collar employees at manufacturing sites, in-person trainings and workshops for employees from all functions at the head office, virtual sessions for sales teams, and to manufacturing sites in the Central West and South clusters of India. Participants engaged in discussions and activities designed to create a more open, respectful, and supportive workplace. These sessions offer practical tools to help our team members recognise and navigate biases, fostering allyship and understanding.

DEI Fundamentals workshops in session

Top 5 workforce nationalities

Strengthening PoSH (Prevention of Sexual Harassment)

Gender pay analysis

We understand the importance of cultivating a workplace that is fair and inclusive that tackles gender pay disparity head-on. Our commitment is to ensure that all team members receive fair and equal compensation, irrespective of their gender. To uphold this commitment, we regularly conduct gender pay gap analysis across all levels of our organisation. These evaluations are aimed at pinpointing any discrepancies in pay between male and female employees that cannot be explained by consistent merit-based criteria.

In response to any identified pay disparities, we take proactive measures, including:

•  Continuously reviewing our compensation policies and practices to ensure they are fair and transparent
•  Implementing targeted initiatives, such as training programmes and career development opportunities, to support the advancement of female employees

•  Cultivating a culture of diversity and inclusion through effective communication, education, and employee engagement efforts

We remain committed to intensify our efforts to eliminate gender pay gap and nurture a workplace where every employee has equal opportunities for growth and success.

Becoming more diverse and inclusive in our manufacturing

Over the past year, we have made significant strides in enhancing diversity representation within our manufacturing workforce. The overall representation of diverse groups in the white-collar segment has increased from 13% to 14%, reflecting our continued efforts toward building a more inclusive workplace. More notably, the representation in the blue-collar workforce has seen a remarkable rise of 17% from 4%. This substantial surge can be attributed to the successful launch of our two new greenfield manufacturing sites, Vindhya and Nilgiri. These facilities are designed with inclusion at their core, enabling

Over the past year, we have made significant strides in enhancing diversity representation within our manufacturing workforce. The overall representation of diverse groups in the white-collar segment has increased from 13% to 14%, reflecting our continued efforts toward building a more inclusive workplace. More notably, the representation in the blue-collar workforce has seen a remarkable rise of 17% from 4%. This substantial surge can be attributed to the successful launch of our two new greenfield manufacturing sites, Vindhya and Nilgiri. These facilities are designed with inclusion at their core, enabling us to embed gender balance as a foundational hiring principle. Additionally, the integration of diverse cohorts, including Persons with Disabilities (PwDs) and individuals from the LGBTQ+ community, has further enriched the fabric of our workforce. These initiatives collectively underscore our commitment to fostering an equitable and representative manufacturing ecosystem.

us to embed gender balance as a foundational hiring principle. Additionally, the integration of diverse cohorts, including Persons with Disabilities (PwDs) and individuals from the LGBTQ+ community, has further enriched the fabric of our workforce. These initiatives collectively underscore our commitment to fostering an equitable and representative manufacturing ecosystem.

Codifying Greenfield: Journey of an Inclusive Factory – Vindhya & Nilgiri

In early 2024, took a step towards expansion, sustainability and inclusion by signing a Memorandum of Understanding (MoU) with the Tamil Nadu Government to establish a cutting-edge manufacturing facility in Thiruporur taluk, Chengalpattu, near Chennai with an investment of INR 515 crore over the next five years.

As part of our vision to establish lighthouse factory operations in India,

we have developed a comprehensive framework to create and sustain inclusive manufacturing environments. Two of our greenfield projects adopted this approach, with a firm commitment to maintaining a gender-balanced workforce across white-collar, blue-collar, and contractual roles. Additionally, a minimum of 5% of the workforce will berepresented by individuals from the DEI and LGBTIQA+ communities.

As part of our vision to establish lighthouse factory operations in India, we have developed a comprehensive framework to create and sustain inclusive manufacturing environments. Two of our greenfield projects adopted this approach, with a firm commitment to maintaining a gender-balanced workforce across white-collar, blue-collar, and contractual roles. Additionally, a minimum of 5% of the workforce will berepresented by individuals from the DEI and LGBTIQA+ communities.

This inclusive vision has encouraged our teams to incorporate accessibility and inclusivity into every aspect of project development - from civil design and machinery selection to the adoption of accessible technologies, revised safety workflows, and inclusive hiring strategies. A robust integration process is being mapped to ensure a smooth onboarding experience.

A Vision Rooted in DEI: Building Inclusive Workforce Pipelines

Celebrating International Day of Person with Disability

We believe that every individual deserves equal opportunities to succeed, regardless of ability. International Day of Persons with Disabilities (PWD) is a significant occasion for us to reflect on our ongoing journey towards building an inclusive workplace and to highlight the strides we’ve made in creating a supportive environment for employees with disabilities.

This year, we focused on sharing the unsung stories of some of our newly joined candidates with disabilities, providing a platform to amplify their voices and experiences. Through a docufilm, we highlighted the unique journeys of these individuals, showcasing not only their

This year, we focused on sharing the unsung stories of some of our newly joined candidates with disabilities, providing a platform to amplify their voices and experiences. Through a docufilm, we highlighted the unique journeys of these individuals, showcasing not only their contributions to the organisation but also the efforts being made to ensure that our workplace is accessible, inclusive, and empowering.

contributions to the organisation but also the efforts being made to ensure that our workplace is accessible, inclusive, and empowering.

We are committed to creating an inclusive and accessible environment for people with disabilities and we will continue to drive initiatives that promote representation, support, and empowerment.

Watch our PWD docufilm

Celebrating International Women's Day

Inclusion isn’t a one-day event. It’s a journey we commit to, every single day. This year, under the theme “WomenAlly: Allies in Action”, we celebrated women and the allies who walk alongside them in the pursuit of rights, equality, and empowerment. We believe true inclusion happens when everyone across all levels, functions, and geographies joins hands to make it real. And that’s exactly what we saw come alive this Women’s Month.

In India, we marked a significant milestone, one year of “Godrej Ki Shakti”, our women in Manufacturing Employee Resource Group. What began as a community to support and empower women on the shopfloor has grown into a powerful platform for change. The Annual Shakti Summit brought our clusters

In India, we marked a significant milestone, one year of “Godrej Ki Shakti”, our women in Manufacturing Employee Resource Group. What began as a community to support and empower women on the shopfloor has grown into a powerful platform for change. The Annual Shakti Summit brought our clusters together for a day of deep reflection and dialogue, featuring a workshop on mental models, a vibrant panel discussion, and an inspiring message from Nisaba Godrej. We also amplified voices from our frontline with the launch of “Women in Sales”, a heartfelt docu-film capturing stories of women breaking barriers in field roles. Our celebrations at Head Office culminated in a leadership panel that reminded us of the strength in choosing the harder, but more meaningful, path.

together for a day of deep reflection and dialogue, featuring a workshop on mental models, a vibrant panel discussion, and an inspiring message from Nisaba Godrej. We also amplified voices from our frontline with the launch of “Women in Sales”, a heartfelt docu-film capturing stories of women breaking barriers in field roles. Our celebrations at Head Office culminated in a leadership panel that reminded us of the strength in choosing the harder, but more meaningful, path.

Watch the 'Women in Sales' docufilm

Aarambh - Women in Sales program

In 2022, GCPL launched Aarambh, an affirmative hiring program aimed at increasing the representation of women in field sales, traditionally a male-dominated domain. We offer women the tools, training, and opportunities necessary to excel in sales roles. The Aarambh traineeship program is a 6-9-month structured journey for female students, designed to immerse them in the nuances of field sales through:

•  Live Projects: Participants work on real-time projects that enable them to apply their academic knowledge to practical challenges in sales.
•  Field Sales Immersion: Trainees gain hands-on exposure to the dynamic world of sales, shadowing experienced
•  Field Sales Immersion: Trainees gain hands-on exposure to the dynamic world of sales, shadowing experienced professionals and learning the ropes of customer interaction, distribution management, and market analysis. This approach ensures that participants are equipped with both theoretical knowledge and practical skills, preparing them for long-term success in sales.

professionals and learning the ropes of customer interaction, distribution management, and market analysis. This approach ensures that participants are equipped with both theoretical knowledge and practical skills, preparing them for long-term success in sales.

Since its inception, Aarambh has successfully onboarded 25 female trainees. Upon successful completion of the program, participants are offered independent assignments as Field Officers, empowering them to take on leadership roles within the organisation.

•  Providing flexible work-from-home options, particularly for women engaged in field sales roles.
•  Upgrading current infrastructure, including ensuring access to clean washroom facilities at major distributor locations.

Moreover, our Sales Leadership Team has conducted sensitization workshops aimed at raising awareness and addressing menstruation-related issues experienced by women in field sales functions.

Celebrating Pride Month: Building a Culture of Inclusion at Godrej

Our commitment to diversity and inclusion is reflected in the robust policies , the Equal Opportunity Policy and Gender-neutral Anti-Sexual Harassment Policy. These policies are inclusive by design, ensuring the rights and dignity of all team members, including those who identify as lesbian, gay, bisexual, transgender, queer, and intersex (LGBT+). We extend comprehensive medical benefits to the domestic partners of employees, enabling individuals to nominate their spouse or partner, irrespective of gender or sexual orientation, as a dependent. This inclusivity also encompasses same-sex partners, individuals living with AIDS, and those undergoing fertility treatments. Our Adoption Policy is also built to be gender-neutral, offering equal support to primary caregivers regardless of gender identity.

In support of team members undergoing gender transition, we have instituted a Gender Affirmation Policy. This policy provides reimbursements for hormone replacement therapy and non-cosmetic surgeries. We are also working to enhance our facilities and infrastructure to better serve our LGBT+ employees. A step in this direction includes the installation of two gender-neutral washrooms at our Mumbai headquarters, Godrej One.

We recognise the importance of observances like Pride Month as powerful opportunities to raise awareness, foster meaningful conversations, and build a sense of community. These occasions also serve as a platform to reinforce our commitment to inclusive hiring practices, creating a welcoming space for members of the LGBTQIA+ community.

DEI initiatives across the globe

Critical Enablers: Talent
Development

Leadership growth through the Godrej Capability Factors (GCFs)

Our beliefs on leadership, careers, and capability development

Leadership development across levels

We place strong emphasis on investing in our people through customized Learning and
Development (L&D) initiatives. On average, each employee engages in 23 hours of training
annually. We invest approximately `40,816 per employee in programs that focus on skill
development, health and safety measures, prevention of sexual harassment, broader human
rights awareness, and cybersecurity.

Employee Training by Gender and Management Level

 
Average hours per FTE of training and development

 
Average amount spent per FTE on training and development (In INR)

At GCPL, we embed a variety of training initiatives aimed at fostering well-rounded skill
enhancement and compliance with vital areas like health, safety, and human rights. Our
emphasis is on strengthening both technical and leadership capabilities through structured
development programs, which include 360-degree feedback for a more holistic leadership
journey. We offer several learning methods that empower our employees such as –

Besides leadership development, we offer a number of learning and development programs such as –

Description of Training covering % of women & men (Workers, L1, L2, L3, L4)

HCROI

At GCPL, we place immense importance on the contributions of our people and are committed to unlocking their full potential to drive our growth and success. To evaluate the impact of our human capital investments, we track Human Capital Return on Investment (HCROI)—reflects how profitably we are leveraging our workforce in relation to overall employee costs.

A strong HCROI indicates effective utilization of talent, demonstrating our ability to generate higher returns through strategic people practices. By regularly assessing and analyzing this metric, we gain actionable insights into workforce trends, assess the impact of our human capital initiatives, and make data-informed decisions. This empowers us to optimize investments in areas like recruitment, development, and retention—ensuring we build a highly skilled, engaged, and inclusive workforce that drives sustained business performance.

A strong HCROI indicates effective utilization of talent, demonstrating our ability to

Engaging meaningfully

At GCPL, we believe in fostering a workplace culture where open, ongoing dialogue is central to how we engage with our people. Our senior leadership plays an active role in connecting with employees through multiple touchpoints such as town halls, one-on-one discussions, and informal check-ins. In line with our aim to build a real-time understanding of employee sentiment, we have moved away from traditional, static survey formats and adopted a dynamic continuous listening approach to capture authentic and timely feedback. To support this, we leverage Amber , a conversational chatbot, that regularly reaches out to employees across global locations. Amber connects with team members at key intervals in their employment journey, helping us gather deep insights into their experiences. This enables us to not only resolve individual concerns with agility but also identify broader trends that inform larger organisational improvements and cultural shifts.

Our employees are our greatest strength, and we are dedicated to ensuring they feel recognised, heard, and fulfilled in their roles. We regularly check in with our people on their willingness to recommend GCPL as a great workplace, their intent to stay, and how fair and transparent they perceive our performance evaluation systems to be. These inputs help us ensure we are building an environment where our people are engaged, motivated, and aligned with our purpose.

We recognise that a strong sense of purpose significantly enhances employee commitment and energy. That’s why we consistently track how excited our employees feel about our strategic direction, their trust in leadership decisions, and the clarity they have around their individual goals and contribution to business success. This feedback helps us calibrate our messaging, strengthen alignment, and nurture shared ambition.

Creating an inclusive, happy, and respectful workplace is a priority for us. We ask employees how well they believe we celebrate success, whether contributions are recognised, and how inclusive and respectful they find our work environment. We also track whether employees feel our Godrej values—Trust, Be Bold, Show Respect, Own It, Be Humble, and Create Delight—are being demonstrated across teams and leadership.

We are also mindful that workplace stress can significantly affect both well-being and performance. We therefore engage employees on their experience of collaboration across teams, the degree of trust they feel within the organisation, and whether systems and processes are in place to support their ideas for improvement. Our goal is to identify stress triggers and remove barriers so our employees can thrive in a safe, supportive, and high-performing environment.

Employee turnover rate

In addition to high engagement levels, we are closely monitoring employee turnover to ensure
our people strategies remain effective and responsive.

Trend of employee wellbeing:

We continue to lead the way in employee well-being by consistently outperforming industry
benchmarks. We rely on real-time engagement data to draw insights and plan impactful
interventions, helping us maintain strong engagement levels year after year. We track the
PTM (People To Meet) metric closely to and aim to be at 80% closure rate. Our endeavour is to
connect with each PTM and close the feedback loop.

A Glimpse at GLF 2024

We also host flagship leadership events that reflect our focus on shared learning and alignment. The Godrej Leadership Forum (GLF) is our annual conclave, bringing together senior leaders from across Group companies for immersive learning and strategic reflection. In 2025, GLF was themed ‘The Next Chapter’ and featured thought leaders including Dr. Iris Bohnet, Shri. Amitabh Kant, Dr. Anish Shah, and P Venkatesalu, among others.

The GCPL Leadership Meet brought together leaders from all business locations for a day of reflection and forward planning. The event also included leadership development sessions focused on understanding individual leadership styles, while reiterating our commitment to the Godrej operating philosophy.

Learning and sharing at the
Godrej Leadership Forum

The GCPL Leadership Meet brings together Godrej leaders from our business locations across the globe for a day of learning and sharing. Our leadership spent time sharing reflections from the past year and setting in place ambitions for the next. The event also included a special session dedicated to enabling our leaders to explore their respective leadership styles, while continuing to stay committed to our operating philosophy.

The GCPL Leadership Meet brings together Godrej leaders from our business locations across the globe for a day of learning and sharing. Our leadership spent time sharing reflections from the past year and setting in place ambitions for the next. The event also included a special session dedicated

to enabling our leaders to explore their respective leadership styles, while continuing to stay committed to our operating philosophy.

Senior Godrej leaders convene for our
annual GCPL Leadership Meet

Freedom of association

We place immense importance on fostering an environment where every employee has the freedom to express their views, raise concerns, and offer suggestions without hesitation. We believe that open, transparent dialogue between employees and management is foundational to building a culture that is engaged, empowered, and high-performing. We continue to have over 90% of our eligible employees affiliated with recognised employee associations or collective bargaining groups, ensuring that their voices are formally represented and heard.

Our ongoing engagement with employee representatives spans a wide range of critical workplace issues including working conditions, health and safety standards, and career advancement opportunities. Through this collaborative and inclusive approach, we are able to proactively refine our workplace policies, ensuring they remain relevant, equitable, and aligned with the evolving expectations of our workforce.

Our objective is to cultivate a workplace where every individual feels acknowledged, empowered, and supported in performing at their highest potential. By strengthening our relationship with employee associations and maintaining open channels of communication, we are better positioned to understand and respond to the diverse needs of our people, helping us sustain a positive, values-driven culture that creates enduring value for our teams and the organisation at large.

Innovative Recruitment Approach

We continue to strengthen our employer brand through meaningful and inclusive engagement, especially on leading business school campuses. Building on learnings from previous years, we redesigned Godrej LOUD (Live Out Ur Dream) into an immersive, experience-led platform that offers students various avenues to connect with our brand and culture in a deeply personal way.

Our senior leaders engage with students across India's top business schools, in curated leadership sessions and hands-on business immersions. From this pool, we select high-potential candidates to come intern with us. Through guided reflection and open conversations, we encouraged these students to explore their purpose, values, and aspirations to create meaningful impact. Our

Our senior leaders engage with students across India's top business schools, in curated leadership sessions and hands-on business immersions. From this pool, we select high-potential candidates to come intern with us. Through guided reflection and open conversations, we encouraged these students to explore their purpose, values, and aspirations to create meaningful impact. Our belief remains that purpose-driven young talent can evolve into the future leaders of GCPL.

belief remains that purpose-driven young talent can evolve into the future leaders of GCPL.

Engaging with business school
students at Godrej LOUD

Internal hiring

Recognising and celebrating high performance

At GCPL, we view performance management as a continuous dialogue aimed at growth, recognition, and empowerment. To support our employees in realising their full potential, we have built a robust performance evaluation framework that enables goal clarity, constructive feedback, and future planning.

All eligible employees participate in bi-annual performance reviews designed to reflect on achievements, identify growth opportunities, and set the course going ahead.

We encourage quarterly performance check-ins to ensure the formal bi-annual assessments are further structured and in line with the career and individual goals set by the team members.

For our mid and senior-level management teams, we further enhance the process through a 360-degree feedback mechanism. We gather insights from peers, subordinates, managers, and occasionally external stakeholders, as the role demands. This holistic view supports a more nuanced understanding of leadership effectiveness and interpersonal capabilities.

We also run team-based appraisals on an internal annual NPS survey and all functions are rated on a scale of 10.

Team-based appraisals, bi-annual performance conversations, and agile quarterly conversations ensure alignment, agility, and development support throughout the year.

Performance and career development reviews

The Godrej awards

In parallel, we foster a culture of appreciation and excellence through a series of formal recognition programmes.

The Godrej Awards 2025, held at our Mumbai headquarters, celebrated outstanding contributions across the Group, reinforcing our shared sense of purpose and pride.

Superstar awards

At GCPL, the Superstar Awards represent our most prestigious internal recognition, spotlighting exceptional individual and team performance across business functions. These awards are a testament to our belief that celebrating high performance and values-aligned behaviour is key to nurturing a winning culture.

Recognising talent and
performance at the Godrej Awards

rights risks across our operations and supply chain, with a strong emphasis on preventing labour rights violations including child labour, forced labour, and unsafe working conditions, among others. Our efforts go beyond legal compliance, grounded in international frameworks such as the United Nations Guiding Principles on Business and Human Rights.

Our human rights and labor practices framework

Foundation

Human and labour rights policy

To turn our commitments into meaningful action, we have institutionalised a comprehensive Human Rights Policy aligned with the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, the United Nations Global Compact, and the Voluntary Principles on Security and Human Rights. We follow all applicable national human rights laws in every geography we operate in. Where discrepancies exist between local regulations and global standards, we adhere to the higher of the two; and where conflict arises, we comply with local law while striving to uphold global human rights principles as far as possible.

We value diversity, equality of opportunity and fair treatment. We respect every individual’s human rights and do not discriminate on the basis of race, colour, caste, class, gender, sexual orientation, gender identity, religion, political opinion, nationality, ethnicity, social origin and status, indigenous status, disability, age or any other personal characteristic or status. We do not tolerate disrespectful or inappropriate behaviour, harassment, intimidation or unfair treatment, or retaliation of any kind by our employees or those of our suppliers and business partners. We offer safeguards to our employees, suppliers, customers, consumers, new business acquisitions, and business partners including agents, clients, and local communities and maintain them with respect for their privacy and dignity.

We prohibit the employment of individuals under the age of 18 years. We forbid the use of all forms of force in the workplace. Further we prohibit child, adolescent, bonded or compulsory labour, including any

We prohibit the employment of individuals under the age of 18 years. We forbid the use of all forms of force in the workplace. Further we prohibit child, adolescent, bonded or compulsory labour, including any form of human trafficking. We compensate employees in relation to the industry and local labour markets, and comply with relevant wage, work hours, overtime and benefits laws or prevailing industry standards. We do not discriminate between men and women and pay equal remuneration for same work or work of similar nature. We respect our employees’ right to freedom of association and collective bargaining and ensure that they can choose do so without fear of reprisal, intimidation or harassment.

form of human trafficking. We compensate employees in relation to the industry and local labour markets, and comply with relevant wage, work hours, overtime and benefits laws or prevailing industry standards. We do not discriminate between men and women and pay equal remuneration for same work or work of similar nature. We respect our employees’ right to freedom of association and collective bargaining and ensure that they can choose do so without fear of reprisal, intimidation or harassment.

We are committed to establishing constructive dialogue with employee labour representatives and bargaining with them in good faith. We are dedicated to maintaining a safe, hygienic and healthy workplace that complies with applicable health and safety laws, and minimizes the possibility of accidents, injury and exposure to health risks. We engage with employees to continually improve health and safety practices, including identifying and remediating health and safety hazards and issues.

We recognise the importance of land rights and are committed to the principle of free, prior and informed consent, and support its implementation by relevant national authorities within their legal frameworks. Further, we respect the culture and heritage of the local communities where we operate, including socially and economically vulnerable groups, and work towards developing constructive relationships with them.

Our workers receive at least one day off after six consecutive days of work, unless national law allows longer work periods and there is a collective bargaining agreement

Our workers receive at least one day off after six consecutive days of work, unless national law allows longer work periods and there is a collective bargaining agreement in place that permits averaging work hours with sufficient rest periods. Workers also receive an uninterrupted rest period of at least 12-hours between shifts within a 24-hour period. We expect our employees to complete their 42.5 hours of work weekly. Overtime work is voluntary and complies with national law, and/or the collective bargaining agreement in place.

in place that permits averaging work hours with sufficient rest periods. Workers also receive an uninterrupted rest period of at least 12-hours between shifts within a 24-hour period. We expect our employees to complete their 42.5 hours of work weekly. Overtime work is voluntary and complies with national law, and/or the collective bargaining agreement in place.

We compensate employees in relation to the industry and local labour markets, and comply with relevant wage, work hours, overtime and benefits laws or prevailing industry standards. We do not discriminate between men and women and pay equal remuneration for same work or work of similar nature. All employees and workers are entitled for personal time-off and set of annual leaves without imposition of any deductions, or disciplinary actions.

All employees and workers can terminate their employment with reasonable notice, and if terminated by the company or the contractor, they receive written reasonable notice with details of the termination and final settlement offered.

We have also mainstreamed human rights into 4 other policies and procedures across our operations worldwide. It makes human rights a core requirement in our policies like Sustainable Procurement Policy, Anti-Sexual Harassment Policy, Safety and Health Policy and our Codes of Conduct.

Through these measures, we demonstrate an unwavering commitment to promote and safeguard human rights across all facets of our operations.

Our 10 salient human rights issues

Our Human Rights assessment between FY 2022 – FY 2024

We have evaluated our own operations and supply chain in terms of human rights. Contractors, labourers, full-time employees, and Tier I suppliers are all included in this. This assessment does not cover joint ventures.

Own Operations and supply chain

Our action plan

3. Periodic tracking and progress on action plan

We are continually strengthening internal systems and controls to advance our human rights commitments. This includes updating labour contracts for contract workers, upgrading infrastructure to be more accessible, and facilitating ESG training sessions, including human rights, for our supplier and partners.

To ensure cross-functional ownership, we have constituted a dedicated working committee made up of representatives from various departments and clusters. This committee oversees the implementation of mitigation measures and ensures consistent application of human rights standards across operations.

As of March 2025, we had identified 18% of our manufacturing sites were identified having human rights risks. All the 18% sites have fully integrated and rolled out the human rights action plans ensuring we mitigate the risks. We remain committed to further improve and match with global best standards and equitable practices.

We operate with zero tolerance for discrimination, child labour, forced labour, and human trafficking, prohibiting retention of identity documents, recruitment fees, or any other coercive practices in any form.

4. Regular review and communication of our human rights efforts

Human Rights governance is deeply entrenched across all operational levels with oversight from our Board ESG Committee. Our Board ESG Committee meets twice a year and reviews human rights progress as part of broader ESG risk monitoring, identifies emerging issues, and oversees the development of mitigation strategies.

Our Internal Audit team ensures rigorous compliance with local labour laws and monitors the rollout of our human rights action plans across geographies. Regular audits and feedback loops help identify areas for improvement and reinforce accountability.

Looking ahead to FY 2025–26, we aim to:

•  Develop and roll out a renewed Grievance Redressal Mechanism in a phased manner over the next two years

•  Track and report progress against rolled-out human rights initiatives

•  Continue to build awareness and internal capacity across our teams and supply chain

Through these measures, we continue to advance our dedication to protecting and promoting human rights across every aspect of our business.

Flagship CSR initiative -
EMBED

Combatting Vector-Borne Diseases

In alignment with the Government of India’s mission to eliminate malaria by 2030, we launched Project EMBED (Elimination of Mosquito-Borne Endemic Diseases) in 2015, in partnership with the Ministry of Health and Family Welfare's National Centre for Vector-borne Diseases Control (formerly NCVBDC). The project initially began in Madhya Pradesh and has since expanded to Uttar Pradesh, Chhattisgarh, and Maharashtra, targeting high-burden regions with elevated Annual Parasite Indexes (API). Through partnerships with state governments and NGO allies, we implemented intensive behaviour change communication initiatives among vulnerable and marginalised populations over a three-year period in each location.

In FY 2024–25, our rural malaria program spanned 23 districts, including Balaghat, Sheopur, Shivpuri in Madhya Pradesh; Badaun, Bareilly, Mirzapur, Sonbhadra in Uttar Pradesh; Bastar, Kondagaon in Chhattisgarh; and Gadchiroli in

In FY 2024–25, our rural malaria program spanned 23 districts, including Balaghat, Sheopur, Shivpuri in Madhya Pradesh; Badaun, Bareilly, Mirzapur, Sonbhadra in Uttar Pradesh; Bastar, Kondagaon in Chhattisgarh; and Gadchiroli in Maharashtra. Our efforts have been recognised by the state governments of Madhya Pradesh and Uttar Pradesh, contributing to the elevation of Madhya Pradesh from Category 3 to Category 1 and Uttar Pradesh from Category 2 to Category 1 in the national malaria elimination roadmap.

Maharashtra. Our efforts have been recognised by the state governments of Madhya Pradesh and Uttar Pradesh, contributing to the elevation of Madhya Pradesh from Category 3 to Category 1 and Uttar Pradesh from Category 2 to Category 1 in the national malaria elimination roadmap.

In parallel, we broadened our impact through targeted urban interventions on dengue and chikungunya prevention, initiated in FY 2020–21 across select cities in Uttar Pradesh, Madhya Pradesh, and Chhattisgarh, and later expanded to Maharashtra in FY 2023–24. Operating in 18 cities, including Bhopal, Gwalior, Indore, Jabalpur, Lucknow, Kanpur, Agra, Meerut, Raipur, Palghar, and Thane, our program focuses on building awareness in urban poor communities, encouraging preventive actions and access to timely care.

Interventions under this project include:

•  Home visits to provide education and raise awareness about diseases and prevention.
•  Community campaigns for widespread awareness.
•  Digital outreach through SMS, WhatsApp, interactive voice response, and community radio.
•  Mobilization and training of community volunteers to act as health advocates.
•  Training of public healthcare providers in managing neglected tropical diseases like dengue and chikungunya.
•  Engagement with private healthcare practitioners.
•  Collaboration with local public health authorities, educational institutions, resident welfare associations, and professional associations.

A third intervention under Project EMBED focuses on providing technical support to the Governments of Maharashtra and

A third intervention under Project EMBED focuses on providing technical support to the Governments of Maharashtra and Uttar Pradesh to develop and implement an Integrated Vector Management (IVM) protocol in endemic states. This includes:

Uttar Pradesh to develop and implement an Integrated Vector Management (IVM) protocol in endemic states. This includes:

•  Develop integrated vector management (IVM) protocols for short-term and long-term interventions.
•  Conduct information, education, and communication activities targeting at-risk communities using an IVM approach for vector-borne disease control.
•  Strengthen existing health systems and providers through capacity building on case identification, treatment, and referral, along with providing technical support.
•  Foster sustainable partnerships among multisectoral stakeholders to adopt a collaborative approach.
•  Enhance the capacity of the state and district for outbreak investigation and management.

A third-party impact assessment conducted in FY 2024-25 across 18 districts in Madhya Pradesh, Uttar Pradesh and Chhattisgarh demonstrated at least INR 1:5 social return on investment. It means for every rupee invested, communities have seen at least INR 5 worth of returns in terms of reduced health costs, decreased absenteeism at work / school, better academic outcomes.

Protecting communities
and spreading
awareness around
vector-borne diseases
through Project EMBED