Financial Capital
- Equity, profits re-invested, investments in assets, and brands
Manufactured Capital
- Dispersed manufacturing clusters
- Global and local R&D centres
- Agile manufacturing through smart automation and IoT
Intellectual Capital
- Strong legacy of the Godrej Group
- Strong portfolio of brands
- Investment in R&D
- Integrated RIDE platform to develop innovative products
- Unique consumer insights though advanced predictive analytics
- Digital command centre
Human Capital
- Skilled manpower across functions
- Investment in training and development
- Prioritising safety
- Fostering diversity and inclusion
Social and Relationship Capital
- Consumer engagement models
- Partnerships with suppliers, retailers, distributors, and wholesalers
- Investment in CSR and community engagement initiatives
Natural Capital
- Sourcing and investment in renewable and non-renewable raw materials for our products
- Investments in green initiatives
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Purpose
Values
- Trust
- Own It
- Be Bold
- Be Humble
- Create Delight
- Show Respect
Vision
To be the leading emerging markets
focused multi-local FMCG player
Strategy
- 3 by 3 approach
- Multi-local approach
- Seven strategic pillars:
- Extending leadership in our core categories and geographies
- Accelerating innovation and building purposeful brands
- Leveraging digital
- Enhancing go-to-market
- Making our supply chain best-in-class
- Fostering an inclusive, agile, and high-performance culture
- Building a more inclusive and greener world
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Financial Capital
- Comparable consolidated revenue decline of 2 per cent
- Consolidated PBT (pre exceptions) was flat
- ₹8 per share of dividend paid to shareholders
Manufactured Capital
- India's obsolescence reduced to 0.13 per cent
- Saved over ₹2.80 crore in fiscal year 2020 through sustainable manufacturing
- Stock availability in India is 98.04 per cent
Intellectual Capital
- New products launched in India in the last two years doubled in comparison with previous years
- Introduced e-commerce first products
- Injected new growth levers in household insecticides in Indonesia
- New products in wet hair in Africa increased two-fold in revenue
- Wet hair innovation rate in Africa more than doubled
- 77 per cent increase in e-commerce reach
Human Capital
- Consistently ranked in the top quartile of best employers in internal employee engagement survey scores
- 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
- Zero man days lost due to adverse industrial relations
- 73,039 employees and contract workers trained on safety
- 0.35 per cent injury rate
Social and Relationship Capital
- Rural direct distribution reach through 8 million outlets in India, across 66,000 villages
- Number of active outlets in Indonesia increased by 17 per cent, thereby resulting in 1,10,000 monthly outlet transactions
- 4,32,633 young people trained across India and Kenya since fiscal year 2013
- Reached 3.5 million people as part of EMBED since fiscal year 2016
Natural Capital
- Of the 739 metric tonne of hazardous waste, only 2.5 metric tonne was sent to landfill
- 99.7 per cent reduction in waste generated per tonne of production
- 3,553 metric tonne waste per annum diverted from landfill from community projects in India and Kenya
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