INDEX

Sr. Page
Content
No. No.

1 INTRODUCTION 8

2 TRUSTS/ FOUNDATIONS 9
3 CSR POLICY 11
4 AREAS OF CSR 16
4.1 Environment and Sustainability 16
4.2 Health Care 21
4.3 Education 22
4.4 Community Development 25
4.5 Livelihood 25
4.6 Other Initiative 27
5 GOOD & GREEN CONCLAVES 29

6 CONCLUSION 33

7 REFERENCE 34

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 Introduction
Corporate Social Responsibility (CSR) is the responsibility of the corporations that are active
within society to contribute in economic, social and environmental development that leaves
positive impact on society at a large scale. This concept revolves around the fact that
corporations needs to focus not only on earning profits but also contribute in society.
The concept was there in India before independence but was not introduced in the term by which
it is now popular now. It was carried out through charity by businessmen and philanthropists
with a strong religious and patriotic sentiments. Post-independence, the philosophy of Gandhi
about trusteeship was popular which advocated the role of Public Sector Units as important
element for development.
After liberalization, privatization and globalization (i.e. LPG) and global information sharing, in
the current era, CSR is mandatory for some companies which falls under mentioned categories.
The Companies Act, 2013 made India the first country to mandate and quantify CSR
expenditure. The inclusion of CSR is an attempt by the government to increase the involvement
of the businesses in the national development agenda. The details of on corporate social
responsibility is mentioned in the Section 135 of the Companies Act, 2013. The Act came into
force from April 1, 2014, every private limited or public limited company, which has a net worth
of ₹ 500 crore or a turnover of ₹ 1,000 crore or net profit of ₹ 5 crore, needs to spend at least 2%
of its average net profit for the immediately preceding three financial years on Corporate social
responsibility activities. The CSR activities in India should not be undertaken in the normal
course of business and must be with respect to any of the activities mentioned in Schedule VII of
the act. The corporations are required to setup a CSR committee which designs a CSR policy
which is approved by the board and manage the CSR activities the corporations want to
undertake. The act also has penal provisions for corporations and individuals for failure to follow
the norms.
Godrej was performing its social responsibility many years before this compulsion was
introduced. It started its CSR in 1920 when Ardeshir Godrej, founder of Godrej gave ₹ 3 Lakh s
to Tilak Swaraj Fund for upliftment of the neglected social groups in the country.
Godrej group was established in 1897 by Ardeshir Godrej. It owns some major companies with
interest in real estate, FMCG, appliances, furniture, security, agro care, etc. It has reach amongst
60 countries. Its mission statements are:
o Strengthen its leadership position in India;
o Rapidly globalize its business.
25% shares of Godrej & Boyce which is a holding company Godrej Group are held in trust that
invest back in CSR activities like environment, education, healthcare, etc.

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 Trust/ Foundation for CSR
1. The Pirojsha Godrej Foundation:
This foundation was established on 1972. It owns one-third shares of the holding company,
Godrej & Boyce Mfg. Co. Ltd. The income which foundation gets as a dividend from shares,
utilizes for fulfilling and promoting the objectives of the trust. These objectives are:
• Medical relief to the poor and critically ill
• Educational aid to students
• Relief funds in case of natural disasters
It can be clearly observed that the foundation is taking serious steps to meet its objectives
through following significant contributions made by it:
• The Latur Earthquake Relief Fund
• The Andhra Cyclone Relief Fund
• The Prime Minister Relief Fund
• The Chief Minister Relief Fund
• World Wide Fund for Nature-India
• The Bombay Environment Action Group

2. The Soonabai Pirojsha Godrej Foundation:

This foundation was established on March 1974. It owns one-fourth shares of the holding
company, Godrej & Boyce Mfg. Co, Ltd. It is a public charitable trust registered under the
Bombay Public Trust Act, 1950. The foundation mostly in social fields like medical aid,
education, etc. Soonabai Pirojsha Godrej Marine Ecology Centre (SPGME) is a part of this
foundation which is partly funded by the Trust and partly by its holding company, Godrej &
Boyce Mfg. Co. Ltd. The Foundation seeks assistance from donor agencies for general or
specific programs for mangrove conservation. The project is managed by trustees of the SPG
Foundation and an Environment Cell which is an advisory body of the foundation.
SPGMEC was formally inaugurated in 1985 under the leadership of the late Dr. Salim Ali who is
one of the world’s most honoured ornithologists, the late Dr. A.K. Ganguly (a reputed botanist)
and Dr. H.N. Sethna. The aim was to protect the 1750 acres of mangrove forest on land owned
by the Foundation and the Godrej & Boyce Co. The scope of the project was further expanded by
creating a research, education and conservation base. Several short and long term research
projects have been undertaken including the biodiversity, vegetation mapping, satellite imagery
studies, pollution of Thane creek etc. Researchers from various universities and organizations are
encouraged to conduct research projects and surveys in Pirojshanagar mangroves. SPGMEC has
adopted a three-fold approach for mangrove protection: research, conservation and education.
SPGMEC uses the wetlands wisely and discourages unsustainable development activities that
would adversely affect the mangrove ecosystem. The SPGMEC has been involved in mangrove
conservation much before mangroves were classified as forests and protected by Indian
legislation.
There is also small community education work. Most of the population around the wetland is an
urban one which is not directly dependent on the wetland for its livelihood. There a minority of

9
 fisher folk but no CEPA programs for them. The situation may change if the Thane Creek area is
designated a Ramsar site as proposed by Maharashtra State to the Government of India. The
Centre is currently not acting as a professional service due to lack of funds and staff. The
activities are generally conducted on a voluntary basis and within the budgetary constraints. The
general responsibility of the area is with the Trustees of the Foundation. The Senior Manager is
Head of the Centre and is responsible for education activities. The plantation activities are
generally supported by the horticulture staff of Godrej and Boyce industry.

3. The Naoroji Godrej Centre for Plant Research:

It is named in the memory of Late Shri Naoroji Godrej. It was established in the year 1992 as a
Section 25 Company for non-profit objectives. Its objective was to carry out purposeful research
in the areas of Plant biodiversity and conservation. The Centre is also recognized by the
Department of Scientific and Industrial Research (DSIR) of the Government of India, to conduct
need based research on Biodiversity & Plant conservation. It is involved in basic applied research
in horticulture, pisciculture, sericulture, floriculture and preservation of endangered species. It
focuses a specific emphasis on nurturing and propagating unique plant life of the Western Ghats
and Medicinal plants that are of national interest. The objectives of the centre are:
• Cultivation, improvement and mass propagation of medicinal and aromatic plants
• Conservation and cultivation of endemic and threatened plant species
• Domestication and Improvement of Wild Edible and Ornamental plants
• Autecological studies of selected timber, energy and plantation tree species
• Maintenance of bambusetum and orchidarium
• Development of an ideal eco village
• Conservation of sacred groves.

4. The Godrej Memorial Trust:

It is a charitable trust established in year 1984. It is a voluntary, non-religious, non-sectarian and
non-political charitable trust. It conducts a clinic for the poor people, at Okhla, New Delhi. The
trust established the Godrej Memorial Hospital in September 2004 to provide quality health care
at affordable cost. It comprises of various specialty and super-specialty areas, such as, general
medicine, pediatrics, surgery, orthopedics, ENT, ophthalmology, dermatology, cardiology,
urology, nephrology, psychiatry, dentistry, gynecology & obstetrics, physiotherapy, etc.
other facilities are adult and new born intensive care units, operation theaters, endoscopy center,
dialysis, maternity rooms, diet & nutrition, etc.

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 CSR Policy
As per Indian Companies Act, 2013, every qualifying company must spend at least 2% of its
average net profit for the immediately preceding 3 financial years on CSR activities. Further, the
qualifying company will be required to constitute a CSR committee of the Board of Directors
consisting of 3 or more directors. The CSR Committee shall formulate and recommend to the
Board, a CSR policy which shall indicate the activities to be undertaken; recommend the amount
of expenditure to be incurred on the activities referred and monitor the CSR Policy of the
company. The Board shall take into account the recommendations made by the CSR Committee
and approve the CSR Policy of the company. Godrej group is consisting of 2 holding companies:
1. Godrej and Boyce Mfg. Co. Ltd.
2. Godrej Industries.
It has different CSR policy for each.
1. Godrej and Boyce Mfg. Co. Ltd.
• Purpose:
o Define Godrej Good & Green, its strategic CSR policy
o Define the statement of intent reflecting the ethos of the company
o Define the projects or programs and specific activities to be undertaken by the Company
during the implementation year that are in consonance with the Company’s vision and
goals
o Define the implementation and monitoring process for CSR activities
o Define the partnership process which will serve as a guiding document (Standard Operating
Procedure) for CSR activities
o Shed light on the manner in which surpluses from CSR projects will be treated
o Specify details of criteria which the partner organizations of CSR projects must qualify.

• Scope of CSR activities in the company:

This Policy applies to all projects or programs undertaken as part of their CSR initiative, and
it will be further developed, reviewed and updated by reference to relevant codes of corporate
governance and international standards or best practices. In terms of the Companies
(Corporate Social Responsibility Policy) Rules, 2014, the CSR Policy relates to the CSR
activities to be undertaken by the Company as specified in Schedule VII to the Companies
Act, 2013, as projects or programs or activities (either new or ongoing) and the expenditure
thereon, excluding activities undertaken in pursuance of its normal course of business.

• Normal course of business:

The Company has a significant presence in various businesses that include:
o Consumer durables such as refrigerators, washing machines, air conditioners, locks, home
security systems and safes, and furniture
o Products for institutions such as office furniture, audio-visual solutions, access control
systems, perimeter security solutions, bank security solutions, beverage vending machines,
interior solutions, hospital and laboratory furniture
o Industrial products such as process equipment, material handling equipment, industrial
storage solutions, tooling and precision equipment

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 While these businesses seem diverse, they are unified in that their development was founded
on the principles of self-reliance and superior engineering capabilities. The company prides
itself for being one of India’s most respected corporate houses known for philanthropy and
initiation of labour reforms, besides being recognized for the its fair, transparent and ethical
dealings. The company always ensures that it fulfils all regulatory requirements and upholds
the law of the land. The company’s commitment to quality, attention to detail and customer
centricity has helped it earn the trust of generations of Indians.
• CSR Committee:
To incorporate CSR projects in a corporate structure, the Governing Council has constituted a
CSR Committee in terms of Section 135 of the Companies Act, 2013.

o Members:
▪ Mr. Jamshyd N. Godrej, Chairman and Managing Director, Godrej & Boyce Mfg. Co.
Ltd
▪ Mr. Navroze J. Godrej, Executive Director, Godrej & Boyce Mfg. Co. Ltd
▪ Mr. V. M. Crishna, Executive Director, Godrej & Boyce Mfg. Co. Ltd
▪ Mr. Anil G. Verma, Executive Director, Godrej & Boyce Mfg. Co. Ltd
▪ Mr. Pradip Shah, Independent Director, Godrej & Boyce Mfg. Co. Ltd
▪ Mr. Keki Elavia, Independent Director, Godrej & Boyce Mfg. Co. Ltd
The Company Secretary will serve as the secretary of the CSR committee.
o Responsibilities of the members:
▪ Selecting the organization model for the CSR implementation: in-house versus
outsourced and its legal entity (trust, society, Section 8 company, etc.)
▪ Identifying the implementation model (grant making, direct project execution, etc.)
▪ Formalizing the job description, roles and responsibilities and reporting relationships for
the CSR team, within itself and vis-à-vis the rest of the Company
▪ Integrating budgeting, procurement, payments and reporting for CSR within the existing
finance administration and IT systems
▪ Analysing accounting systems and chart of accounts and making required changes to
record all expenses appropriately
▪ Establishing a method of allocation for the expenses (or assets created) that are partly
for the CSR and partly for business or employee use
▪ Ensuring quarterly progress reviews

• Partnership Qualification:
The Company will undertake measures to ensure that projects are awarded to certified
implementation agencies, be they vocational training institutes, registered trusts, societies or
Section 8 Companies operating in India and which are not set up by the Company. The
Company will ensure that the implementation agencies have a clearly explained
mission/vision and an established track record of three years in undertaking similar projects or
programs. They should be able to produce their latest audit, annual reports and registration
forms according to Section 80G/12A. Potential partner NGOs will undergo thorough due
diligence and will be checked to ensure that they fulfill the criteria listed in Section 135. The
NGO will need to produce the following documents:

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 ▪ Registration according to Section 80G and 12A
▪ Latest Annual Report
▪ Latest Audit Report

• Partnership Process:
The process to be followed to establish partnership with implementation agencies is as
follows:
i. Identification of implementation partner- The first step is to identify an implementation
agency which may be a vocational training institute, registered trust, society or a Section
8 company or an NGO.
ii. Due Diligence of partner- A due diligence exercise is to be conducted to help ascertain
the risks as well as the benefits of the partnership, and to determine if the
implementation agencies have the reputation, competence and integrity to deliver
effective training. As per the due diligence process details submitted by prospective
implementation agencies will be verified and due diligence visits will be conducted by
the working team.
iii. Signing of Memorandum of Understanding (MOU) and Service Agreements (SLA) -
After a thorough due diligence, an MOU and SLA will be signed so as to enter into a
formal arrangement with the implementation agency for a duration of 3 years. The SLA
will define the specific terms of the contract and scope of work.

• Treatment of Surpluses:
Surpluses generated from CSR activities undertaken by the company will be tracked and
channelized into our CSR corpus. They will be used in the further development of these CSR
initiatives, and will not be added to the normal business profits of the company.

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 2. Godrej Industries
• Purpose:
o Define what CSR means to the company and the approach adopted to achieve our Good &
Green goals
o Define the kind of projects that will come under the ambit of CSR
o Identify broad areas of intervention in which the company will undertake projects
o Serve as a guiding document to help execute and monitor CSR projects
o Elucidate criteria for partner implementation agencies
o Explain the manner in which the surpluses from CSR projects will be treated

• Scope pf CSR activities:

As a practice, they classify only those projects that are over and above the normal course of
business as CSR. This policy applies to all the CSR projects and it will be further reviewed
and updated.

• Normal course of business:

Godrej Industries manufactures industrial chemicals that are used for a variety of product
categories, ranging from cosmetics and tyres to pharmaceuticals and toothpastes. It is the
country’s leading manufacturer of Oleo chemicals & Surfactants. It delivers high quality
products at competitive prices in several countries. Their differentiated manufacturing
processes and supply chains enable them to be the preferred supplier of chemicals to many
markets in India and abroad.

• Good & Green Goals of Godrej:

The industry is aspiring to create a more employable Indian workforce, build a greener India,
and innovate for ‘good’ and ‘green’ products by 2020. The Godrej group’s Good & Green
goals for 2020 are:
o Train 1 million rural and urban youth in skills that enhance their earning potential through
employability training programs
o Achieve zero waste to landfill, carbon neutrality, a positive water balance, 30% reduction
in specific energy consumption, increase utilization of renewable energy sources through
the Greener India projects
o Generate a third of our portfolio revenues from ‘good’ and/or ‘green’ products and services
defined as products that are environmentally superior or addresses a critical social issue
(e.g., health, sanitation, disease prevention) for consumers at the bottom of the income
pyramid.
Our CSR policy contributes to the Group-wide goals of Godrej by adopting projects in the
following areas of intervention defined in Schedule VII:
o Livelihood enhancement projects
o Ensuring environmental sustainability
o Promoting education.

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• CSR Committee:
CSR governance structure is headed by the Board Level CSR committee that will be
ultimately responsible for the CSR projects undertaken. The committee will report to the
Board of Directors.

• Members:
o Mr. N. B. Godrej
o Ms. T. A. Dubash
o Mr. K. N. Petigara
o Mr. Amit B. Choudhary

• Responsibilities of the members:

o Formulate and update our CSR Policy, which will be approved by the Board of GIL
o Suggest areas of intervention to the Board of GIL
o Approve projects that are in line with the CSR policy
o Put monitoring mechanisms in place to track the progress of each project
o Recommend the CSR expenditure to the Board of GIL who will approve it
o Meet at least once a year to review the progress made

• Treatment of Surpluses:
Any surplus generated from CSR projects undertaken by the company will be tracked and
channelized into the CSR corpus. These funds will be further used in development of the CSR
projects and will not be added to the normal business profits.

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 Areas of CSR
Godrej has covered many areas to fulfil their CSR. But it can be broadly classified into 4 major
areas:
1. Environment and Sustainability
2. Health Care
3. Education
4. Community Development
5. Livelihoods
1. Environment and Sustainability
• Godrej Mangroves:
The mangrove ecosystem is characterised by excess salt in its environment (air, soil, water).
The soil is covered with sea water twice a day due to high tides. It becomes deficient in
oxygen during high tide and loosens due to the tidal force. Wind and tidal force exert
continuous pressure on the resident living beings. Fresh water supply is limited, available only
during low tide when fresh water bodies flow towards the seas.
The growth and diversity of the mangrove ecosystem is determined by the `limiting factors’-
salinity, temperature, dissolved oxygen and soil type. These factors influence the varied
survival and growth rate of mangrove species which are placed either on the waterfront, in the
middle area or towards land. These are designated as front, mid and back zones of a mangrove
ecosystem, respectively.Godrej acquired several hundred acres of land in 1948 for setting up
an Industrial Garden Township for their business that was growing exponentially. This land
comprised a large area of luxuriant mangroves along the eastern boundary skirting the Thane
Creek. Considering the rich biodiversity of mangrove forests, Godrej took all efforts for
protection right from the beginning. Realizing the importance of this usually neglected
ecosystem, late Shri. Sohrabji P. Godrej and late Shri. Naoroji P. Godrej focused on
conserving this vast ecologically sensitive area, striking a delicate balance between the
industrial activities and nature conservation. In 1985, the Soonabai Pirojsha Godrej
Foundation was set up to formalize the efforts of Godrej towards the conservation of the
mangrove ecosystem of Vikhroli along the West bank of the Thane creek.
This further led to the creation of the Soonabai Pirojsha Godrej Marine Ecology Centre in
1985, whereby all the land with mangroves cover was brought under conservation. With
practically zero awareness about mangroves in the country and the lack of proper legislation
for protection of this fragile ecosystem, a unique initiative of this nature could only exist
because of the foresight of these pioneers. One of the most important milestones along this
journey is a doctorate study on ‘Vikhroli Mangroves: Conservation and Management’ during
1985 to 1992 supported by late Shri Sohrabji P. Godrej. The study provided important insights
into the mangrove ecosystem and a roadmap for its conservation. The formation of the
“Mangroves Project”, now known as the Wetland Management Services (WMS), offered a
distinct identity and adequate resources to its conservation initiatives.
Since then, Godrej's mangrove conservation initiatives have moved far beyond a philanthropic
endeavour to a fully devoted department under Integrated Management System in the
changing legal and industrial environment. With the three-pronged strategy of research,

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conservation and awareness, Godrej mangroves in all likelihood became India's first ISO
14001 certified forest in 1997. The certification ensured time-bound, measurable performance
indicators and targets for conservation initiatives. In 1999, Godrej planned and implemented
large-scale mangrove plantation of around 80 acres at its southern border for the Municipal
Corporation of Greater Mumbai. It was the first successful major mangrove plantation in the
state of Maharashtra, inspiring the State Forest Department, NGOs and academic circles to
undertake mangrove plantation all along the coastlines. The plantation reduced saline blanks -
the indicators of degradation of mangrove ecosystem and improved the geology and
hydrology for robust growth of mangroves.
By 2000, the mangrove ecosystem of Pirojshanagar stabilized with visible enhancement in its
biodiversity. In 2002, Godrej extended the research and educational benefits of mangroves at
Pirojshanagar to the Mumbai Metropolitan Region by appointing a dedicated Education
Officer. In the following years, a remarkable increase in the Godrej mangrove project's
outreach to NGOs and CBOs, academic and research institutes, citizen forums and other
stakeholders is seen. Godrej has systematically enhanced the quality and outreach of
awareness initiatives. Inside the organisation, a mangrove awareness programme is integrated
in the corporate induction plan designed for each new employee joining the organisation. With
this, environment conservation information and values are imparted to every Godrej
employee. The Wetland Management Services team has introduced celebration of six
environmental events to celebrate the biodiversity of Pirojshanagar. World Wetland Day,
Earth Hour, World Environment Day, Van Mahotsav, World Mangrove Day and Wildlife
Week engage Godrej's business units, township residents, and students of Udayachal primary
and high schools. The enthusiastic response from Udayachal schools led to the formation of a
'Mangrove Club' dedicated to the cause of mangrove awareness. It continues to conduct its
activities in addition to those of the Nature Club for high school students.
Godrej continues to enhance its level of commitment to environmental sustainability having
voluntarily adopted the CII Code for Ecological Sustainable Business, practicing the EFQM
Business Excellence Model, participating in the India Business Biodiversity Initiative,
obtaining certifications like IGBC Green Building and Green Co Ratings and reporting its
sustainability performance using the Global Reporting Initiative framework for all of its
businesses. The integration of mangrove conservation in these sustainability initiatives
completed the shift in the organization’s approach from philanthropy to business process.
Godrej Group, the custodian of large chunk of Mumbai’s mangroves, commits to its
conservation with systemic approach.
Mangroves grow in the inter-tidal area, between the high and low tide. Thus, they provide a
habitat for roosting and reproduction of terrestrial, coastal and marine biodiversity. Besides the
true mangrove species, associate plants like the Meswak and Sea Purslane grow towards the
land away from the water body to avoid excess salinity. By arresting the wind and tidal force,
mangroves provide a safe nursery for aquatic creatures to breed. The hatchlings thrive in the
food chain of mangroves ecosystem and return to the open seas as adults. Several species of
crab, prawn, lobster, fish, snake and others take shelter here. Reptiles, birds and mammals are
key links in the mangrove food chain. Adaptive mammals like jackal, mongoose, wild boar,
civet, otter, etc. can be spotted in undisturbed mangroves. They also tried to maintain bio
diversity in the mangrove. Many different species stay in this mangrove:

17
 o Salmon Arab butterflies breed profusely on the leaves of the Meswak plant, a mangrove
associate species
o Thane creek hosts fish species like Mudskipper, Mugil, Tilapia, Goby, Tarpon, Catfish, and
many others
o Mangrove forests provides a habitat for snakes, geckos, and lizards. These include Glossy
Marsh Snake, Wart Snake, Dog-Faced Water Snake, Rat Snake, Garden Lizard, Monitor
Lizard, and many other species
o Several waders like Herons, Egrets, Storks, Sandpipers, and Flamingos inhabit mudflats,
mangrove trees, banks, grasslands, and saline blanks
o Mammals like Golden Jackal, Indian Mongoose, Wild Boar, and Flying Fox (Bat) still roam
in Godrej mangroves

• CII - Sohrabji Godrej Green Business Centre:

The Confederation of Indian Industry (CII) works to create and sustain an environment
conducive to the development of India, partnering industry, Government, and civil society,
through advisory and consultative processes.

It is a non-government, not for profit, industry led and industry managed organization, playing
a proactive role in India's development process. It is founded in 1895. It is India's premier
business association has around 9000 members, from the private as well as public sectors,
including SMEs and MNCs, and an indirect membership of over 300,000 enterprises from
around 265 national and regional sectoral industry bodies.

It enables change by working closely with Government on policy issues, interfacing with
thought leaders, and enhancing efficiency, competitiveness and business opportunities for
industry through a range of specialized services and strategic global linkages. It also provides
a platform for consensus building and networking on key issues.
It also assists industry to identify and execute corporate citizenship programmes. Partnerships
with civil society organizations carry forward corporate initiatives for integrated and inclusive
development across diverse domains including affirmative action, healthcare, education,
livelihood, diversity management, skill development, empowerment of women, and water, to
name a few.

As a developmental institution working towards India's overall growth with a special focus on
India@75 in 2022, the CII theme for 2018-19 was India RISE: Responsible Inclusive
Sustainable Entrepreneurial emphasizes Industry's role in partnering Government to accelerate
India's growth and development. The focus will be on key enablers such as job creation; skill
development; financing growth; promoting next gen manufacturing; sustainability; corporate
social responsibility and governance and transparency.
With 65 offices, including 9 Centres of Excellence, in India, and 11 overseas offices in
Australia, Bahrain, China, Egypt, France, Germany, Iran, Singapore, South Africa, UK, and
USA, as well as institutional partnerships with 355 counterpart organizations in 126 countries,
CII serves as a reference point for Indian industry and the international business community.

CII-Sohrabji Godrej Green Business Centre (CII-Godrej GBC) was established in the year
2004, as CII's Developmental Institute on Green Practices & Businesses, aimed at offering

18
 world class advisory services on conservation of natural resources. The Green Business Centre
in Hyderabad is housed in one of the greenest buildings in the world and through Indian Green
Building Council (IGBC) is spearheading the Green Building movement in the country. The
Green Business Centre was inaugurated by Dr. A. P. J. Abdul Kalam, the then President of
India on 14 July 2004.

The Services of Green Business Centre includes Energy Management, Green Buildings, Green
Companies, Renewable Energy, GHG Inventorisation, Green Product Certification, Waste
Management and Cleaner Production Process. CII-Godrej GBC works closely with the
stakeholders in facilitating India emerge as one of the global leaders in Green Business by the
year 2022.

• World Wide Fund for Nature (WWF):

World Wide Fund for Nature-India (WWF-India) was founded with the express objective of
ensuring the conservation of the country's wildlife and natural habitats. It was set up as a
Charitable Public Trust on 27 November 1969. It was then known as the World Wildlife
Fund-India, much before the terms 'wildlife' and 'environment' had caught the attention of the
government or the public.
Godrej has been closely associated with the WWF-India since its establishment. It was started
with the late Mr. S.P. Godrej, who was its Founder Trustee and President. Mr. Jamshyd
Godrej is the current President of WWF-India and Vice-President of WWF-International.
Godrej has also been closely associated with the TRAFFIC-India (Trade Record Analysis of
Flora and Fauna in Commerce), a division of WWF-India. TRAFFIC is a leader in the field of
conservation as it relates to wildlife trade. TRAFFIC was established in 1976 and has
developed into a global network, research-driven and action-oriented, committed to delivering
innovative and practical conservation solutions based on the latest information. TRAFFIC
came to India in 1991, operating as a division of WWF-India. It has since worked closely with
the National and the State Governments and various agencies to help study, monitor and
influence action to curb illegal wildlife trade.
• Rural Electrification:
Electricity is central to development in any modern economy. While access to electricity has
improved over the years, in several of India’s remote locations, severe shortage of electricity
continues to hinder daily life and full-fledged development. To address this electricity
shortfall, Godrej is working to create renewable energy ecosystems in rural India. As part of
our green strategy, it provides decentralised, off-grid renewable energy systems through
community-level installations. This programme is one of the few which have the power to
transform lives from the day the systems come into place. The domestic micro-grids bring
light to homes which ensures that children can study in the evenings, women can cook in
safety and community members have longer productive hours to engage in other income
generation activities.
While the initiative is primarily aimed at domestic electrification, a few micro-grids also
provide energy for water pumps which enables marginal farmers to grow more than once crop
and almost double their income within 1-2 years. Further, the installation and commissioning
of micro-grids generate employment both for unskilled and skilled labour. It employs the

19
 unskilled people for mechanical and civil works, such as erection of module mounting
structures, solar modules and civil foundation. They have also trained selected people on the
installation and commissioning of the micro-grids. The trained professionals will be
responsible maintaining the micro-grids and also imparting the training to other youth in their
respective communities.

• Watershed Management:
Godrej’s integrated watershed development project is helping to restore the ecological balance
in the drought-prone district of Siddipet in Telangana. Currently, groundwater levels were
lower than 400 ft. in many areas and farmers were under acute pressure as a result. The
company’s efforts are designed to recharge groundwater and make more water available for
irrigation over a total area of more than 3,300 hectares and plantation of approximately 4 lakh
saplings. Full implementation have been started in current year. Watershed management is a
term used to describe the process of implementing land use practices and water management
practices to protect and improve the quality of the water and other natural resources within a
watershed by managing the use of those land and water resources in a comprehensive manner.
Godrej Consumer Products is partnering with NABARD and PEACE, a local NGO, to work
with local communities to ensure their buy-in, create civil structures to capture rainwater at
appropriate places, build capacity of local communities on water management, as well as train
on sustainable agricultural practices. The Capacity Building Phase (CBP) covering an area of
approximately 200 hectares was completed during FY 2017-18. Full Implementation Phase
(FIP) has been started in the current year.

• Community Waste Management Projects:

Our stance and efforts towards solid waste management extend beyond our manufacturing
plants and immediate areas of operations. The company has now initiated solid waste
management as part of its CSR to introduce community waste management projects across
India.
It has adopted a multi-stakeholder approach to deal with municipal solid waste. It has
designed the initiative to be economically viable, environmentally oriented and socially
inclusive. Company works with NGOs and local governments to find solutions suiting each
region. It also works with municipal corporations and municipalities that seek to institute
sustainable solutions in the area of waste management and with civil society organisations as
well as social enterprises to identify and establish long-term projects. Godrej thinks that
citizens need to take ownership of municipal solid waste management as adoption of
sustainable practices is crucial to the success of such programmes. The local municipality
commits to providing land for segregation activities and recycling. The Godrej Group invests
in technology, while the social entrepreneur invests in the other capital expenditure. This
tripartite partnership ensures that the entrepreneur has a higher chance of success. It is
essential that the project has built-in revenue streams to ensure long-term financial
sustainability. Revenue can come from composting wet waste, selling recycled products,
converting plastic to pellets for recycling, etc. Segregation and recycling relies heavily on
informal workers who collect, sort and recycle the waste. Social inclusion projects cater to the
lives of waste pickers by integrating them into the formal system, as well as providing safe
working conditions, social safety nets, child labour restrictions, etc.

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 Godrej has initiated waste management projects using circular economy principles that are
commissioned and running. It also collaborated with Hyderabad and Kalyan-Dombivali
Municipal Corporations to implement community waste management projects. The projects
help the municipalities to divert over 25 MT of waste per day from landfill at each location.
The two projects are tackling different waste streams and demonstrating effective waste
management solutions. However, the approach remains the same across locations, partners
and projects. Each kind of waste is further segregated and made into final products that may
be fed as inputs to other industries, thus upholding the principle of circular economy.

2. Health Care

• Aids Awareness:
Godrej supports ‘The Heroes Project’ which is trying to end misconceptions and spread
awareness about HIV and AIDS. The project had its beginning in a fund raising event for
paediatric AIDS organised by Mrs. Parmeshwar Godrej called ‘A Time for Heroes, India’.
The Project, which had the active participation of major influencers from Richard Gere to a
host of Bollywood and regional movie stars, used ‘educational entertainment’ as a basic
method to reach out to a mass audience and sensitise, inform and educate them about the
deadly HIV scourge that had already impacted thousands of lives. It also showed a route to
access services for prevention and treatment, for vulnerable populations at the heart of the
epidemic and for the population as a whole. Broadcasting these campaigns were a host of top
media channels, inserting them between soaps, talk shows and live events. The idea was to
present the truth in a simple, stark accessible manner without discriminating on gender, class,
or speaking in a judgemental voice.

• Blood Donation:
A blood donation camp is organised every year on the occasion of death anniversaries of its
founders Naval Godrej and Burjorji Godrej. Employees supports this initiative by donating
blood in huge numbers. Leading hospitals like Red Cross Society and Indian Medical
Association provide help in conducting these camps.

• Smile Train:
Children with Cleft lip and palate are unable to suckle or chew properly. The deformity makes
them otherwise normal children, objects of ridicule and superstition. Millions of children in
India and other developing countries are born with this handicap. But almost all can be helped
by skilful plastic surgery.
Godrej Memorial Hospital (GMH) along with a US based NGO ‘Smile Train’ conducts a
programme, for helping these very children from poor families. The program consists of
primary consultation and screening followed by expert plastic surgery. The operation lasts for
anywhere between 45 min. to three hours depending on the extent and complexity of the
defect. Several of the patients are offered follow up speech therapy and other support services.
Children operated at a younger age seem to derive optimum benefit. Over 300 surgeries have
been successfully conducted at GMH till date. GMH offers surgery and hospitalization to the
patient and one attendant completely free of cost. Deserving cases are also reimbursed travel
costs by the hospital.

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• Elimination Of Mosquito borne Endemic Diseases (EMBED):
An ideal example of shared value between business and social value is EMBED programme.
Introduced in Madhya Pradesh in 2015, EMBED was ideated after a feasibility study on
Indian states that had a high incidence of vector-borne diseases such as malaria and dengue.
On analysing the problem, Godrej observed that specifically, households and people at the
bottom of the pyramid suffer from vector borne and other diseases. Acting on this, innovative
product offerings of Godrej were taken to the stakeholders and usage instructions were
communicated to them. At present, Godrej have collaborated with non-profit organisations
and the state government to run intensive behaviour change programmes in nine districts of
Madhya Pradesh. Godrej is also working with the vulnerable and marginalised groups living
in the tribal, hilly and hard-to-reach areas to spread awareness about the diseases.
The programme currently addresses 45% of the malaria burden in Madhya Pradesh across 9
districts, 3,000 villages, 700,000 households, and 3,00,000 to 5,00,000 people. In phase I, 209
ASHA workers, 77 Rural Health Care Providers, 655 Ojhas, and 156 community volunteers
have been trained on correct diagnosis treatment and/or referral of malaria cases. On the basis
of internal data, from 2015 to 2017, in phase I districts, there has been a 70%-86% decrease in
Annual Parasitic Index (API) in intervention villages, compared with 40%-50% decrease in
API in non-intervention villages.

3. Education
• Udayachal Schools:
The Late Pirojsha Godrej established the Godrej Company, wanted education for his worker’s
children. It was in the year 1957 that Udayachal Schools were inaugurated on Independence
Day. It was established for the children to provide them with quality education. During that
time only the employee's children were admitted into the school. Right from its inception the
school was getting an experienced and dedicated educationist, like, late Smt. Cooverbai J.
Vakil to guide and conduct the affairs. Late Mr. Naoroji P. Godrej youngest son of Pirojsha
Godrej was an excellent supporter of the School.
There are supervisors for English, Hindi, Marathi, Maths and Science. There are
approximately 40-44 classes each having 30-35 students with one class teacher and other
subject teachers. Students can choose between either Hindi-Sanskrit or Hindi-French or entire
Hindi after the seventh grade and also have the option of taking either Computers or
Vocational Guidance and Elements of Mechanical Engineering and have the option to also opt
for Road Safety Patrol or Scouts and Guides.
The objective of the house system is to foster a sense of collective responsibility and solidarity
amongst students. The house system also serves as the centre of school life, with students
from different houses often competing at sports and other co-curricular activities. There are
four school houses, which are, Nalanda (yellow), Takshashila (red), Ujjaini (blue), Vallabhi
(green). All of these houses have a male and female captain and vice-captain, forming the
student council along with the Head-Boy and Head-Girl and Prefects.

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• Teach For India (TFI):
Teach For India is a part of the Teach For All global network, a growing group of independent
organizations that are working to expand educational opportunity in their nations. Teach For
All is a platform for shared learning and deep engagement across countries. The 40 countries
in the network today share a common vision that one day all children will attain an excellent
education. Nisaba Godrej is one of the board members of this organization. She is the
Executive Chairperson of Godrej Consumer Products. In order to build a growing community
of leaders, Teach For India has developed a two-part theory of change.
In the short-term, through its Fellowship program, an opportunity to India’s brightest and
most promising individuals has been provided, from the nation’s best universities and
workplaces, to serve as full-time teachers to children from low-income communities in some
of the nation’s most under-resourced schools. Through this experience of teaching in
classrooms and working with key education stakeholders like students, principals, and parents,
our Fellows get exposed to the grassroots realities of India’s education system and begin to
cultivate the knowledge, skills, and mindsets necessary to attain positions of leadership in the
education system and identify their role in building a larger movement for equity in education.
In the long-term, it engage these leaders, its Alumni, and support this growing community to
advocate for change. Its Alumni work in diverse roles within the education sector, as teachers,
teacher-trainers, school principals, curriculum designers, and education policy researchers, as
well as in the ecosystem surrounding and supporting the education sector, as journalists,
lawyers, health experts, entrepreneurs, and corporate leaders, all with a shared purpose to
build a broad people’s movement for educational equity that will accelerate progress towards
that day when all children in India have the opportunity to attain an excellent education so that
we, as a nation, can find our light and our true potential.
Teach for India (TFI) is a nationwide movement that aims to narrow the education gap in
India by placing outstanding college graduates and young professionals, who commit two
years to teach full-time in under resourced schools. They will become lifelong leaders
working from within various sectors toward the pursuit of equity in education.
Godrej group has pledged to sponsor employees for the TFI Programme, as a contribution
towards educational opportunity for all Indians. Godrejite Veena Verma was one of the recent
94 selected out of thousands of applicants.

o TFI Fellowship:
The TFI Fellowship is a challenging assignment aimed at transforming the participant’s life.
As a Teacher, each day is likely to offer multiple opportunities to confront and tackle
challenges, motivate diverse stakeholders to work hard toward a shared vision, and create and
adjust plans to move further towards their intended goals. Every TFI Fellow has two main
responsibilities: classroom instructional leadership and community transformation project.
Teach For India Fellows commit two years, full-time, to providing their students with the
opportunities that can put them on a different life path. The Fellowship journey is one of
teaching and learning, of working for children while developing your leadership. Fellow
members are on a mission to end educational inequity for their children, and through this, they
develop a long-term commitment to multiplying that impact as Alumni.

23
Each Fellow is assigned a classroom in one of Teach For India’s placement cities, and charged
to teach academics, values and mindsets and to give their students the access and exposure
they need to reach their personal, long-term visions. Framework for leadership at Teach For
India is called the Leadership Development Journey, and is centered around three
commitments:
▪ The Commitment to Personal Transformation: Exploring who you are, your purpose,
and striving to be a better person.
▪ The Commitment to Collective Action: Building relationships and organizing partners to
multiply and deepen our impact.
▪ The Commitment to Educational Equity: Deepening the understanding of educational
equity and committing to attaining it.
Fellows work on these commitments in and beyond the full-time lab of their classroom, where
they relentlessly focus on moving their students towards “path-changing” learning, the highest
level of our Student Vision Scale.
By growing in the 3 commitments, and embedded with real life leadership experiences in the
classrooms and communities, Fellows are ready to be lifelong learners and leaders for greater
impact on children.
The Fellowship is a challenging and incredibly transformational experience for both students
and Fellows. Teach For India provides Fellows with extensive training and support throughout
the course of the Fellowship. Designed to equip Fellows with the knowledge, skills and
mindsets to become successful teachers and leaders, support is both pre-service and in-service:
Institute: Prior to their school placements, Fellows undergo a rigorous five-week residential
training program that focuses on classroom practice and leadership development. At Institute,
Fellows are not only introduced to the pedagogical foundations of classroom instruction (e.g.
lesson planning, vision setting, and classroom culture) and content instruction, but they also
begin to internalize the mindsets and beliefs needed to drive transformational change within
education. Additionally, they get an opportunity to practice their teaching at Summer School
during Institute training.
Ongoing Support: Throughout the two years, Fellows receive ongoing support through a
combination of in-person training sessions, leadership forums, as well as online training
courses and resources. In addition, each Fellow has a full-time Program Manager who
provides on the ground, intensive technical, leadership and emotional support.
Teach For India places Fellows for a period of two years in full-time teaching positions in low
income schools. It helps to place Fellows within high need schools where poverty and other
environmental factors may limit our student’s choices in the future. Within their classrooms,
Fellows are responsible for ensuring that their students reach ambitious academic and personal
goals that are deeply grounded in their context and developed in partnership with key people
in our children’s lives parents, other teachers, and community members.
In 2015, Teach For India’s 1100 Fellows work in over 320 schools across Pune, Mumbai,
Delhi, Hyderabad, Chennai, Ahmedabad, and Bangalore.

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 4. Community Development
Godrej is also taking initiative in community development. They have an integrate approach
towards building sustainable communities around the area of our operations based on the
community needs in the area of education, livelihood, health and sanitation and environment
with greater emphasis on women empowerment, livelihood and community ownership.
In Khalapur, Maharashtra, Godrej partnered with Water Organization Trust (WOTR) for a 3-year
period to do women empowerment through health, sanitation and livelihood creation and provide
safe drinking water to the community by constructing water storage tanks and check dams and
creating a water storage capacity of 3.42 million liters. In partnership with the Maharashtra
Forest Department and local communities they have planted 2000 trees.
In addition, they have set up a Godrej Disha Skilling Centre to make local youths employable.
Under education, Godrej has taken a holistic approach towards building an inclusive
environment for local schools by providing best infrastructure, clean, green, hygienic, safe and
conducive environment for learning and development. Further, Godrej continues to conduct
various activities on an ongoing basis to add value to the quality of education imparted at the
school by conducting sessions on health and hygiene, spoken English, sports activity and life
skills education through employee volunteering and community resource mobilization.
At Godrej & Boyce, we are working in 6 states, 10 districts and 21 villages in India and initiated
various initiatives towards building sustainable communities around the area of operations along
with our 19 partners.

5. Livelihoods
• Salon-I and Beautypreneur:
Godrej’s flagship social initiative, Salon-i, is a vocational training programme for women. It
has been designed entirely in-house at Godrej to train young women on basic skills of beauty,
skin, 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. The curriculum, audio-visual modules, life skills and
entrepreneurship training tools have been designed and created either entirely in-house or co-
created with partners. Since 2012, Godrej Consumer Products, through its NGO partners, has
trained close to 160,000 young women across India, with skills that improve their earning
potential, help them increase their mobility and negotiate their rights at home and in the
community. In FY 2018 alone, they trained over 64,000 young women. Given that
participation of women in the workforce in India has fallen to 27% in recent times, over 50%
of the trainees take up employment and over 25% of them work from home in beauty related
trades.
The Salon-i programme essentially provides and promotes active participation of women in
economic and social decision making, starting from within their families. They are
increasingly witnessing their role change from household workers to formal breadwinners. At
a macro level, this adds to the nation’s productivity, balances the gender equation among the
working population and promotes equal opportunities for all.
Given the growing number of programme alumni across the country, the Godrej Salon-i team
along with partners designed on a new dimension in the programme, called Beautypreneur.
The programme aims to work with Godrej alumni, as well as women in the micro and small
25
 beauty and wellness industry, to upskill them to run beauty enterprises. Beautypreneur has
been created with the larger vision of achieving equal participation of women in the society.
Through enhancing employability and entrepreneurship for women in the Beauty & Wellness
sector and initiating conversations on their own rights and lives, the programme aims to
empower women financially as well as socially.
Till now, most of the beauty training happens at government/NGO run training centres or in
beauty parlours itself (leaving aside elite training academies). The training centres often lack
good quality curriculum, trainers and infrastructure. They also do not have scope for real life
exposure for the trainees in terms of practicing on real customers. Hence, most of the times,
though girls complete their courses and get a certificate, they do not feel equipped to face the
market. On the other hand, while the beauty parlours offer more real life exposure, most of the
training consists of observing the expert or doing support work at the parlour including
cleaning up and setting up. The parlours also cannot or do not offer certificates to the trainees
making it difficult for them to access job opportunities sometimes. A Beautypreneur positions
herself uniquely to fill this gap. She runs a parlour and a training centre. Beautypreneur also
offers a certificate co-branded by Godrej, Dhriiti and Local partners. Impact assessment for
Salon-i which is a third-party impact assessment has shown that approximately 40 per cent of
the Salon-i alumni take up full-time or part time vocations. The Salon-i Beautypreneur
initiative supports enterprising women in the salon industry to start training other girls in their
region, in addition to their regular jobs, while the rest prefer to work from home due to a
range of socio-economic issues. Those who work from home earn between ` 1,000 and `
5,000 per month whereas those with jobs earn upwards of ` 5,000 per month, depending on
the number of hours, location, skill level, etc. It must be noted that for most of our alumni,
this is their first skill-based income source, and many women are the first women in their
families and/or communities to step out of the home for paid employment.

• Life Skills:
Godrej also have developed an interactive life skills curriculum for all their employability
programmes across the businesses. The life skills curriculum supplements the current
employability courses by equipping them with:
o Financial literacy: Bank accounts, insurance, relevant government schemes, identification
papers and bill payment
o Health and well-being: Managing stress (both work and personal), managing life changes
and coping mechanisms, and dealing with anxiety and depression
o Personal well-being and growth: Self-improvement, self-esteem, goal setting, life
purpose and life-long learning, critical thinking and decision-making
o Work readiness: General job skills and skills to find a job, recognising job duties and
responsibilities, and teamwork and learning to exhibit appropriate work habits
o Community involvement: Citizenship, community awareness and learning to reflect and
form opinions on socio-political issues.

• Rural Intensification:
As a corollary to the employability and livelihoods programme, Godrej have set up a project
to identify and train unemployed women and youth in entrepreneurship skills to ensure a
stable livelihood for them. The programme involves intensive mobilization and a year-long
handholding period to ensure that they succeed at their entrepreneurial ventures. The

26
 programme aims to provide an additional source of income to the youth, especially women.
Rural households typically earn an average of ₹6,500/month and many live below the poverty
line. To ensure a more secure livelihood and improve their quality of life, Godrej introduce
income generation and entrepreneurial activities to them. The youth are primarily provided
training on different aspects of rural retail business and entrepreneurship. The aim is to train
them to be mobile retailers or door to door salespeople and eventually some of them can set-
up a permanent store or even become local area stockiest. In FY 2018-19, 700 youth have
been trained under this project.

5. Other Initiatives
• Scout and Guide Pavilion (1923):
The Scout Hut, in existence since 1923 was restored by the Pirojsha Godrej Foundation during
the period of 1983 to 1985 and made available to organisations like WWF, Friends of Trees
and BNHS. In 1997, the area outside the hut was developed into the Godrej Centenary Garden
for tired pedestrians. Godrej continues to maintain the hut and garden.

• Tsunami Rehabilitation Project:

Godrej & CII supported 150 families in the Tsunami stricken Pallayar (Nagapattinam district)
and Azhikal (Kanyakumari district).
By providing:
o Fishing equipment, boats, engines etc
o Funding a community health centre
o Skill based training to 200 residents
o A sum of over ₹ 56 L was handed over to CII.

• Crematorium for animals:

Naval Godrej sponsored the very first electric crematorium at the Bai Sakarbai Dinshaw Petit
Hospital for animals at Parel, the first non-polluting crematorium of its kind in Asia.

• Marathon:
Godrej supported the Standard Chartered Mumbai Marathon (SCMM) to support ALERT
India and Vatsalya Trust. A team of Godrej employees and other associated members ran for
the cause of leprosy, supporting ALERT India.

• Family Planning:
Sohrab Godrej strongly believed in and advocated ‘Help to bring India up quickly’. Towards
this objective, one of the visible obstacle was the exploding population of the country.
Throughout his life, he was a strong advocate of the family planning programme. He was
closely associated with the Family Planning Association of India and the Population
Foundation of India, Delhi founded by JRD Tata. Since the Godrej has been closely associated

27
 with the Family Planning Foundation. This foundation was established in September 1957. It
provides advice and conventional contraceptives at concessional rates. In this foundation the
volunteers have been trained in an intensive one week orientation course.

• Table for Two:

Godrej instituted the Indian chapter of ‘Table For Two’ initiative at the World Economic
Forum’s India Economic Summit in December 2008. This initiative is targeted at addressing
hunger and malnutrition in the developing world by combining the organization’s tradition of
serving society and involvement of individuals.
Godrej pledged to collect funds that would be utilized to provide school children mid-day
meals. The fund was created in three ways. Firstly, a ‘healthy meal’ option was provided in
the canteen menus to the employees. The savings from the reduced use of oil and sugar were
diverted to the central pool of funds for the ‘Table For Two’ initiative. This means that each
time an employee ordered a ‘healthy meal’, the savings contributed to this fund and provided
Godrejites with an even healthier alternative for lunch. Secondly, Godrejites voluntarily
contributed a fixed monthly amount to the fund. Thirdly, the contribution from the ‘healthy
meals’ menu was matched by Godrej and effectively combined corporate and employee
participation.
The initiative has been a great success within the first few months of its inception with a
sizeable fund that is geared to feeding close to 780 school children and providing for 1,56,000
meals annually.

• Long term employment for the visually disabled:

The activity of hardware packet making for chairs has been outsourced to National
Association for Disabled Enterprises (NADE) for the last several years. The objective of this
decision was to ensure continued occupation for the visually disabled. The employment to the
visually and physically disabled people has also gone up from employing seven persons then
to approximately 18 people now. These days, around 40000 hardware packets of 200 kinds are
made.

• Managing effluents and waste water:

Effluent Treatment, Sewage Treatment and Rainwater harvesting are some of the initiatives
taken up by the company on this front.

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 Good and Green Conclaves
Godrej Group is very concerned about its Good & Green campaign which places emphasis on
creating an inclusive and greener India. In 2013, Godrej Group introduced a series of annual
conclaves designed to initiate conversations with relevant stakeholders to educate, share and learn
about things that make a difference to our planet and us. Each conclave focuses on an issue around
one of the Godrej Good & Green goals. They bring together speakers and audiences from across
industry, academia, advocacy, policy and the non-profit world.

• Water Conclave, 2013:

The Group hosted the first in a series of annual conclaves, the Good & Green Conclave on
Water on March 9, 2013 at the Godrej & Boyce Auditorium in Vikhroli, Mumbai. The
conclave focused on addressing India's water challenges and possible solutions to overcome
this issue. The speakers at the conclave shared insights on effective water management at
individual, community, corporate, national and global levels.
The broad themes included the role of individuals in creating new solutions and re-creating
old ones, building sustainable businesses around various uses of water, the policy and
advocacy issues around water and defining an effective role for governments and foundations.
Over 280 people participated in this conclave.

o Speakers of the Conclave:

▪ Dr. Dilip Kulkarni, Agri-Foods Division of Jain, Irrigation System
▪ Rajiv Kher, Saraplast (Shramik)
▪ Dr. Arunabha Ghosh, Council of Energy
▪ Jayamala Subramaniam, Arghyam
▪ Suresh Babu, World Wide Fund for Nature (WWF) India
▪ Tien Shiao, World Resources Institute, Washington DC
▪ Charles Iceland, World Resources Institute, Washington DC
▪ Popatrao Pawar, Sarpanch, Hiware Bazar
▪ Santha Sheela Nair, Tamil Nadu State Planning Commission
▪ S. Vishwanath, Rain Water Club
▪ Anuj Sharma, Piramal Water Pvt. Ltd.

• Green Energy Conclave, 2014:

In line with the goal of Godrej Group to create a more employable workforce, it hosted the
first Good Conclave on Skill Development on January 29, 2016. A platform to discuss key
challenges in skill development, the conclave had over 80 representatives from corporates,
non-profits and social enterprises. The panellists highlighted the need to factor larger social
issues while designing employability programmes. They also debated the challenges of
sustainable development and the ways to tackle them. The conclave emphasised the
importance of technology and collaboration to drive scale and achieve global standards in skill
development.

29
 o Speakers of the Conclave:
▪ Abhay Garg, Acumen
▪ Tara Parthasarathy, World Resource Institute, India
▪ Pradeep Bhargava, Cummins India
▪ Dr. Arunabha Ghosh, Council of Energy
▪ Ramesh Kymal, Gamesa Wind Turbines Pvt. Ltd.
▪ G. S. Pillai, World Institute of Sustainable Energy
▪ Dr. Suresh Prabhu, Former Cabinet Minister and MP
▪ Dr. Harish Hande, SELCO Solar Pvt. Ltd.
▪ Bunker Roy, Barefoot College
▪ Dr. Ashok Jhunjhunwala, IIT, Chennai
▪ Dr. Nitin Pandit, World Resources Institute, India
▪ Sydney Lobo, TATA Power
▪ Ardeshir Contractor, Kiran Energy
▪ Nadir Godrej, Godrej Industries
▪ Krishan Dhawan, Shakti Sustainable Energy Foundation
▪ Avijit Bhattacharya, TATA Cleantech Capital (TCCL)

• The Good Conclave, 2016:

In line with the goal of Godrej Group to create a more employable workforce, it hosted the
first Good Conclave on Skill Development on January 29, 2016. A platform to discuss key
challenges in skill development, the conclave had over 80 representatives from corporates,
non-profits and social enterprises. The panellists highlighted the need to factor larger social
issues while designing employability programmes. They also debated the challenges of
sustainable development and the ways to tackle them. The conclave emphasised the
importance of technology and collaboration to drive scale and achieve global standards in skill
development.

o Speakers of the Conclave:

▪ Bavidra Mohan, Acumen
▪ Aloka Mujumdar, HSBC India
▪ Akash Sethi, Quality Education and Skills Training (QUEST) Alliance
▪ Ameya Vanjari, TATA Strive
▪ Anshu Sharma, SEEDS Alliance
▪ Apoorva Oza, Aga Khan Rural Support Programme (India)
▪ Gayathri Vasudevan, LabourNet
▪ Girish Singhania, EduBridge
▪ Kalyan Chakravarthy, PanIIT Alumni Reach for India Foundation
▪ Meenu Venkateswaram, Pravah
▪ Peter ter Weeme, Ethica Strategy
▪ Pooja Warier, UnLtd India

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 ▪ Priya Naik, Samhita Social Ventures Pvt. Ltd.
▪ Rikin Gandhi, Digital Green
▪ Shital Shah, Awaz.De
▪ Deepak Arora, Essar Foundation

• Waste Mangement Conclave 2016:

On May 9, 2016, we hosted the third annual Good & Green conclave on Waste Management
to address the changing need of managing waste. The conclave highlighted policies for waste
management, role of the government, industry and people, and the need for creative solutions.
The conclave included panel discussions and presentations around the status of the 63 million
tonnes of waste produced per annum in India and the diverse models to tackle it. Several
speakers emphasised the need for segregation of waste and decentralising the treatment
process to achieve efficiency. The conclave featured technology innovations such as, Plasma
Gasification, Biphasic Biomethanation and Bio-stabilisation that are used by government,
industries and non-profits. The conclave brought together nearly two dozen companies, non-
profits and educational institutions. Over 200 people participated in the conclave and
interacted with experts.

o Speakers of the Conclave:

▪ Diksha Vats, Aditya Birla
▪ Jyoti Mhapsekar, Stree Mukti Sanghatana
▪ Bharati Chaturvedi, Chintan
▪ Mukul Rastogi, ITC
▪ Anirban Ghosh, Mahindra & Mahindra
▪ Dr, Anurag Garg, IIT Mumbai
▪ P. Devanand, SEED
▪ Dr. S. R. Maley, Scientist
▪ Sriram Narayanan, Indian Green Service
▪ Ulhas Parlikar, Geocycle ACC
▪ Harsha Jayaram, Carbon Clean Solutions
▪ Alka Upadhyay, TATA Sustainability Group
▪ Chetan Zaveri, IL & FS
▪ Dr. S. B. Ghosh, BARC
▪ Dr. Shyam Asolekar, IIT Mumbai
▪ V. Suresh, Hiranandani
▪ K. S. Venkatgiri, CII
▪ Dr. Vivek Agrwal, ICWM

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• The Good Conclave, 2017:
On February 1, 2017, Godrel Group hosted the second Good Conclave to present an overview
of the entire skilling value chain and address the complexities of the marginalised
communities that group operates in. The conclave represented diverse views from corporate,
government, non-profits, academia and social enterprises. The panellist discussed the skill
training approaches, policies, gaps and opportunities. Over 130 people participated in the
conclave and interacted with industry experts. The conclave saw the release of a CSR in the
skills sector report that provides data-based evidence of trends in skill training and the evident
gaps. The Buddhan Theatre performed at the Conclave. The theatre uses the talents of the
marginalised Chhara community as natural performers to conduct expressionist theatre that
employs the people from the community and aims to bring social change.

o Speakers of the Conclave:

▪ A. F. Mathew, IIM Kozhikode
▪ Afroz Baig, Samerth
▪ Ajit Choudhuri, TATA Sustainablity Group
▪ Arpita Vyas, Wings to Fly- The Foundation
▪ B. Ganesh, SkillTrain
▪ Clement Chauvet, UNDP
▪ Lezo Putsure, YouthNet
▪ Pearl Tiwari, Ambuja Cements Ltd.
▪ Prabir Bose, Vikalp Kriya
▪ Priya Naik, Samhita Social Ventures
▪ Satya, Arusha Homes
▪ Shri Deepak Kapoor, IAS, Principal Secretary

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 Conclusion
The philanthropic activities by the Godrej Group has been practiced even before the term
Corporate Social Responsibility (CSR) was introduced. The Godrej is practicing CSR activities
before the Independence of India. The CSR activities continue from generation to generation.
Godrej CSR activities are spread across almost all sectors. Participation from the employees is
also expected in CSR activities.
The major part of the CSR is about Environment and Sustainability. It has its long term CSR
campaign ‘Good & Green’. They practiced many CSR activities but the activities related to
mangroves have got good response. Godrej perceives CSR activities as their duty towards society
and not the obligation from the government. Its CSR activities are growing and diversifying over
a period of time.
Initially, they placed their emphasis more on environment and then they turned their focus on
various other fields, like, health, sustainability, community development, education, etc. It
established different organizations for different purposes. i.e. The Pirojsha Godrej foundation for
philanthropic purposes, Naoroji Godrej Center for Plant Research for the research on
horticulture, sericulture, floriculture, etc.
They are trying to go beyond constraints of CSR activities by organizing annual conclaves on the
topics with which their CSR activities are concerned. They not only founded some organizations
but also showed their participation in different organizations, like, Smile India, Teach For India,
World Wide Fund (WWF) for Nature India, etc.

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 Reference
• www.godrej.com
• www.smilindia.org
• www.teachforindia.org

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