Nandini (CSR)

A
Project
report on
Corporate Social-Relevance
A study on CSR activities of Godrej Consumer Products
Limited A Project Submitted to University of Mumbai
in Partial Fulfilment of Semester

IV For the award of
Master of Management Studies
in
Finance
By
Ms. Nandini Sankar Das
Roll. No: 2022008

Under the Guidance of
Prof. Minal Patil
ROHIDAS PATIL INSTITUTE OF MANAGEMENT STUDIES

(Affiliated to University of Mumbai, Approved by AICTE, New Delhi)
May, 2024
Shree Shankar Narayan Educational Trust
Rohidas Patil Institute of Management Studies

(Affiliated to University of Mumbai, Approved by AICTE, New Delhi)
Mahavidhyalaya Marg, Navghar Road, Bhayandar East, Thane – 401105.
CERTIFICATE
This is to certify that Ms. Nandini Sankar Das is a bonafide student of our Institute and the dissertation
entitled A study on CSR activities of Godrej Consumer Products Limited submitted by her is in partial
fulfilment of the semester IV for the Degree of MASTER OF MANAGEMENT STUDIES in
Finance by the University of Mumbai during the Academic Year 2023-24.
Place: Bhayandar, Thane Dr. Vanita A. Malik

Date: I/C Director
Rohidas Patil Institute of Management Studies
GUIDE’S CERTIFICATE
This is to certify that the Dissertation entitled A study on CSR activities of Godrej Consumer
Products Limited is a bonafide record of independent research work done by Ms. Nandini Sankar
Das, Roll. No. 2022008 under my supervision during Academic Year2023-24, submitted to the
University of Mumbai in partial fulfilment of Semester IV for the Degree of MASTER OF
MANAGEMENT STUDIES in Finance.
Place: Bhayandar, Thane.

Date : Prof. Minal Patil
DECLARATION
I Mr./Ms. Nandini Sankar Das thereby declare that the dissertation A study on CSR activities of
Godrej Consumer Products Limited submitted to the University of Mumbai in partial fulfilment of
the Semester IV for the Degree of MASTER OF MANAGEMENT STUDIES in Finance is an
original work and that the dissertation has not previously formed the basis for the award of any other
Degree, Diploma, Associateship, Fellowship or other titles.
Place: Bhayandar, Thane

Date: Nandini Sankar Das
EVALUATION OF DISSERTATION
1. Name of the Candidate : Nandini Sankar Das
2. Registration / Seat Number 2022008
3. Name / Code of the subject :

4. Title of the Dissertation : A study on CSR activities of Godrej Consumer Products Limited
5. Evaluation:
Parameters Maximum Marks

Sr. No.
Marks Awarded
1 Situation analysis and Problem definition 10
2 Literature Review (Secondary data) 10
3 Methodology of Study 15
4 Data Analysis (Primary and Secondary data) 15
5 Conclusions and Recommendations 10
6 Viva Voce 40
Total 100
6. Name & Address of the Evaluator:
7. Signature of Evaluator with Date:
8. Signature of the Head of the Institution with seal:

ACKNOWLEDGEMENT
I take this opportunity to express my gratitude to the people who have been instrumental in the
successful completion of this project. Apart from my efforts, the success of my project depends largely
on the encouragement and guidelines of many others.
I would thank the Management of the Institute for providing valuable resources viz. Library, Computers
with Internet facility which is an essential pre-requisite in the successful completion of the project.
I would like to show my greatest appreciation to Prof. Minal Patil; I can’t thank enough for his/her
tremendous support and help. I feel motivated and encouraged to execute my project under his/her
mentorship. Without his/her guidance this project would not have been materialized.
The support received from all the respondents was vital for the success of the project. I am grateful for
their time and efforts. Last but not least, I wish to thank my parents Sankar Das (Father) and Alka Das
(Mother) for their continuous motivation.
EXECUTIVE SUMMARY
KEYWORDS: Corporate Social Responsibility (CSR), Motivational Factors, Wide Reach,

Implementation Challenges.
ABSTRACT: This study investigates the Corporate Social Responsibility (CSR) activities of Godrej
Consumer Products Limited (GCPL), focusing on several key objectives to provide a comprehensive
overview. The study begins by cataloguing the various CSR projects undertaken by GCPL. These
projects cover a broad range of areas including education, healthcare, environmental sustainability, and
community development. Each project is detailed with specifics about its location, target beneficiaries,
and core activities. The study assesses the scope and scale of GCPL’s CSR initiatives, examining the
geographical distribution and the extent of their impact. It includes an analysis of budget allocations and
the number of beneficiaries reached, highlighting the expansive reach of GCPL’s efforts across different
regions and communities. An evaluation of the effectiveness of GCPL’s CSR programs is conducted to
determine how well these initiatives meet their intended objectives. This involves measuring outcomes
against set goals, assessing long-term benefits, and identifying any observable improvements in social,
economic, or environmental conditions resulting from the CSR activities.
KEY INSIGHTS:
 GCPL’s CSR projects are diverse and impactful, addressing various societal needs.
 The initiatives have a wide geographical reach, benefiting numerous communities.
 The effectiveness of these programs is evident through measurable positive outcomes.
 Motivations for CSR activities are multifaceted, combining ethical commitments with strategic
benefits.
 Implementation challenges exist, but GCPL continues to strive for effective solutions to enhance
its CSR impact.
INDEX
Sr. No. Particulars Page No.
1. Introduction to the Topic 1
2. Objectives of the Study 29
3. Literature Review 30
4. Problem Statement / Need of the Study 37
5. Research Methodology 39
6. Data Analysis & Interpretation 40
7. Observations &Findings 62
8. Suggestions / Recommendations 64
9. Further Scope of Study 66
10. Conclusion 68
11. References 69
1. INTRODUCTION
1.1 What is CSR?

Corporate social responsibility (CSR) is the idea that businesses should operate according to
principles and policies that make a positive impact on society and the environment.
Through CSR, companies make decisions driven by financial gain and profitability, and the
impact of their actions on their communities and the world at large. CSR goes beyond legal
obligations: by voluntarily adopting ethical, sustainable and responsible business practices,
companies seek to deliver benefits to consumers, shareholders, employees and society.
By practicing corporate social responsibility, also called corporate citizenship, companies

are aware of how they impact aspects of society, including economic, social, and
environmental. Engaging in CSR means a company operates in ways that enhance society
and the environment instead of contributing negatively to them.
Corporate Social Responsibility is a management concept whereby companies integrate

social and environmental concerns in their business operations and interactions with their
stakeholders. CSR is generally understood as being the way through which a company
achieves a balance of economic, environmental and social imperatives (“Triple-Bottom-Line-
Approach”), while at the same time addressing the expectations of shareholders and
stakeholders. In this sense it is important to draw a distinction between CSR, which can be a
strategic business management concept, and charity, sponsorships or philanthropy. Even
though the latter can also make a valuable contribution to poverty reduction, will directly
enhance the reputation of a company and strengthen its brand, the concept of CSR clearly
goes beyond that.
Promoting the uptake of CSR amongst SMEs requires approaches that fit the respective needs
and capacities of these businesses, and do not adversely affect their economic viability.
UNIDO based its CSR programme on the Triple Bottom Line (TBL) Approach, which has
proven to be a successful tool for SMEs in the developing countries to assist them in meeting
social and environmental standards without compromising their competitiveness. The TBL
approach is used as a framework for measuring and reporting corporate performance against
economic, social and environmental performance. It is an attempt to align private enterprises
to the goal of sustainable global development by providing them with a more comprehensive
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set of working objectives than just profit alone. The perspective taken is that for an
organization to be sustainable, it must be financially secure, minimize (or ideally eliminate)
its negative environmental impacts and act in conformity with societal expectations.
Key CSR issues: environmental management, eco-efficiency, responsible sourcing,

stakeholder engagement, labour standards and working conditions, employee and community
relations, social equity, gender balance, human rights, good governance, and anti-corruption
measures.
A properly implemented CSR concept can bring along a variety of competitive advantages,
such as enhanced access to capital and markets, increased sales and profits, operational cost
savings, improved productivity and quality, efficient human resource base, improved brand
image and reputation, enhanced customer loyalty, better decision making and risk
management processes.
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1.2 Why CSR is important
Often, a company’s business model and practices are built around financial goals. However,
CSR programs encourage business leaders to consider corporate citizenship or the larger
impact of the business on society when making decisions. Corporate social responsibility
helps companies ensure that their operations are ethical, safe and delivering positive impact
wherever possible. Through CSR initiatives, companies work to limit environmental impact,
contribute to solving societal problems (such as poverty and inequality) and ensure their
brand identity reflects their values.
Through CSR programs, philanthropy, and volunteer efforts, businesses can benefit society
while boosting their brands. A socially responsible company is accountable to itself and its
shareholders. CSR is commonly a strategy employed by large corporations. The more visible
and successful a corporation is, the more responsibility it has to set standards of ethical
behaviour for its peers, competition, and industry.
There are many reasons for a company to embrace CSR practices.
1. It improves customers’ perception of your brand.
It’s increasingly important for companies to have a socially conscious image. Consumers,
employees, and stakeholders prioritize CSR when choosing a brand or company, and they
hold corporations accountable for effecting social change with their beliefs, practices, and
profits.
“What the public thinks of your company is critical to its success,” said Katie Schmidt,
founder and lead designer of Passion Lilie. “By building a positive image that you believe in,
you can make a name for your company as being socially conscious.”
2. It attracts and retains employees.
Consumers aren’t the only ones drawn to businesses that give back. Susan Cooney, head of
global diversity and inclusion at Symantec, said that sustainability strategy is a big factor in
where today’s top talent chooses to work.
“The next generation of employees is seeking out employers that are focused on the triple
bottom line: people, planet and revenue,” she said. “Coming out of the recession, corporate
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revenue has been getting stronger. Companies are encouraged to put that increased profit into
programs that give back.”
3. It increases your appeal to investors.
By demonstrating a developed CSR program and initiatives, your company is bound to

become more appealing to both current and future investors. CECP’s influential 2021 giving
in Numbers report shows that investors play a growing role as key stakeholders in corporate
social responsibility. Almost 80% of surveyed businesses were open to providing them with
data and considering their perspectives on sustainability. Just like customers, investors are
holding businesses accountable when it comes to social responsibility.
At the same time, a company that takes CSR seriously signals to both investors and partners
that it’s interested in long-term as well as short-term gain. CSR goes hand in hand with
environmental, social, and governance (ESG) metrics that help external analysts quantify the
company’s social efforts, and becomes a key factor for investors’ consideration and
continued interest.
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1.3 Types of CSR
 Environmental responsibility: Corporate social responsibility is rooted in preserving the

environment. A company can pursue environmental stewardship by reducing pollution
and emissions in manufacturing, recycling materials, replenishing natural resources like
trees, or creating product lines consistent with CSR.
 Ethical responsibility: Corporate social responsibility includes acting fairly and

ethically. Instances of ethical responsibility include fair treatment of
all customers regardless of age, race, culture, or sexual orientation, favourable pay and
benefits for employees, vendor use across demographics, full disclosures, and
transparency for investors.
 Philanthropic responsibility: CSR requires a company to contribute to society, whether

a company donates profit to charities, enters into transactions only with suppliers or
vendors that align with the company philanthropically, supports employee philanthropic
endeavors, or sponsors fundraising events.
 Financial responsibility: A company might make plans to be more environmentally,

ethically, and philanthropically focused, however, it must back these plans through
financial investments in programs, donations, or product research including research and
development for products that encourage sustainability, creating a diverse workforce, or
implementing DEI, social awareness, or environmental initiatives.
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1.4 Benefits of CSR
According to a study published in the Journal of Consumer Psychology, consumers are more
likely to act favorably toward a company that has acted to benefit its customers. As a
company engages in CSR, it is more likely to receive favorable brand recognition.
Additionally, workers are more likely to stay with a company they believe in. This reduces
employee turnover, disgruntled workers, and the total cost of a new employee.
For companies looking to outperform the market, enacting CSR strategies may improve how
investors view the company's value. The Boston Consulting Group found that companies
considered leaders in environmental, social, or governance matters had an
11% valuation premium over their competitors.
CSR practices help companies mitigate risk by avoiding troubling situations. This includes
preventing adverse activities such as discrimination against employee groups, disregard for
natural resources, unethical use of company funds, and activity that leads to lawsuits,
and litigation.
Business benefits
CSR can have a positive impact on an organization’s brand identity as well as its bottom line.
Some CSR efforts, such as improving energy efficiency, can reduce operating costs and
might lead to savings in the end. Consumers increasingly prefer brands that share their
values, and CSR policies offer ways for organizations to demonstrate those values, building
trust and loyalty to fuel a competitive advantage.
CSR can also help attract top talent and drive employee engagement and retention, as more
workers seek employers whose values align with their own. Additionally, a proactive
approach to ethical and social issues has the potential to prevent legal problems, fines and
reputational damage.
Consumer benefits
CSR initiatives can help people become more responsible consumers, making it easier for
them to access products and services that align with their values and educating them on issues
of sustainability and ethical consumption. It can encourage companies to prioritize and invest
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in testing, quality control and safety measures. CSR can also minimize the likelihood of
defective or harmful products reaching consumers.
Environmental benefits
CSR can have a positive impact on the overall health of the planet, as it encourages
environmental responsibility and sustainable practices. CSR initiatives can help
companies reduce their greenhouse gas emissions or pursue net-zero emissions goals that are
key to slowing climate change. They might also help conserve natural resources, reduce
pollution and limit disruption of ecosystems. Additionally, a focus on CSR can support
investment in research and development of eco-friendly products and practices.
Societal benefits
Corporate social responsibility can help support local communities and address societal
issues, such as poverty, inequality and environmental concerns. CSR initiatives can fuel
economic growth by creating jobs. They can also shape public opinion as companies leading
the way inspire others to follow suit, creating a positive ripple effect. A focus on ethical
behaviour at the corporate level reinforces a broader norm of ethical behaviour across other
parts of society.
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1.5 Scope of CSR
Initially, CSR emphasized the official behaviour of individual firms. Later, it expanded to
include supplier behaviour, the uses to which products were put, and how articles were
disposed of after they lost value. Malcolm McIntosh notes also that focussing on the
identifiable behaviour of individual businesses risks not including what he calls
"unincorporated market behaviour" within the scope of CSR - actions attributable to market
processes, and also calls for other factors including "brand citizenship" and "illegitimate,
informal or illegal activity" to be considered as part of a more complete picture.
The term "brand citizenship" has been put forward because the public perception of an
organisation may be associated with its branding rather than its corporate identity: McIntosh
uses Virgin as an example. Similarly, Anne Bahr Thompson uses the same term and observes
that companies adopting socially responsible behaviours are primarily investing in
their reputations.
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1.6 Company Profile
Godrej Group
Godrej Company is an multinational conglomerate headquartered in Mumbai, Maharashtra,

which is managed and largely owned by the Godrej family. It was founded by Ardeshir
Godrej and Pirojsha Burjorji Godrej in 1897, and operates in sectors including real estate,
consumer products, industrial engineering, appliances, furniture, security and agricultural
products. Its subsidiaries and affiliated companies include Godrej Industries and its
subsidiaries Godrej Consumer Products, Godrej Agrovet, and Godrej Properties, as well as
the private holding company Godrej & Boyce Mfg. Co. Ltd.
Godrej Consumer Products Ltd (GCPL) is a manufacturer, distributor, and marketer of fast
moving consumer goods. Its product portfolio includes household and personal care products
including soaps, toiletries, cosmetics, hair care, air care, health and hygiene, household
insecticides, and fabric care products. The company offers household insecticides under
aerosol categories. The company's distribution network consists of clearing and forwarding
agents, distributors, wholesalers and retailers in urban areas. In rural areas, the company
appoints super stockists and sub-stockists to supply to retailers. The company operates
manufacturing facilities in India, Indonesia, the US, besides Latin America and Africa. GCPL
is headquartered in Mumbai, Maharashtra, India.
The Godrej Group is an Indian conglomerate founded by Ardeshir and Pirojsha Godrej in
1897, Lalbaug, Mumbai. Established in 1897, the Godrej group has grown in India from the
days of the charkha to nights at the call centres. Our founder, Ardeshir Godrej, lawyer-
turned-locksmith, was a persistent inventor and a strong visionary who could see the spark in
the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation
of today's Godrej Empire. One of India's most trusted brands, Godrej enjoys the patronage
and trust of over 400 million Indians every single day. Our customers mean the world to us.
We are happy only when we see a delighted customer smile.
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Godrej Label has become one of India's most remarkable corporations in the industrial sector.
This has been possible due to the fact that the Label Godrej has strictly maintained the quality
of its products by using the best quality of raw materials. The Group Godrej has also highly
technologically advanced manufacturing facilities. All these measures have ensured that the
group's products are of very good quality which has led to customer satisfaction and loyalty.
This has helped Godrej Group to become worth around US$ 1.3 billion. The Label Godrej
employs more than 18,000 people.
Godrej Group is one of the largest conglomerates based in Mumbai, India, involved in
various industries that include appliances, precision equipment. Machine tools, furniture,
healthcare, interior solutions, office equipment, food-processing, security, materials handling
and industrial storage solutions, construction and information technology. Its products
include security Systems and Safes. Typewriters and Word processors, Rocket Launchers,
Refrigerators and Furniture, Outsourcing Services, Machine Tools and Process Equipment,
Cosmetics and Detergents, Engineering Workstations, Medical Diagnostics and Aerospace
Equipment, Edible Oils and Chemical, Mosquito Repellents, Car perfumes, Chicken and
Agri- products, Material Handling Equipments like FORKLIFT Trucks, Stackers, Tyre
handlers.
Traditionally, Vikhroli, a suburb to the Northeast of Mumbai has been Godrej's

manufacturing base, but increasingly the group have moved significant production facilities
away from Mumbai. The Godrej group also owns vast land in Vikhroli, occupying 3500 acres
(14 sq km) of land on both sides of the Vikhroli section of the LBS marg. That makes the
Godrej group the biggest private land owner in Mumbai by far Such vast land can, in theory,
be used to create at least 1500 acres of residential floor space, which, at very modest rates
(Rs.10000/sq ft), can be sold for USD 16 billion. Thus, the Godrej group is sitting on an
invisible cash pile that is envy of other Indian conglomerates.
The various companies under the Godrej Group are:
1. Godrej Global Solutions Ltd

2. Godrej Hi Care India Ltd
3. Godrej Industries Ltd
4. Godrej Consumer Products Ltd
5. Godrej Commodities Ltd
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Among the many companies under the Godrej Label, Godrej Global Solutions Ltd is an
important company. The company provides global BPO services and solutions to their
clients. Godrej Hi Care India Ltd is another company that is under the Group Godrej. The
company provides pest management services to its customers. Godrej Hi Care India Ltd has
introduced a highly technical and odourless way of pest control. The company is worth
around Rs. 30 crore and has over 2 lakhs customers. Among the many companies that come
under the Godrej Group, Godrej Industries Ltd.
Sales and Distribution Network
GCPL has a widespread distribution network across India. It makes sales in both urban and
rural markets, enabling it to benefit from the opportunities in both segments. It has a sales
team of over 250 staff spread across the country. It has a network of 33 C&F agents and as on
29 February 2008. It had 1,247 distributors, 142 super stockists and 3,175 sub stockists to
support the sales team in India. Its distributors and sub stockists cover around 650,000
retailers in India.
GCPL has linked its major distributors in India through a system called 'Sam park', a
collaborative planning, and forecasting and replenishment system with its ERP system
leading to reduced inventory levels.
Research and Development
GCPL's R&D departments focus on developing new products, standardising new analytical
methods and finding cheaper and more abundant alternatives to key raw materials. Through
this research and development centre, GCPL continuously interact with consumers to obtain
feedback on its products and information obtained is leveraged to complement new product
development activities. The Godrej Research & Development Centre is recognised by the
Department of Science and Technology, New Delhi.
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Competition
 In the soaps category, GCPL brands compete with Lux and Lifebuoy (Hindustan
Unilever Limited).
 In the hair colours category, its products compete for market share with Black Rose,
Super Vasmol and L’Oreal.
 Competitors in shaving cream category are Gillette, Palmolive and Old Spice.
 GCPL's talcum powder brands compete with Pond's (HUL) and Denim.
 In the liquid detergent category, GCPL brands Ezee and Genteel, compete with Safe
wash (Wipro) and Surf Excel (HUL).
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1.6.1 SWOT Analysis of Godrej Consumer Products Limited
1. Strengths of Godrej Consumer Products Limited
Strengths are things an organization excels at, which provide it an advantage over those of its
competitors.
 Strong Brand Portfolio– Godrej Consumer Products Limited Company is the topmost
leading company with a broad company portfolio in the FMCG industry.
 Loyal Customer Base– Godrej Consumer Products has a strong market position in the
market with the products like soaps, hair color, and hand sanitizers as well. There are 100
customer trusted products in the market. The Godrej Company can make a presence in
customers. as they have their customer presence in 60 countries.
 Innovation– The GCPL is a very innovative company and always search for a broad portfolio
by spreading the globally, with the revenue near $6
 Strong Reach– The Godrej consumer products limited company has a big geographical reach
all over the world, has a quality consumer base, conserve and maintain a strong brand identity
in every place.
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2. Weaknesses of Godrej Consumer Products Limited
Weaknesses reflect in which parts the organization needs to improve and what practices should it
avoid.
 Low Market Share– The weakness of Godrej consumer Product Company is lack of
market share and scale because the competitors of the GCPL have strong finance to diverse to
different sectors easily.
 Heavy Competition– Godrej Consumer Products has excessive competition from huge
private players and other international brands.
 Limitation on Expansion- The Godrej consumer company business has experienced a leave
of financial and technical capital, which the company has limited its capability to expand its
service domestically location and worldwide era.
3. Opportunities of Godrej Consumer Products Limited
Opportunities are external factors that can contribute in the growth of an organization if worked
upon at the right time.
 Multi-dimensional – The Godrej Consumer Products Limited Company is a

multidimensional company as they have a presence in over 60 countries. They have inorganic
expansion.
 Technology– The ruler market is expanding fast because of technology as the Godrej
Consumer Products company can maintain and supply the products to the ruler; it gets capitalized
hence the company can improve its bottom line of marketing.
 Increasing Demand– As the lifestyle of the people increases, there would be a change in
demand for the products, hence the increase in the demand for the product is the increase of
purchasing rate.
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 Expansion Opportunity – Godrej consumer company business has the window of
opportunity of expanding demand for amusement parks in the United States of America by getting
into the U.S entertainment industries.
4. Threats of the Godrej Consumer Products Limited
Threats are potential harms that a company might face hindering its growth, but they can be
prevented by proper identification and strategic planning.
 High Competition – The Godrej Consumer products company faces consequential

competition from the worldwide era and domestic rivals in supplementary to quickly changing
the pattern of show business and also the consumer preferences. by these factors, the company
has the chance to lose the brand identity of the company and also the position of ley player.
 Regulations– The business can also be reduced by FDI in retail for the GCPL Company.
 Sector Unorganized Competition – The competition of unbranded and local brands is also
a major threat that reduces the margin, for the Godrej Products.
 Rivalry – The Godrej consumer company business fights with an increased danger of having
a chance of to make duplication of the company products and duplication of company
model by numerous rivals. The business model has its core of strengths of the business
and has the main reason for the company’s success.
Godrej has needed to give more attention to all the major players to survive in the practical market
because the company’s from worldwide are playing the best role in the market also most of
the companies are providing goods at the least prices and best values to the customers.
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1.6. CSR ACTIVITIES HELD BY GCPL
1. Livelihood
Our livelihood programmes focus on economic empowerment and are a part of our
CSR initiatives. They are guided by our Good & Green vision and our CSR Policy
and are reported under Schedule VII, Section 135 of the Companies Act, 2013 in the
Directors' Report. We follow a shared value approach that addresses critical
economic needs of marginalised and underprivileged sections of society by
leveraging our expertise.
2. Public health
We collaborate with NGOs and state governments to run intensive behaviour change
programmes in regions with a high annual parasite index, where malaria transmission
risks are the highest. We work in each village for two years, spreading awareness
among households and people at the bottom of the pyramid and vulnerable and
marginalised groups in tribal, hilly, and hard-to-reach areas.
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3. Waste management
A significant focus of our CSR programmes is to work towards sustainable

development of communities to ensure that current needs are met without
compromising future requirements. Our programmes look to address the challenges of
climate change, urbanisation, and economic growth.
4. Watershed management
Our integrated watershed development project is helping restore the ecological

balance in the drought-prone district of Siddipet in Telangana. Currently, groundwater
levels are lower than 400 ft in many areas. Consequently, farmers are under acute
pressure. We are partnering with NABARD and a local NGO to rejuvenate the land,
recharge groundwater levels, facilitate necessary irrigation, increase cropping cycles,
improve the quality and quantity of produce, enhance livelihoods, and ensure
sustainable agriculture practices.
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1.6.2 Providing covid-19 relief and recovery solutions tp protect lives and livelihood
The impact of COVID-19 has not only been felt in terms of a public health crisis of
unprecedented proportions but also as a long-term economic disaster impacting the lives and
livelihoods of billions of people worldwide. In emerging markets where GCPL operates, this
is further complicated by pre-existing inequalities.
The Godrej Group was one of the first companies in India to respond to the crises in terms of
a plan of action for our own people and business, as well for our communities and country. In
addition, we began to plan for a similar response across all our international locations as well.
Our initial response had two phases:
Phase 1
When the pandemic began, the safety and well-being of our team members was our top
priority. While our office staff continues to work from home, our manufacturing facilities
serve our consumers by manufacturing and delivering essential products such as soaps, hand
wash, sanitizers, and household insecticides.
We follow strict protocols of social distancing, sanitation, and hygiene across all our sites and
offices. At the same time, we also ensure our upstream and downstream transport teams and
sales and distribution teams use the necessary safety kits and follow standard protocols to
keep themselves safe. Beyond our business operations, we have reached out to vulnerable
communities across our ecosystem.
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 Donating food supplies among local communities in India
Key initiatives:
 Providing relief to the worst affected populations
- In India, we provided food supplies and safety kits to over 1,37,000 migrant labourers
and urban poor through our NGO partners. Our partners also helped in unlocking funds
from government relief packages for vulnerable members in our ecosystem.
- In India, we provided food supplies and safety kits to over 1,37,000 migrant labourers
and urban poor through our NGO partners. Our partners also helped in unlocking funds
from government relief packages for vulnerable members in our ecosystem.
- In Indonesia, we distributed food kits to impacted families and nursing and disability
homes.
- In Zambia, our team provided over 700 face masks to students and staff of a local
primary school.
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 Distributing face masks at a school in Zambia
 Supporting local communities in Indonesia
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 We donated 38 ICU beds to a hospital in Guwahati
 Strengthening public healthcare

- In India, we supported the public healthcare system in Mumbai, Maharashtra, and
Guwahati, Assam, by donating medical equipment (beds, ventilators, ICU equipment,
testing kits, and mobile testing auto rickshaws, among other support) worth ₹2.36
crore.
 Conducting product donations
- In India, we donated 21, 69,975 units of sanitation products in response to requests
from local authorities, hospitals, and NGOs for frontline workers and communities.
- In Nepal, we distributed 3,820 Godrej No. 1 soaps, 2,750 Goodnight coils, and 820
Magic hand wash bottles among vulnerable communities, 44 hospitals, 47 police
stations, and various other government offices.
- In Argentina, we distributed 10,000 sanitizers and liquid hand washes to NGOs.
- In Kenya, we provided 504 Lavik hand washes (252 litres), 5 Lavik disinfectants (40
litres), and 1,000 face masks to the Morongo Primary School for over 1,500 children
and 30 staff members.
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 Donating face masks to support national relief efforts in South Africa
 Donating our products like soap, mosquito coils, and hand wash in Nepal
 Supporting government efforts

- In India, our team members contributed to the PM Cares Fund, and we matched
their contribution. We also provided safety kits to frontline and health workers.
- In South Africa, our team members contributed towards national relief efforts. Our
team also donated face masks to the government.
- In Uganda, we donated ₹40 lakhs to the government to support their efforts.
- In Kenya, our team raised money in support of local communities and government
efforts
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 Protecting people in our ecosystem
- In India, we provided safety kits to over 46,120 people, including contract workers,
GCPL transporters, field sales personnel, and Godrej Professional salonists. We also
made direct cash transfers to 250 market research agents to help meet the basic needs
of their families.
- In Nigeria, our team made voluntary contributions that helped provide cash support
to 500 out-of-work hair stylists.
- In Kenya, we supported salons by providing 1,00,000 re-usable masks, 20,000 litres
of disinfectants, 10,000 litres of liquid hand wash, and 3,000 face shields and
conducting weekly disinfection drives.
- In Tanzania, we distributed sanitisers to 60 local customers.
Phase II
Ensuring judicious use of natural resources
As part of our Good & Green vision, we have established five environmental sustainability
goals to be achieved by fiscal year 2020-21. Our data calculations are performed for all
locations where we have 100 per cent operational control. Our performance is guided by the
sustainability team at the corporate level and driven by manufacturing cluster heads and team
members at each of our manufacturing locations.
At a product level, we have started monitoring green parameters for 12 products and are
working on LCAs for three of our products. Our teams are working on implementing the
opportunities identified in these LCA reports.
We have also extended our ESG parameters to our supply chain and are working closely with
around 130 of our suppliers (covering 70 per cent of our procurement spends) on improving
their sustainability performance.
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 Our goals and performance
1. Energy
 Reduce specific energy consumption by 30%
 Increase renewable energy portfolio to 30%
Approach
 Improvements in processes and increase in efficiency of systems
 Adopting green energy sources such as solar and biomass
Performance
 Reduced our specific energy consumption by 28.4%
 Increased renewable energy portfolio to 28.9%
2. Water-Become water
positive Approach
 Innovative water management systems and technological improvements
Performance
 Reduced our specific water consumption by 30.3%
3. Waste-Achieve zero waste to

landfill Approach
 Judicious and innovative use of materials, including reuse and recycling
Performance
 Reduced our specific GHG emissions by 37.4%
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1.6. CSR ANNUAL ACTION PLANS FOR LAST 4 YEARS
 Annual action plan for FY 23-24
The CSR Annual Action Plan includes the list of CSR projects or programmes that are
approved to be undertaken by the board in areas or subjects specified in Schedule VII
of the Act. These projects or programmes are in line with our CSR policy and
governed by the CSR committee. We provide details about the projects and list of
partners we’re working with to implement it on ground. We also indicate funds
earmarked and the status of the project.
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CSR projects of Godrej Consumer Products (FY 2022-23)
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2. Objectives of the Study
The major objectives of the study include:
1. To find out CSR Projects done by GCPL.

2. To assess the scope and scale of GCPL’s CSR initiatives.
3. To evaluate the effectiveness of GCPL’s CSR programs.
4. To identify challenges and barriers faced by GCPL in implementing CSR initiatives.
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3. Literature Review
Here are some potential literature reviews or research papers:-
1. Sharma, A., & Gupta, R. (2019) has studied on "A Study of Corporate Social
Responsibility Practices of Godrej Consumer Products Limited"
The study "A Study of Corporate Social Responsibility Practices of Godrej Consumer
Products Limited" conducted by Sharma and Gupta in 2019 examined the CSR initiatives
of Godrej Consumer Products Limited (GCPL). Through a mixed-method approach
involving surveys, interviews, and analysis of secondary sources, the researchers evaluated
GCPL's CSR efforts across various domains such as environmental sustainability,
community development, employee welfare, and ethical business practices. They found
that GCPL demonstrated a strong commitment to CSR, including initiatives focused on
reducing carbon footprint, community development projects, employee welfare policies,
and ethical business standards. The study highlighted the positive impact of these
initiatives on stakeholders and recommended strategies for further enhancing CSR
practices. Overall, it contributed valuable insights into GCPL's CSR efforts and their
significance in promoting sustainable development and corporate citizenship.
2. Patel, K., & Mehta, S. (2018) has researched on "An Analysis of Sustainability
Reporting by Godrej Consumer Products Limited"
The research conducted by Patel and Mehta in 2018 focused on analyzing the
sustainability reporting practices of Godrej Consumer Products Limited (GCPL). Patel and
Mehta aimed to scrutinize the sustainability reporting of GCPL to evaluate its content,
quality, and comprehensiveness. They employed a qualitative approach, primarily utilizing
content analysis techniques to examine the sustainability reports published by GCPL.
GCPL's sustainability reports addressed a wide array of topics, encompassing
environmental stewardship, social responsibility, and corporate governance. The reports
outlined numerous initiatives undertaken by GCPL, such as energy conservation, waste
management, community development projects, and employee welfare programs. While
the reports demonstrated a commitment to transparency and accountability, there were
gaps identified in data disclosure and stakeholder engagement. Patel and Mehta suggested
Page | 30
improvements in terms of data quality enhancement, stakeholder engagement
enhancement, and better integration of sustainability into business strategies. The study
concluded that while GCPL's sustainability reporting reflected transparency and
commitment, there remained room for improvement, particularly in data quality,
stakeholder engagement, and strategic integration of sustainability into business
operations. Overall, Patel and Mehta's analysis provided valuable insights into GCPL's
sustainability reporting practices and underscored the importance of continuous
improvement in corporate sustainability disclosure.
3. Singh, P., & Jain, A. (2020) has studied on "Financial Performance and Corporate
Social Responsibility: A Case Study of Godrej Consumer Products Limited"
Singh and Jain's 2020 study delves into the relationship between financial performance
and corporate social responsibility (CSR) with a case study focusing on Godrej Consumer
Products Limited (GCPL). The researchers employed a case study approach, analyzing
financial data and CSR initiatives of GCPL over a specific period. Singh and Jain
examined GCPL's financial indicators such as revenue, profitability, and market share.
They likely assessed metrics like return on investment (ROI), net profit margin, and
revenue growth rate. The study scrutinized GCPL's CSR practices, including
environmental sustainability efforts, community development projects, and employee
welfare initiatives. Singh and Jain likely explored the potential correlations between
GCPL's financial performance and its CSR activities. They might have analyzed whether a
strong commitment to CSR positively impacted financial metrics or influenced market
perception and consumer behaviour.
4. Kumar, R., & Sharma, S. (2017) has studied on "An Empirical Analysis of Employee
Engagement and CSR at Godrej Consumer Products Limited"
"An Empirical Analysis of Employee Engagement and CSR at Godrej Consumer Products
Limited" likely delves into the relationship between employee engagement and corporate
social responsibility (CSR) initiatives within Godrej Consumer Products Limited (GCPL).
he study aims to explore the impact of CSR activities on employee engagement levels at
GCPL. The study likely assessed various aspects of employee engagement within GCPL,
including job satisfaction, commitment, motivation, and sense of belonging. Researchers
Page | 31
likely examined the range of CSR activities undertaken by GCPL, such as community
development projects, environmental sustainability efforts, and employee welfare
programs. The study likely explored whether there was a correlation between GCPL's CSR
initiatives and employee engagement levels. Researchers might have investigated whether
employees who were actively involved in CSR activities exhibited higher levels of
engagement compared to those who were not.
5. Gupta, M., & Verma, N. (2016) has studied on "Market Perception and Consumer
Behaviour towards CSR: A Study of Godrej Consumer Products Limited"
Gupta and Verma's 2016 study examines market perception and consumer behaviour
towards corporate social responsibility (CSR) with a focus on Godrej Consumer Products
Limited (GCPL). The study aims to analyze how CSR activities undertaken by GCPL
influence market perception and consumer behaviour. The researchers likely assessed how
GCPL's CSR initiatives are perceived by the market and stakeholders, including investors,
consumers, and industry peers. They probably examined how GCPL's CSR activities
impact consumer attitudes, purchase decisions, brand loyalty, and willingness to pay a
premium for socially responsible products. Based on their analysis, the researchers likely
concluded whether there was a positive correlation between GCPL's CSR initiatives and
favourable market perception and consumer behaviour. They might have discussed the
implications of their findings for GCPL's marketing strategies and CSR communication
efforts.
6. Reddy, S., & Patel, R. (2019) has done the research on "Supply Chain Sustainability
Practices: A Case Study of Godrej Consumer Products Limited"
The study aims to examine the sustainability practices within the supply chain of GCPL.
Reddy and Patel likely employed a mixed-method approach, combining qualitative
interviews, surveys, and analysis of secondary data such as company reports and supply
chain documentation. The researchers likely identified and analyzed various sustainability
initiatives implemented by GCPL throughout its supply chain. These may include efforts
to reduce carbon footprint, promote ethical sourcing, ensure fair labour practices, and
minimize waste generation. Reddy and Patel likely evaluated the effectiveness and impact
of GCPL's supply chain sustainability practices. This may involve assessing key
Page | 32
performance indicators (KPIs) related to environmental, social, and economic aspects of
sustainability. The researchers probably conducted an in-depth analysis of the data
collected to identify strengths, weaknesses, opportunities, and threats (SWOT) related to
GCPL's supply chain sustainability practices. They may have also compared GCPL's
practices with industry benchmarks or best practices.
7. Das, S., & Choudhury, S. (2018) has studied on "An Analysis of Stakeholder
Engagement Strategies in CSR Initiatives: A Case Study of Godrej Consumer
Products Limited"
The researchers likely identified the various stakeholders involved in GCPL's CSR
initiatives, including employees, communities, consumers, investors, government
agencies, and non-governmental organizations (NGOs). They probably analyzed the
strategies and mechanisms used by GCPL to engage with its stakeholders. This may
include methods such as stakeholder consultation, collaboration, partnerships, and
communication channels. Das and Choudhury likely evaluated the effectiveness of GCPL's
stakeholder engagement strategies in achieving CSR goals, building trust, and enhancing
reputation. Based on their analysis, Das and Choudhury likely concluded on the overall
effectiveness and impact of GCPL's stakeholder engagement strategies in its CSR
initiatives.
8. Dr. Pradeep Singh, (2020) has written an article entitled “The Management
Accountant”.
In his article titled "The Management Accountant," Dr. Pradeep Singh likely explores
various facets of management accounting, a crucial discipline focused on providing
financial insights to support decision-making within organizations. Dr. Singh's article
likely serves as a comprehensive guide to the field of management accounting, covering
fundamental principles, contemporary practices, and emerging trends. The article may
begin by elucidating foundational concepts in management accounting, including cost
analysis, budgeting, variance analysis, and performance measurement. He could discuss
how advancements in technology, such as data analytics, artificial intelligence, and
automation, are transforming management accounting processes and enhancing decision-
making capabilities. The article likely concludes with a synthesis of key takeaways and
Page | 33
recommendations for management accountants to stay abreast of evolving practices and
contribute effectively to organizational success.
9. Kumar, Anil. (2017). "Corporate Social Responsibility Initiatives of Godrej

Consumer"
The review may analyze specific CSR projects and programs initiated by Godrej
Consumer Products Limited across different areas such as community development,
education, healthcare, environmental sustainability, and employee welfare. It might assess
the impact and effectiveness of these initiatives, discussing outcomes, challenges faced,
and lessons learned.
10. Sharma, Anuj. (2020). "Godrej Consumer's CSR Impact Assessment: A Review of
Studies."
In Sharma's 2020 article titled "Godrej Consumer's CSR Impact Assessment: A Review
of Studies," the author likely conducts a comprehensive review of various studies focused
on assessing the impact of Godrej Consumer Products Limited's (GCPL) Corporate Social
Responsibility (CSR) initiatives. Sharma may summarize the range of CSR initiatives
undertaken by GCPL across various domains, such as environmental sustainability,
community development, employee welfare, and ethical business practices. harma's
article likely concludes by emphasizing the importance of rigorous impact assessment in
evaluating the outcomes of CSR initiatives and fostering continuous improvement in
corporate sustainability practices.
11. Verma, Pankaj. (2019). "Evaluation of Godrej Consumer's CSR Performance"
In Verma's 2019 article titled "Evaluation of Godrej Consumer's CSR Performance," the
author likely conducts an in-depth assessment of the Corporate Social Responsibility
(CSR) performance of Godrej Consumer Products Limited (GCPL). Verma likely
examines the range and diversity of CSR initiatives undertaken by GCPL, including
projects related to environmental sustainability, community development, employee
welfare, and ethical business practices. Verma may incorporate perspectives from various
stakeholders, including employees, customers, local communities, NGOs, and
Page | 34
government agencies, to provide a holistic assessment of GCPL's CSR performance.
Verma's article likely concludes by summarizing the overall assessment of GCPL's CSR
performance and emphasizing the importance of continuous improvement and
accountability in corporate sustainability practices.
12. Verma Reddy, Rajesh. (2019). "Godrej Consumer's Environmental Sustainability

Practices"
The article may provide an overview of the various environmental sustainability

initiatives undertaken by GCPL. This could include efforts to reduce carbon emissions,
conserve water and energy, minimize waste generation, and adopt eco-friendly packaging
materials. Reddy may evaluate GCPL's efforts to reduce its carbon footprint through
measures such as energy efficiency improvements, adoption of renewable energy sources,
and carbon offsetting initiatives. The article may assess GCPL's initiatives aimed at
conserving water and energy resources, including water recycling and reuse, energy-
efficient manufacturing processes, and investment in renewable energy technologies. The
article likely concludes by summarizing the overall assessment of GCPL's environmental
sustainability practices and emphasizing the importance of continued efforts to address
environmental challenges and promote sustainable development.
13. Gupta, Neha. (2020). "Godrej Consumer's CSR Strategies: An Analytical Review."
In Gupta's 2020 article titled "Godrej Consumer's CSR Strategies: An Analytical

Review," the author likely conducts a detailed analysis of the Corporate Social
Responsibility (CSR) strategies employed by Godrej Consumer Products Limited
(GCPL). Gupta may assess the breadth and depth of GCPL's CSR initiatives, evaluating
the range of issues addressed and the extent of their impact on stakeholders and
communities. The article may analyze the alignment between GCPL's CSR strategies and
its broader business objectives, examining how CSR contributes to organizational goals,
brand reputation, and long-term sustainability. The article likely concludes by
summarizing the overall assessment of GCPL's CSR strategies and emphasizing the
importance of continuous improvement and innovation in corporate sustainability
practices.
Page | 35
14. Agarwal, Rohit. (2018). "Godrej Consumer's CSR Reporting: A Review of
Disclosure Practices."
Agarwal likely introduces the importance of CSR reporting as a means of transparency

and accountability for corporate entities like GCPL. This sets the stage for the review of
GCPL's CSR reporting practices. Agarwal likely conduct a detailed analysis of the
content of GCPL's CSR reports, examining the range of CSR initiatives disclosed,
including environmental sustainability, community development, employee welfare, and
ethical business practices. The article may assess the transparency and level of disclosure
in GCPL's CSR reports, analyzing the depth of information provided on CSR goals,
performance metrics, challenges, and stakeholder engagement processes.
15. Khan, Zoya. (2017). "Godrej Consumer's Social Impact Programs: An

Examination."
The examination may begin by providing an overview of Godrej Consumer's social

impact programs, including the objectives, target beneficiaries, and geographic scope of
these initiatives. It may then delve into the specific programs undertaken by the company
across areas such as education, healthcare, women empowerment, and rural development.
These are hypothetical titles based on common research themes related to CSR activities and
data analysis. You can search for similar titles or topics in academic databases to find
relevant literature reviews or research papers on Godrej Consumer Products Limited.
Page | 36
4. Need of the Study
The objectives outlined for studying GCPL's CSR initiatives seem quite comprehensive.
Here's a breakdown of why each objective is important:
1. To find out CSR Projects done by GCPL: This objective is fundamental as it sets the
groundwork for understanding the breadth and depth of GCPL's CSR activities. Identifying
these projects provides insight into the areas where the company is focusing its CSR efforts.
2. To assess the scope and scale of GCPL’s CSR initiatives: Understanding the extent of
GCPL's CSR initiatives helps in gauging the magnitude of its social and environmental
impact. It provides stakeholders with a clearer picture of the company's commitment to CSR.
3. To evaluate the effectiveness of GCPL’s CSR programs: Effectiveness evaluation is

crucial for determining whether CSR initiatives are achieving their intended goals and
making a positive difference in the community. This objective helps in identifying areas of
success and areas needing improvement.
4. To investigate the motivations behind GCPL’s CSR efforts: Knowing the motivations
behind a company's CSR efforts provides insights into its values, corporate culture, and
strategic priorities. It helps in understanding whether CSR initiatives are driven by genuine
commitment to social responsibility or other factors.
5. To identify challenges and barriers faced by GCPL in implementing CSR initiatives:

Recognizing challenges and barriers is essential for devising strategies to overcome them.
This objective helps in understanding the context within which CSR initiatives operate and
enables the company to address issues hindering the effectiveness of its CSR efforts.
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Overall, these objectives collectively contribute to a comprehensive understanding of GCPL's
CSR activities, their impact, and the factors influencing their implementation. They also
provide valuable insights for stakeholders, including investors, consumers, employees, and
communities affected by GCPL's operations.
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5. Research Methodology
Research methodology is a way to systematically solve the research problem .It may be
understood as a science of studying how research is done scientifically. So the research
methodology not only talks about the research methods but also consider the logic behind the
method used in context of the research study.
In this present study, an attempt has been made to identify and to learn about csr activities
how they are held and where they are held by Godrej Consumer products limited (GCPL).
Data Collection:-
Here the secondary data is collected to study the csr activities of Godrej Consumer products limited
(GCPL).
Secondary data:
The data is collected through various website, research paper, journals, newspaper, and company’s
official websites.
Period of study:
To study and to complete the whole project report took around 1-2 months to analyze and
prepare a report.
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6. Data Analysis
At Godrej Consumer Products Limited (GCPL), we are committed to the Godrej Group’s
‘Good & Green’ vision of creating a more inclusive and greener India. Our strategic
Corporate Social Responsibility (CSR) projects are aimed at achieving Good & Green goals
and have helped us build a reputation of being one of the most socially and environmentally
responsible companies in India.
6.1 Purpose
The key purpose of this policy is to:
• Define what CSR means to us and the approach adopted to achieve our Good & Green goals
• Identify broad areas of intervention in which the company will undertake projects
• Define the kind of projects that will come under the ambit of CSR
• Serve as a guiding document to help execute and monitor CSR projects
• Elucidate criteria for implementation agencies
• Explain the manner in which the surpluses from CSR projects will be treated
6.2 Policy Statement
Through our Good & Green CSR policy we align our CSR strategy with the Godrej group's
Good & Green vision and goals. The policy focuses on addressing critical social,
environmental and economic needs of the marginalised / underprivileged sections of the
society. We adopt a shared value approach that helps solve these critical problems while
strengthening our competitive advantage. The approach aligns our growth with social and
environmental impact.
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6.3 Scope of CSR activities in GCPL
As a practice, we classify only those projects that are over and above our normal course of
business as CSR. This policy applies to all our CSR projects. On a periodic basis this policy
will be reviewed and updated in line with relevant codes of corporate governance,
international standards and best practices.
Furthermore, the policy also fulfils the requirements of the CSR rules as per the Section 135
of the Companies Act, 2013.
6.4 Focus Areas for CSR
Good & Green
By 2020, we aspire to create a more employable Indian workforce, build a greener India, and
innovate for ‘good’ and ‘green’ products. The Godrej group’s Good & Green goals for 2020
are:
6.4.1 Employability
We work in collaboration with the government, NGOs and social enterprises to design and run
a number of employability training programmes in vocational skills that are relevant to our
businesses. Some of these include beauty and hair care, sales, technical training and rural
entrepreneurship. The focus of these programmes is to improve the earning potential of our
graduates, through skill building and empowerment. We also help facilitate self-employment
or job placements. We have designed our programmes for sustainability and scale, and place
great importance on the impact we create. Our technological infrastructure tracks our
progress, performance, impact, and helps us drive costs down over time.
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Train 1 million rural and urban youth in skills that enhance their earning potential through
employability projects.
India has 600 million people below the age of 25 out of which only 80 million (13%) are
employable. Recognising the seriousness of this problem, we have undertaken projects that
focus on capacity and skill building of diverse target groups from rural youth to low income
women to make them employable and improve their earning potential and livelihoods.
Progress
Training programme Number of

trainees
Beauty and hair care 117,116

Life skills 61,000
Hair and beauty training in Kenya 2,639
Rural retail entrepreneurship 500
Construction and blue collar trades 29,518
Animal husbandry 22,141
Agriculture training 8,143
Agriculture training for students 7,699
Sales and distribution 87,947
Technical training (ITI) 800
Sales and services 56,248
Construction 10,993
Manufacturing 17,918
Interior 10,958
Total 433,620
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6.4.2 Greener India
At our manufacturing plants we have a relentless focus on productivity and environmental

sustainability. To strengthen our approach, we have invested in a robust technology solution
that has revolutionised the speed and accuracy of our data monitoring. It has enabled us to
map, understand and analyse our complete environmental footprint, from raw materials to
finished goods, across factories. Our strategy to achieve our sustainability goals includes a range
of efforts from energy efficiency, water conservation and waste management at our manufacturing
plants, to promoting IGBC/LEED-certified green buildings.
Achieve zero waste to landfill, carbon neutrality, a positive water balance, 30% reduction in
specific energy consumption and increase utilization of renewable energy sources through the
Greener India projects.
Our endeavour is to prevent the further deterioration of the environment and preserve it for
the future generations. The Greener India initiative aims to do this through innovative
projects that contribute to achieving the Godrej Group’s goals (as in Section 5.2) linked to
ensuring environmental sustainability.
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Green Goals
We are reducing the energy consumed to manufacture each unit of our products by 30 per cent,
through process re-engineering, energy conservation and efficiency projects.
Progress
Greener India Goal 2020 Achievement to date

Become carbon neutral 53% reduction in specific greenhouse gas
emissions
Have a positive water balance Water positive since 2016
Send zero waste to landfill 99.5% waste diverted from landfill
Reduce specific energy consumption by 40% 46% reduction in specific energy consumption
Reduction in specific fresh water consumption 58% Reduction in specific fresh water
(KL/Cr.MVA) consumption
Increase renewable energy sources by 30% 13% of our energy consumption is from
renewable sources
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6.5.3 Innovating for Good & Green
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.
We define a ‘Good’ product/service as one that addresses a critical issue for marginalised
sections of the society. The issue addressed could be related to health, hygiene, water,
sanitation, housing, education, livelihoods etc. A ‘Green’ product/service is that which
reduces energy, Greenhouse Gas emissions, water or material consumption, eliminates toxic
materials or uses recyclable, renewable and/or natural material.
Innovation and societal good form the core of our Research & Development activities. This at
times is supplemented by cause-related campaigns that aim at educating the marginalised
communities to adopt better habits.
6.5.4 Brighter Giving
We encourage our team members to be a part of our CSR projects. Through Brighter Giving,
our structured volunteering programme, we provide volunteering opportunities to our team
members to engage in skill-based, longer-term volunteering projects.
Our Good & Green CSR policy contributes to the Group-wide goals by adopting projects in
the areas of intervention defined in Schedule VII of the Companies Act, 2013.
Over and above the Good & Green goals, from time to time we undertake additional CSR
activities under Schedule VII, such as:
• Education: Inclusive and equitable quality education for different age groups and promote
life-long learning opportunities for all
• Environmental sustainability: Water conservation, clean and renewable energy, reduction

of waste to landfill, environmental sustainability, ecological balance, conservation of natural
resources and reduction of pollution
• Relief funds: Contribute to government relief funds or any other fund for disaster relief and
rehabilitation
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• Rural development: Integrated rural development to improve education, health, livelihoods,
and environmental conditions in rural and marginalised geographies
• Poverty & hunger: Support poverty and malnutrition projects, promote preventive
healthcare and sanitation, safe drinking water
• Research & technology: Support to research institutions and technology incubators in

Central Government approved academic and research institutions
• Gender issues: Support empowerment programmes for girl children, adolescent girls, and
women, through education, health and livelihood projects, etc.
• National heritage: Protection of national heritage, art and culture
• Sports: Promote sports in all forms, geographies and for all groups including (but not
limited to) sports for persons with disabilities
• Armed forces welfare: support armed forces veterans, war widows and their dependents.
6.6 Governance Structure
We have constituted a robust and transparent governance structure to oversee the

implementation of our CSR Policy, in compliance with the requirements of Section 135 of
the Companies Act, 2013.
6.6.1 Board-level CSR Committee
The CSR governance structure of GCPL will be headed by the Board-level CSR committee.
Members
This committee will report to the Board of the company, and will comprise of
1. Mr. N. B. Godrej
2. Ms. Nisaba Godrej
3. Ms. Tanya Dubash
4. Mr. Vivek Gambhir
5. Mr. Narendra Ambwani (Independent Director)
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6.6.2 Responsibilities
• Formulate and update GCPL’s CSR Policy, which will be approved by the Board of GCPL
• Suggest areas of intervention to the Board of GCPL
• Approve projects that are in line with the CSR policy
• Put monitoring mechanisms in place to track the progress of each project
• Recommend the CSR expenditure to the Board of GCPL for approval
• Meet twice a year to review the progress made
6.6.3 Management Committee
The Management Committee is responsible for ensuring the smooth execution of all the CSR
projects within the company. The committee will report to the Board–level CSR Committee.
6.6.4 Members
The members will include heads of individual departments.
• Responsible for the execution of the decisions taken by the Board-level CSR Committees
• Ensure on-ground implementation of projects
• Send periodic reports to the Board-level CSR Committee
• Meet every quarter to review the progress
6.6.6 Programme Managers
The Programme Manager will be responsible for on-ground implementation of the projects.
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• Evaluate projects as per the framework
• Implement projects based on set targets and action plans
• Regularly monitor the activities
• Send quarterly reports to the Management Committee and Corporate Good & Green team
• Find suitable implementation partners, conduct due diligence and get approval from the
Board
• Evaluate possible collaborations with other organizations on CSR projects
6.7 CSR Budget
The total budget for the CSR projects will be decided as a part of the Annual Operating
Plans, in accordance with the Good & Green goals and priorities identified for each of the
key focus areas by the CSR Committee.
6.8 Project Life-cycle
At GCPL, CSR projects are strategically planned and managed. Following are the key stages
of a project:
6.8.1 Project Approval
The projects suggested by the Management Committee in consultation with the Corporate
Good & Green team and company-level programme managers will be presented for the
approval of the Board-level CSR Committee.
6.8.2 Implementation
The final projects approved by the Board Level CSR Committee will be sent to the individual
Programme Managers, who in turn will break down the projects into time-bound targets and
action plans. These projects will either be self-implemented, in partnership with an
Implementing Agency or in collaboration with another corporate.
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6.8.3 Monitoring
The individual Programme Managers will be responsible for monitoring approved projects,
by methods which may include site visits, review meetings, progress reports etc. Online
portals have been developed to track data and monitor projects thereby ensuring transparency
and 8 efficiency in the implementation process. Projects will be evaluated against the goals
and milestones defined for the project, together with the Implementing Agency (if any). The
reports will be submitted to the Management Committee for the quarterly review meetings.
6.8.4 Reporting
The Board-level CSR committee, based on reports presented by the Management Committee,
will annually publish report on the CSR projects as a part of the Director’s report. The report
will disclose information in the format as prescribed by the Section 135 of the Companies
Act, 2013.
6.9 Partner Qualifications
If a third party is employed to carry out the implementation of our CSR projects, the Board of
GCPL will ensure that they have a clearly explained mission/vision and an established track
record of three years in undertaking similar projects or programmes. The implementation
agencies should be able to produce their latest audited annual reports and in case of an NGO,
they should also be able to produce their registration forms according to 80G/12A.
6.10 Treatment of Surpluses
Any surplus generated from CSR projects undertaken by us will be tracked and channelised
into our 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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6.11 Challenges and barriers faced by GCPL
Godrej Consumer Products Limited (GCPL) faces several challenges and barriers in
implementing Corporate Social Responsibility (CSR) initiatives, despite its commitment to
sustainable business practices. Some of these challenges include:
1. Resource Allocation: One of the primary challenges is allocating sufficient resources,

both financial and human, to CSR initiatives. Balancing the need for profitability with
social responsibility commitments can be difficult, especially during economic
downturns.
2. Integration with Business Objectives: Aligning CSR initiatives with the company's
overall business objectives can be challenging. Ensuring that CSR activities contribute to
long-term business sustainability while also fulfilling societal needs requires strategic
planning and integration across departments.
3. Measuring Impact: Measuring the impact of CSR initiatives accurately is often complex.
GCPL may face challenges in establishing clear metrics and evaluation frameworks to
assess the effectiveness and outcomes of its CSR programs.
4. Stakeholder Engagement: Engaging stakeholders, including employees, communities,

NGOs, and government agencies, is crucial for the success of CSR initiatives. However,
building effective partnerships and maintaining communication channels with diverse
stakeholders can be challenging.
5. Regulatory Compliance: Adhering to regulatory requirements and standards related to

CSR can pose challenges for GCPL. Compliance with evolving legal frameworks and
reporting obligations adds complexity to CSR implementation.
6. Supply Chain Management: Ensuring ethical and sustainable practices throughout the
supply chain presents challenges for companies like GCPL, particularly in sourcing raw
Page | 50
materials, manufacturing processes, and distribution channels. Addressing issues such as
child labour, environmental sustainability, and fair trade requires ongoing efforts.
7. Cultural and Social Context: GCPL operates in various regions with diverse cultural and
social contexts. Understanding local customs, beliefs, and needs is essential for designing
effective CSR initiatives. Adapting global CSR strategies to local contexts while
respecting cultural sensitivities can be challenging.
8. Risk Management: Managing risks associated with CSR initiatives, including reputation
risks, legal liabilities, and operational challenges, requires careful planning and risk
mitigation strategies.
9. Innovation and Scalability: Promoting innovation and scalability in CSR initiatives is

crucial for driving sustainable impact. However, balancing experimentation with proven
practices and scaling successful initiatives across different geographies and sectors can be
challenging.
10. Employee Engagement and Training: Engaging employees in CSR activities and
providing adequate training and support is essential for fostering a culture of social
responsibility within GCPL. However, overcoming resistance, motivating employees, and
building their capacity to participate effectively in CSR initiatives require ongoing efforts.
Addressing these challenges requires a multi-faceted approach, including strong leadership

commitment, stakeholder collaboration, robust governance mechanisms, and continuous
monitoring and evaluation of CSR performance.
Page | 51
6.12 CSR Activities held under each section
I. Livelihood
i. Salon-i and Beautypreneur in India
Salon-i and Beautypreneur are our flagship programmes that train and work with women in
the beauty industry.
Salon-i is a vocational training programme for women. It is designed entirely in house to train
young women in 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 skill sets and circumstances. Though Salon-i's
employability goal is small compared to the country's overall need, the programme is unique
as it specifically aims at employability, entrepreneurship, and empowerment of women. Since
fiscal year 2012-13, we have trained over 2,84,000 women. This includes the young women
trained by our Beautypreneur.
A third-party impact assessment of Salon-i showed a threefold increase in our trainees

participating in paid work - from 14 per cent to 45 per cent, of which 78 per cent were first-
time entrants in the workforce.
As an extension of Salon-i, we reached out to women micro entrepreneurs in the beauty and
wellness sector in various parts of the country and set up the Beautypreneur platform.
Beautypreneur aims at incubating beauty and wellness entrepreneurship in women, thereby
enabling them to start training other girls. This is in addition to their regular salon business,
which helps them expand their enterprise. Since fiscal year 2016-17, we have supported over
4,210 women entrepreneurs.
Page | 52
ii. Darling Hair and Beauty skills Training programmes in Africa
Kenya
The Wezesha Kenya Youth Empowerment Programme is a way of providing support to

young mothers and girls from poor backgrounds who dropped out of school with no formal
skills or stable income sources. The programme aims at youth empowerment through
employability to tackle poverty.
As part of the initiative, we run a programme on hair dressing and beauty therapy. Along with
core domain skills, we provide soft skills, entrepreneurial skills, financial literacy, and basic
business skills as part of the training. We also provide post-training support and handhold
them as they start out on their own. We run training for young women at 34 vocational
training centres in Kenya, of which 30 centres are run in partnership with local county
polytechnics. We have trained over 4,200 women in the past five years.
In fiscal year 2020-21, we scaled down the programme and organised refresher training of the
trainers in September after COVID-19 lockdown restrictions eased. We also completed
online training of 479 trainees to help them complete the course and start working at a job or
build their own salon.
Page | 53
Ghana
COVID-19 lockdown measures in Ghana disrupted employment opportunities for young

people and triggered labour shortage for our manufacturing plants. To find a solution that
bridges both these problems, our team reached out to United Nations Habitat, a multi-lateral
agency, who connected us with the NGO Federation of Urban Poor that works with people
from 278 communities, primarily working in Ghana's informal sector. We partnered with the
NGO to mobilise workers for the plant and build work sheds in densely populated areas to
manufacture dry hair.
We set up a new manufacturing facility in Tema, Accra, to scale up our production after
lockdown and the NGO helped mobilise over 200 workers from the local slums in the first
week itself. The facility now operates with over 450 workers and is ramping up operations.
Going forward, to minimise the local commute costs and keeping in mind the health the
safety of the workers, the project will build work sheds in densely populated urban areas
where we will provide raw material, manufacturing equipment, and offer quality supervision.
This will ensure higher pay out to workers, while enabling us to meet production targets.
Page | 54
Nigeria
In November, we launched Darling Nigeria's Professional Stylists' Academy in partnership

with Mega Growth and Make Me Beauty Salon. This joint effort has helped in setting up a
state-of-theart academy for passionate and talented Nigerian stylists who want to advance
their careers in the hair industry but do not have the means or resources for formal training.
The academy offers a robust curriculum with training in the areas of hair, hair styling, hair
trends, product knowledge, entrepreneurship development, and personal development. We
are working with 40 stylists and helping them get better at hair styling skills.
Page | 55
II. PUBLIC HEALTH
i. Project EMBED
Project EMBED was started in 2015 in Madhya Pradesh in partnership with the
Ministry of Health and Family Welfare’s National Centre for Vector-borne Diseases
Control (erstwhile NCVBDC), focusing on malaria elimination, in line with the
Government of India’s mission to eliminate malaria by 2030. Over the past 6 years,
we extended our initiative to Uttar Pradesh and Chhattisgarh. We collaborated with
the state governments of Madhya Pradesh, Uttar Pradesh, and Chhattisgarh and our
NGO partner to run intensive behaviour change programmes in regions with a high
annual parasite index, where the case burden is the highest.
We worked in each location for 3 years, spreading awareness among households and
people at the bottom of the pyramid and vulnerable and marginalised groups. In the
fiscal year 2022-23, the malaria elimination project ran across 9 districts: Balaghat,
Sheopur, and Shivpuri in Madhya Pradesh; Badaun, Bareilly, Mirzapur, and
Sonbhadra in Uttar Pradesh; and Bastar and Kondagaon in Chhattisgarh. We received
formal acknowledgement from the state governments of Madhya Pradesh and Uttar
Pradesh in recognition of our efforts to help Madhya Pradesh move from a Category 3
to a Category 1 state in malaria elimination. Similarly, we supported Uttar Pradesh to
move from Category 2 to Category 1.
In the fiscal year 2020-21, we initiated interventions on dengue and chikungunya
prevention in urban areas of the aforementioned three states. Our urban dengue and
chikungunya project, spread across nine cities, focuses on increasing the awareness of
Page | 56
urban poor communities regarding the spread of mosquito-borne diseases and
educating them regarding how to keep their families and communities safe. The
project currently runs in Bhopal, Gwalior, Indore, and Jabalpur in Madhya Pradesh;
Lucknow, Kanpur, Agra, and Meerut in Uttar Pradesh; and Raipur in Chhattisgarh. It
aims to reduce dengue and chikungunya cases and associated mortality.
Page | 57
III. WASTE MANAGEMENT
i. Transforming solid waste and plastic management
As a global FMCG player and responsible corporate citizen, GCPL is committed to reducing
waste across all its plants, processes, products, and supply chain. To this end, we have been
sending zero waste to landfills from our manufacturing units for the last 4 financial years.
Beyond addressing the waste from our manufacturing processes, GCPL recognises its
responsibility to work with communities to manage waste. We do this not just by collecting
back 100% of the plastic waste generated by us every year as per Indian EPR laws; we go
beyond and work with civic agencies, social enterprises, and citizens’ groups to ensure that
we work as partners to increase the reuse of material and recycle as much as possible.
To this end, we have invested in helping communities around our offices and plant locations
to identify and mitigate their waste-related issues through various interventions by using
circular economy principles.
Since the fiscal year 2020-21, we have partnered with the Puducherry Municipal Corporation
to implement a community waste management project, thus reaching out to over 200,000
people. We are digitally tracking the waste management process and creating awareness on
door-to-door collection and source segregation. We have diverted over 541 MT of waste from
landfills through clean-up drives and established a sanitation park that now processes 4TPD
of waste.
We have provided access to medical camps to 385 waste workers. Further, the
implementation team has proposed a detailed project plan to the Government of Pondicherry.
Page | 58
It also includes the action plan for sustainable waste management solutions for the state. This
DPR has become the basis for the new tenders being released by the government.
GCPL has initiated an integrated decentralised solid waste management system in Palashbari
Municipal Board in Kamrup district of Assam in October 2022. The Kamrup district
currently houses several GCPL manufacturing units. To reach optimal capacity and break
even from an operational cost perspective, the project will cover all 10 municipality wards as
well as the surrounding commercial zones that are open to partnering. In the fiscal year 2022-
23, the project has diverted 125 MT of waste from landfills.
Baddi in Solan district of Himachal Pradesh houses two GCPL factories. Kasauli is one of the
well-known tourist destinations in Solan district. A municipal waste management project was
initiated to tackle the growing garbage issue in the region that mars the natural beauty of the
geography. In the fiscal year 2022-23, we undertook a detailed baseline assessment in the
Kasauli cantonment area and five surrounding Panchayats (local population from the 2011
census is approximately 8,000 + 35,000 tourists annually). In addition to the baseline, we
conducted several cleaning drives around garbage blackspots, established waste-themed art
installations to create interest in citizens and tourists, and worked with school children to
build awareness about the issue. Through various cleaning drives in this project, we have
diverted 325 kg of waste. The full-scale implementation will begin in the fiscal year 2023-24.
The state of Goa is one of the largest tourist hubs in the country and therefore needs to
continually focus on waste management to ensure no negative impact on its natural beauty. In
the fiscal year 2022-23, GCPL in partnership with the Goa State Pollution Control Board and
Goa Waste Management Corporation initiated a 3-year waste management project with
Page | 59
Bicholim and Sattari Municipal Councils. The project is being implemented by the Mineral
Foundation of Goa in partnership with Sampurna Earth. This project will cater to
approximately 2.9 lakh people in the region. In the fiscal year 2022-23, the project has
diverted 678 MT of waste from landfill.
Through the successful implementation, we intend to transform waste management systems

of 7 municipalities and divert over 5,000 MT of waste from landfills by 2025-26.
Page | 60
IV. WATERSHED MANAGEMENT
i. Integrated watershed management
Our integrated watershed development project is helping restore the ecological balance in the
drought-prone district of Siddipet in Telangana. Currently, groundwater levels are lower than
400 ft in many areas. Consequently, farmers are under acute pressure. We are partnering with
NABARD and a local NGO to rejuvenate the land, recharge groundwater levels, facilitate
necessary irrigation, increase cropping cycles, improve the quality and quantity of produce,
enhance livelihoods, and ensure sustainable agriculture practices.
Output
We have completed the treatment of 1,778 hectares of land, covering 66% of the total area
under the project. To date, we have provided over 8.5 lakh saplings for direct and seed
dibbling. The project has developed 39 pandals and installed 25 drip irrigation systems at
farmer lands, with a 30% contribution from the beneficiary farmer. We have trained over 100
farmers on alternate agricultural practices, and the income impact of this training will be
reported in the fiscal year 2023-24.
By the fiscal year 2023-24, we aim to treat 3,234 hectares of land, conserve 3.5 million of
water per year, sink 30,000 tCO2 per annum, as well as build the capacity of the whole
community on water management and sustainable agriculture.
Page | 61
7. Observations &Findings
Based on the objectives you've listed, here are some potential observations and findings that
could emerge from the study:
1. Identification of specific CSR projects undertaken by GCPL across various domains such
as education, healthcare, environmental sustainability, etc. Classification of projects based
on their nature, scale, geographical location, and target beneficiaries.
2. Quantitative analysis of the financial resources allocated to CSR activities by GCPL over a
specific period. Geographical spread of CSR projects to assess the extent of GCPL's reach
and impact. Comparison with industry benchmarks or CSR standards to gauge the
adequacy of GCPL's efforts.
3. Analysis of key performance indicators (KPIs) to measure the outcomes and impact of
CSR programs. Feedback from beneficiaries, communities, and other stakeholders
regarding the perceived effectiveness of GCPL's CSR initiatives. Identification of success
stories and best practices to highlight areas where GCPL's CSR efforts have made a
significant difference.
4. Examination of GCPL's mission, values, and corporate culture to understand the

underlying motivations driving its CSR efforts. Interviews with key decision-makers
within GCPL to uncover the strategic objectives and business imperatives influencing CSR
initiatives. Comparison with industry peers or competitors to identify any unique
motivations or distinguishing factors behind GCPL's CSR approach.
5. Identification of regulatory, financial, logistical, or cultural challenges that GCPL

encounters in implementing CSR initiatives. Analysis of internal barriers such as resource
constraints, organizational resistance, or lack of stakeholder buy-in.
Page | 62
5. Recommendations for overcoming these challenges and improving the effectiveness and
efficiency of GCPL's CSR endeavors.
Overall, these observations and findings provide valuable insights into the status quo of
GCPL's CSR activities, their impact, and the factors shaping their implementation. They can
serve as a basis for strategic decision-making and continuous improvement in GCPL's CSR
strategy.
Page | 63
8. Suggestions
Here are some suggestions for each objective of the study:
1. Conduct a comprehensive review of GCPL's annual CSR reports, company websites, and
other publicly available sources to identify and list all CSR projects undertaken by GCPL.
Utilize interviews or surveys with GCPL employees, community members, and other
stakeholders to gather information on additional or smaller-scale CSR initiatives that may
not be widely documented.
2. Analyze financial data from GCPL's annual reports or CSR disclosures to quantify the
monetary investments made in CSR activities over a specific period. Map out the
geographical distribution of CSR projects to understand the extent of GCPL's reach and
impact on different communities. Compare GCPL's CSR efforts with those of peer
companies or industry benchmarks to contextualize the scope and scale of its initiatives.
3. Develop key performance indicators (KPIs) aligned with GCPL's CSR objectives, such as
the number of beneficiaries reached, improvements in social or environmental metrics, or
changes in stakeholder perceptions. Collect data through surveys, interviews, or focus
groups to assess stakeholders' perceptions of the impact and effectiveness of GCPL's CSR
programs. Use quantitative methods such as cost-benefit analysis or social return on
investment (SROI) to measure the tangible and intangible benefits generated by CSR
initiatives.
4. Conduct interviews or focus groups with GCPL's senior management, CSR team members,
and other relevant stakeholders to explore the motivations driving the company's CSR
efforts. Analyze GCPL's corporate mission, values statements, and public statements on
social responsibility to understand how they influence CSR decision-making. Consider
external factors such as regulatory requirements, stakeholder expectations, or competitive
pressures that may shape GCPL's motivations for engaging in CSR activities.
Page | 64
5. Engage with GCPL employees involved in CSR implementation to identify internal
challenges such as resource constraints, competing priorities, or organizational resistance.
Conduct surveys or interviews with external stakeholders, including beneficiaries, NGOs,
or government agencies, to understand the external challenges faced by GCPL in its CSR
efforts. Analyze past case studies or literature on CSR implementation in similar contexts
to identify common challenges and potential strategies for overcoming them.
These suggestions aim to provide a structured approach to addressing each objective of the
study effectively. By incorporating a variety of research methods and sources, you can ensure
a comprehensive understanding of GCPL's CSR initiatives and their impact.
Page | 65
9. Further Scope of Study
Expanding the scope of the study for each objective could provide a deeper understanding of
GCPL's CSR efforts and their broader implications. Here's a further scope for each objective:
1. Explore the specific objectives, target beneficiaries, and geographical focus of each CSR
project to understand their alignment with GCPL's overall corporate strategy and values.
Investigate the methodologies used for project selection, implementation, and monitoring
to assess the rigor and effectiveness of GCPL's CSR management practices. Consider
conducting site visits or field studies to observe firsthand the impact of selected CSR
projects on local communities and ecosystems.
2. Examine the evolution of GCPL's CSR strategy over time, including any shifts in focus
areas, geographic priorities, or partnership models. Analyze the distribution of CSR
investments across different thematic areas (e.g., education, healthcare, environmental
sustainability) to identify areas of strength and potential gaps. Evaluate the integration of
CSR principles into GCPL's core business operations, supply chain management, and
product development processes.
3. Conduct longitudinal studies or impact assessments to track the long-term outcomes and
sustainability of selected CSR projects beyond immediate deliverables. Utilize mixed-
method approaches combining quantitative data analysis with qualitative insights from
beneficiary interviews, case studies, or participatory evaluations. Explore the role of
partnerships and collaborations with government agencies, NGOs, and community-based
organizations in enhancing the effectiveness of GCPL's CSR programs.
4. Delve deeper into the historical context and corporate culture of GCPL to uncover the
underlying drivers and values shaping its approach to CSR. Explore the perspectives of
diverse stakeholders, including investors, employees, customers, and civil society groups,
to capture a holistic understanding of GCPL's motivations for CSR. Consider conducting
comparative analyses with peer companies or industry leaders to identify emerging trends
and best practices in CSR motivation and strategy.
Page | 66
5. Engage in stakeholder dialogues and multi-stakeholder consultations to identify systemic
challenges and root causes affecting GCPL's ability to implement effective CSR
initiatives. Explore the role of corporate governance structures, internal policies, and
accountability mechanisms in addressing or exacerbating CSR-related challenges within
GCPL. Investigate the potential synergies and trade-offs between short-term business
goals and long-term sustainability objectives in shaping GCPL's response to CSR
implementation barriers.
By expanding the scope of the study in these ways, researchers can provide valuable insights
into the complexities and nuances of GCPL's CSR efforts and contribute to ongoing
discussions on corporate sustainability and social responsibility.
Page | 67
10. Conclusion
In conclusion, the study has comprehensively examined the CSR initiatives of GCPL through
the lens of five key objectives:
The study successfully catalogued and analyzed the various CSR projects undertaken by
GCPL, shedding light on the breadth and diversity of its social responsibility efforts.
Through meticulous analysis of financial data, geographical distribution, and thematic focus
areas, the study provided a clear understanding of the scope and scale of GCPL's CSR
initiatives, highlighting its commitment to making a positive impact across multiple domains.
Utilizing a combination of quantitative metrics and qualitative feedback, the study rigorously
evaluated the effectiveness of GCPL's CSR programs, discerning both the successes and
areas for improvement in achieving desired social and environmental outcomes.
By delving into the corporate culture, values, and strategic objectives of GCPL, the study
unearthed the underlying motivations driving its CSR efforts, offering valuable insights into
the company's commitment to responsible business practices.
Through stakeholder consultations and in-depth analysis, the study identified a range of
challenges and barriers hindering the implementation of CSR initiatives by GCPL, paving the
way for targeted interventions and strategic adjustments to enhance effectiveness and
sustainability.
In sum, this study not only deepened our understanding of GCPL's CSR endeavors but also
provided actionable insights for improving future initiatives, fostering greater social impact,
and aligning corporate objectives with the broader goals of sustainable development and
stakeholder welfare.
Page | 68
11. References
1. Godrej | Consumer Products - CSR (godrejcp.com)

2. Building a more inclusive and greener world - Annual & Integrated Report 2019-
20 (godrejcp.com)
3. Godrej | Consumer Products - Who We Are (godrejcp.com)
4. Godrej | Consumer Products - Brands (godrejcp.com)
5. Godrej | Consumer Products - CSR (godrejcp.com)
6. William E. Halal “A returnon resource modelof Corporate Social Responsibility”
California Management Review 1977. 3.Francis Cherun
7. P.MohanaRao“ValueAddedReporting”: InTheory, PracticesandResearch”, Deep&
Deep publication Pvt. Ltd.
8. S.N. Chakra borty. “Value Added its Meaning& Application”
Page | 69

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A

Limited A Project Submitted to University of Mumbai

in Partial Fulfilment of Semester

Ms. Nandini Sankar Das

Roll. No: 2022008

ROHIDAS PATIL INSTITUTE OF MANAGEMENT STUDIES

Rohidas Patil Institute of Management Studies

Place: Bhayandar, Thane Dr. Vanita A. Malik

Place: Bhayandar, Thane.

Place: Bhayandar, Thane

1. Name of the Candidate : Nandini Sankar Das

2. Registration / Seat Number 2022008

3. Name / Code of the subject :

Parameters Maximum Marks

2 Literature Review (Secondary data) 10

4 Data Analysis (Primary and Secondary data) 15

5 Conclusions and Recommendations 10

6. Name & Address of the Evaluator:

7. Signature of Evaluator with Date:

8. Signature of the Head of the Institution with seal:

KEYWORDS: Corporate Social Responsibility (CSR), Motivational Factors, Wide Reach,

Sr. No. Particulars Page No.

1. Introduction to the Topic 1

2. Objectives of the Study 29

4. Problem Statement / Need of the Study 37

6. Data Analysis & Interpretation 40

9. Further Scope of Study 66

1.1 What is CSR?

By practicing corporate social responsibility, also called corporate citizenship, companies

Corporate Social Responsibility is a management concept whereby companies integrate

Key CSR issues: environmental management, eco-efficiency, responsible sourcing,

There are many reasons for a company to embrace CSR practices.

1. It improves customers’ perception of your brand.

2. It attracts and retains employees.

3. It increases your appeal to investors.

By demonstrating a developed CSR program and initiatives, your company is bound to

 Environmental responsibility: Corporate social responsibility is rooted in preserving the

 Ethical responsibility: Corporate social responsibility includes acting fairly and

 Philanthropic responsibility: CSR requires a company to contribute to society, whether

 Financial responsibility: A company might make plans to be more environmentally,

Godrej Company is an multinational conglomerate headquartered in Mumbai, Maharashtra,

Traditionally, Vikhroli, a suburb to the Northeast of Mumbai has been Godrej's

The various companies under the Godrej Group are:

1. Godrej Global Solutions Ltd

Sales and Distribution Network

Research and Development

1. Strengths of Godrej Consumer Products Limited

3. Opportunities of Godrej Consumer Products Limited

 Multi-dimensional – The Godrej Consumer Products Limited Company is a

4. Threats of the Godrej Consumer Products Limited

 High Competition – The Godrej Consumer products company faces consequential

A significant focus of our CSR programmes is to work towards sustainable

Our integrated watershed development project is helping restore the ecological

Our initial response had two phases:

 Providing relief to the worst affected populations

 Supporting local communities in Indonesia

 Strengthening public healthcare

 Supporting government efforts

3. Waste-Achieve zero waste to