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house magazineThe VOL. 7 NO. 4July'07- Aug.07
Social Responsibility:
An agenda beyond business
SOCIARE
NESS
ALAW
IAE
E
SOCALA
WRNS
S
ELTHHAELTHHA
DE UCATIOND CT
E UA ION
NVIRO NTE NMENTENVIRONME
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Between UsDoing good is good business
1
Cover StorySocial Responsibility of Business
2
Beyond BusinessT he DN A of Social C onsciousness
5
Environmental ConcernsEnvironment Pr otection and C orporate
Responsibility
14
Reflect. Restore. ReimagineT he Birth of the Industrial Township
18
Know your Divisional HeadGeorge Menezes - If you care you can21
In MemoriumMeherjibhai D Morawalla: A tribute to the
legend, who pioneered the art of Tool-making
at Godrej
26
Our Achievers 39
HomeBase 28
C O N T E N TC O N T E N TC O N T E N TC O N T E N TC O N T E N T SSSSS
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Doing good is good businessThere is a new consciousness on the rise across the world, which believes that good
businesses are those, who are not only doing well financially but are also contributing
significantly for the improvement of surrounding social environment. Even the stock
markets are rewarding companies performing well on both, business and social dimensions.
In this issue of CHANGE, Prof. Harshada Mulay writes on what Corporate Social
Responsibility is, the new emerging, models of CSR and how more and more businesses
adopting them will lead to greater inclusive growth, which in turn will help uplift millions
of poor out of poverty.
Godrej has been amongst the leaders in the area of CSR for many years. Family planning,
health care, primary and secondary education, protecting and nurturing of environment
especially mangroves, green business initiatives are amongst our noteworthy contributions.Our low-key approach has kept these contributions out of sight of many, hence CHANGE
decided to take a re-look at them.
Godrej also has been a pioneer in adapting many progressive employee-oriented practices
in the country even before the law mandated the same. The examples being providing for
provident fund, gratuity on retirement without limit, medical expenses and so on. Some
years back the entire Godrej industrial complex was declared a Non-smoking zone, an
initiative well ahead of others.
This issue of CHANGE also carries a forthright and insightful interview of George Menezes,
CEO of the Appliance Division. The interview has many good lessons for fresh and
experienced Godrejites.
Our environmental expert Dr. Maya Mahajan has written on how caringly we look after
our Mangroves. Our archivists, Vrunda Pathare and Sanghamitra Sen, have traced the
development of our Industrial Township. Both these pieces make interesting reading.
Our former President Dr. APJ Abdul Kalam recently handed over a replica of Mobile
Autonomous Launchers to General JJ Singh, the Chief of Army Staff. MALs are being
supplied by our PES Division-this prestigious event is captured in the photo essay.
Mr. MD Morawalla, the founding father of our Toolroom Division, passed away some
time ago. We pay him a tribute underscoring his valuable contributions specially those
related to the shaping of unique work culture in our toolroom.
To get a flavour of things happening across the organisation do read our Home basesection.
The theme for the next issue of change is SPEED. Hope you will send us your contributions
on the topics related to the theme.
Do send us write-ups, good quality photographs and feedback on what you like and what
you don't about CHANGE.
A relief from the sweltering heat of summer, the monsoon creates an ideal setting to
read and reflect. Do read CHANGE.
Indrapal Singh
1
Editorial Board
Anil G VermaG Sunderraman
Harpreet Kaur
Jui Karandikar
Megha Moorthy
Co-ordinators
AI Buvaneshwar (East)
FK Khapoliwalla (West)
Sushil Thariani (North)
Vinod Kumar (South)
Distributors
Nariman Bacha
SR Marolia
Consulting EditorIndrapal Singh
Designed by
Uday Kamat
C Karunaharan
Printed by
Genius Printers Pvt. Ltd.
Edited and published by
Indrapal Singh on behalf ofGodrej & Boyce Mfg. Co. Ltd.,
Mumbai-400 079.
For private circulation only.
BET WEEN US
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2
C OVER ST ORY
ur Pime Minister, Dr. ManmohanSingh, has been repeatedly urgingIndian business corporations to
pursue inclusive growth for theupliftment of millions of Indians living
in abject poverty.
Social responsibility of business is astrategic imperative, if adapted andpursued by businesses, can help societyat large and the poor of the countryin particular, to rise above pathetic,hopeless social milieu in which theymight spend rest of their lives.
Essentially, it is not a new concept forthe businesses but the visibility it has
received lately and the vigour by whichsome of the leading industrial housesof India have been pursuing it, is indeedsomething remarkable and new in ourcountry.
What is CSR?
Corporate Social Responsibility
refers to making business decisionswhich are governed by compliance tolegal standards, values of business
which are essentially ethical in natureand a deep respect for citizens and
communities as well as encompassingenvironment. It involves acomprehensive set of policies,practices and programmes that are
highly integrated with businessoperations and other strategic businessprocesses. The corporation whichclaims to be socially responsible must
meet or exceed expectations of its
stakeholders in legal, commercial inthe domains of the law, ethics andgreater good.
Corporations execute their socialresponsibility in many ways. Some
incorporate it in their missionstatements, others set specificperformance indices and yet othercorporations pursue CSR withoutany formal articulation. Regardless of
how CSR gets executed, the keyfocus is always on the soundrelationship with all stakeholders andmeeting or exceeding theirexpectations in the domainsmentioned earlier.
CSR is good business
By no stretch of imagination it can besaid that social responsibility is out ofsync with good business practices. In
fact they are mutually supportive andreinforcing as they jointly help buildand strengthen lasting relationshipswith the stakeholders of thecorporation.
Consumers, employees, investors andpublic at large are increasinglydemanding information on theperformance of a corporation on asocial dimension. Today no businesscan choose and do whatever it could
do regardless of its impact on thesociety in general.
Investors are concerned about theeconomic performance of the businessbut are increasingly looking atperformance in the social sector asthey are aware that the long-termsustainability of the business dependsheavily on the performance in boththe spheres - economic and social.People are unwilling to turn a blind
eye to socially insensitive acts of thebusinesses. In fact in the developingcountries shareholders punish severelythe businesses which act in a sociallyirresponsible way.
Social Responsibilityof Business
Today no businesscan choose anddo whatever it
wants to doregardless of itsimpact on the
society in general
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Benefits of CSR
Many benefits accrue to thestakeholders of the socially responsiblecorporations. Customers of sociallyresponsible corporations are assuredthat the products they purchase willnot only meet performance standardsbut will also be safe besidesthat theywill not hurt the public or in any waydamage the environment
.They can be
assured of an honest deal devoid ofhidden costs and not so noticeablemalpractices.
Investors of socially responsiblecorporations can be assured of thefact that they will not only get goodreturns but will contribute indirectlyto bring about a positive socialchange. Employees can look forwardto appropriate salaries and benefits
as well as healthy work-environmentwhere ample opportunities for doinggood work exists. Many studies haveshown that companies which aresocially responsible attract high-
calibre employees who as they work
along enjoy a more positive self-
image as opposed to those who
work for the companies which are
not socially conscious.
Community, in general, is a beneficiary of
a socially responsible corporation in terms
of employment, healthy environmental
impact, charities and compliance with thelaw and regulatory framework.
Lastly, social and environmental
activists also feel comfortable that
corporations increasingly aredischarging their socialresponsibil ities. They are restassured that the public in general isnot exposed to hazardous waste orenvironmentally damaging outcomes.
Thus, it is a win-win situation for all
stakeholders.
Models of CSR
Corporations fulfill their socialresponsibility essentially following
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one of the three different models.
Corporate philanthropy -Activities in this model of CSR mayinclude social investments, causerelated activities, volunteering forsocial contributions, public interestadvertising. Corporations in thismodel tend to be essentially givers
and they do help betterment ofsociety through their contributions.In India many corporations havedone a great deal of good work inthe area of promoting health,education, community development,helping the needy and donatingfunds for disaster relief. Benefits tosociety under this model do accruebut are not sustainable as theircontributions are not regenerativein nature.
Partnerships - Under this model ofCSR the companies generate resultsfor social action by deeply involvingthe beneficiaries. In the partnershipsthe company, social organisers andgovernment bodies carve out together,substantial benefits for both businessand society are realised. Some of theinitiatives such as welfare-to-work,school-to-work, reforms in education
system are outcomes of thepartnership model.
Strategic Business Interest
Activities Under this model ofCSR some of the corporations pursueonly those activities which will enablethem to meet the requirements ofstrategic business development. Atfirst glance, this model may sound abit mercenary; but in the long runpursuing such activities do yield
results which are sustainable. In factpursuing CSR strategically helpsstrengthen all the three bottomlinesnamely; financial, social andenvironmental. Some examples of theactivities under this model are venturephilanthropy, talent development inpartnerships, skill development andadoption of newer technologies EChoupal a well known rural initiativeof ITC, is a good example of Strategic
Business Interest (SBI) related CSRand so is Wipros entry into businessof processsing E-Waste.
As our economy develops, theemphasis is likely to shift towards
things which are envy of thecorporations in monopolisticeconomies.
In India Tata group is the unquestionedleader in the field, though their focusremains mainly philanthropic in nature.They are moving towards onesustainable model of Strategic Business
Interest.Third generation CSR
This model of CSR involvesdelivering sustainable developmentthrough the pursuit of business goals.As against phi lanthropy whichinvolves using ones profits orpartnerships model which involvescollectively finding ways to deliversustainable value, this approachinvolves identifying such activites,
which if pursued will result in greatersocietal and environmental good[such as reducing the consumptionof increasingly scarce naturalresources.] Existing initiatives suchas CII Godrej Green Business Centreprovides an example of thirdgeneration CSR. The vision of CIIand Sohrab Godrej Green BusinessCentre is to make India a leader ingreen business by 2015.
Conclusion
At the recently held CII summit onCSR, many outstanding cases/histories were showcased for thebenefit of participating companies. Itwas also demonstrated that CSR isnot only for the larger corporationsbut also for small and mediumenterprises as well.
Heightened social awareness, strong
commitment and expanded vision ofgreater India can only help us to movein the direction of inclusive growth.Only and only inclusive growth issustainable, as it will benefit millionsof underprivileged.
Unless the successful, fast growingcorporations contribute towardssocial development in significantway, the so cal led economicvictory could well be hollow and
shortlived.
Prof. Harshada Mulay
Vivekanand Education Societys Institute of
Management Studies & Research, Mumbai.
partnerships and SBI models ofCSR.
Communicating and Reporting
CSR
It is essentially upto a corporationas to what it wishes to communicateand report about CSR activities. Itwill be a good idea to communicate
and report performance on all thethree bottomlines - financial, socialand environmental. In fact, in thecoming years there might be aregulation in place which mightforce companies to be transparentabout its social responsibilities. Itis suggested that measuresundertaken for education,workplace safety, child labour,protection of environment, skill
development, etc., are some of theareas in which companiescommunicate their performance.
CSR in the Indian Context
JRD Tata had once remarked that Nobusiness is worthwile unless it servesthe need of the country and itspeople. This remark clarifies,brilliantly, the premise that thebusiness of business is not onlybusiness but beyond business. Tatas,Birlas, Godrej, Infosys, Wipro, Dr.Reddys Laboratories, Cipla are someof the major Indian corporations whichhave been delivering remarkably wellon the social dimension. Efforts aregenerally understated, unreported andunsung as they are driven by theirdeeply held values and beliefs, thesecompanies and others continue to do
No business isworthwhile
unless it servesthe need of thecountry and its
people
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BEYOND BUSINESS
Udayachal, the school run by the
Godrej group of companies,
surrounded by gulmohars, copper pods,green lawns and cooing birds means
Eastern mountain, where the sun,
moon and galaxies rise into the vast
expanse of the sky. It symbolises the
schools ideal - to help students from
even the humblest origins to rise to
the heights of a fulfilled life.
The schools motto Tamaso Ma
Jyotir Gamaya, means from darkness
to light. Education in the schools
focuses on total personalitydevelopment of the child, which is
enhanced and strengthened through
joyful learning. This takes into account
the physical, socio-emotional, aesthetic,
spiritual as well as mental growth,
rather than merely academic
progress.
The need for a school at
Vikhroli arose
when, 50
years ago, on his routine visits to the
company, Pirojsha Godrej was greatly
disturbed by the plight of theemployees children who, having
nothing else to do,were just wasting
their time roaming the factory
surroundings. Pirojshas youngest son
Naval, agreed with his father and
enthusiastically pursued the project.
Navals wife Soonu, affectionately
called Soonuben,
suggested involving
Cooverbai Vakil, a
n o t e d
educationist
a n d
product
o f
(Pic courtesy - Archives Dept.) Udayachal School at Pirojshanagar
The DNA ofSocialConsciousnessUdayachal Schools: Providing Quality Care and Education
he founders of Godrej
always had a highlyd e v e l o p e d
consciousness, which drovethem to undertake initiativeswhich today can be said to befalling under the heading of
Corporate Social Responsibility.These socially relevant initiativesundertaken over the years arein several different areas likefamily planning, education,primary health, housing, skillbuilding and the like. Yet theone common theme runningacross the initiatives is making
human life better in its totality.In order to give you a larger,consolidated picture, we presentherewith a collage of ourinitiatives, which by no means isexhaustive. But, the fact remains
that underneath every businessor non-business activityundertaken at Godrej, the DNAof social consciousness runsacross.
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Shanti-Niketan, in this endeavour.
Cooverbai together with her husband
had, many years earlier, opened a small
school in Pune, which was attended
by Soonu and the young Indira Gandhi.
The love of nature and fine arts, so
intrinsic to the philosophy of Shanti-
Niketan was central to the teaching
imparted at the Vakil School. Thisconcept appealed strongly to Pirojsha,
himself a staunch Gandhian, who with
the help of Soonu, brought in
Cooverbai to start Udayachal.
The School began in 1955 in a small
grain store, as a Bal Mandir. In those
early years, Soonu, together with
Cooverbai, Jyotsnaben, a teacher and
noted educationist who went on to
become the first Principal of the
school, and Alooben Mowdawallaworked tirelessly to recruit students.
They went from door to door in the
Godrej Housing Colony, explaining the
benefits of education, almost begging
employees to send their children to
the newly opened school! Initially, and
very reluctantly, their sons were sent
to school, leaving out their daughters
who were traditionally restricted to
be housewives.
In those early days, as the olderteachers recall, they had to actually
bathe and groom some of the children
before they entered the classroom!
Even today, individual needs are
catered to and nutritional supplements
and medical services provided.
For the parents, years of constant
exposure to cultural and educational
programmes including lectures by
eminent personalities, helped lay the
foundation for a holistic educational
system.
Gradually, the school grew into a 3
medium (Gujarati, Marathi and English),
3000 students strong centre of pre-
primary, primary and secondary
learning, with large airy classrooms and
playing fields.Despite a strong student
population a healthy teacher child ratio
of 1:30 ensures individual attention
given to each child.There were no entrance tests, and no
divisions on the basis of status, religion
or ethnic background. The only
condition for admission was that the
first two children, regardless of gender,
were accepted, the parents having to
be part of the programme of Family
Welfare run by the Management. Any
subsequent offspring had to get
admission in another school.
The school being totally subsidised
proved to be a great incentive for
keeping families small. Today, so manyparents are thankful that due to this
scheme they have been able to provide
so much more towards their childrens
future. Currently, Udayachal School,
caters to children other than those of
employees. This change was brought
in when the Chairman and Managing
Director of the company gave in to
repeated requests from local residents
who wanted their children to get the
quality education that the employees
children had enjoyed all these years.
This promotes interaction amongst
children of different castes, religions
and socio-economic milieu.
Right from the schools inception, the
family has had a hands-on approach
to the schools activities.
Pirojshas daughter-in-law Jai Burjor
Godrejs wife herself a highly
qualified educationist, taught English
and Mathematics in the High School.The strongly motivated teachers used
revolutionary methods, making the
school a trail-blazer in the field of
education.Today, ongoing training
programmes for teachers help keep
them up-to-date with the latest
theories and techniques. This equips
them to face the challenges that the
contemporary education scenario
presents. However, the traditional
Indian values remain dear to the
founders even today.
A teacher here plays various roles
that of a facilitator, counsellor,
guardian and is a learner herself.
Currently, with a greater demand for
English as the medium of instruction,
the school is phasing out the other
language sections. However, children
learn songs in the different Indian
languages, and their assemblies and
cultural programmes always reflect thevariety and richness of our cultural
heritage. From Lezim to
Bharatanatyam, from Yoga to
traditional Martial Arts, from Bhajans
to Ghazals, all these find a place in the
curriculum. It is this inclusion of a rich
variety of co-curricular activities that
help sculpt individuals with a strong
personality.
Great emphasis is laid on creativity
in fact the school is pioneer in recycling
such waste material as paper, glass,
metal, plastic etc in their art and craftclasses, also using them to make
teaching aids.Even computer paper is
transformed into objects made of
papier-mache.Udayachal School is also
an ISO-14001 certified institution,
which goes to show that
environmental issues are held dear
here.
On the technical side, subjects such
as carpentry, fitting, electronics,
plumbing and computer skills areoffered for both boys and girls. Every
child is made aware of the
environment its nurture and its
problems through programmes
marking World Wetlands Day. World
Population Day, World Forestry Day
to name a few.This awareness extends
to the students immediate
environment where they clean their
classrooms. On a small plot of land
near the school, the children are taughthow to grow and take care of plants
from the sowing stage until it is a full-
grown plant.
It is our constant endeavour to create
a happy and fun-filled learning
environment for children. Through
experiential learning, we aim to
develop young inquiring minds.
Children are given freedom to
discover, explore, question and make
choices. They are active initiators oftheir own learning process through
which they strive to reach their true
potential.
Each child leaves Udayachal with an
education that provides knowledge,
awareness and a value system that
supports him/her through life. In
conclusion, at Pirojshanagar, the
symbiotic relationship between Plants
and Plants industrial and natural,
create the ideal environment forgrowth, and the perfect setting for a
place of learning. Growth, in the most
complete sense of the word, is what
will take us into the India of tomorrow.
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Long term employment for the visually disabled
The activity of hardware packet making for chairs has been
outsourced to National Association for Disabled Enterprises
(NADE)for the last several years.The objective of this decision
was to ensure continued occupation for the visually disabled.
The activity began way back in 1996-97, where approximately
8,000 to 10,000 hardware packets of 30 different kinds every
month were made by them.
This activity continues till date. Only, the scope has increased
and NADE now provides us with 40,000 packets of 200 kinds.
The type of hardware components has also increased from 20
components then to 75 components now with the change in
business scenario & customer requirements.
The employment to the visually and physically disabled people
has also gone up from employing seven persons then to
approximately 18 people now.
In this period of about ten years, we have managed to get
approximately 3 million hardware packets from NADE. And
what is amazing is that the defects due to wrong packing wasobserved to be less then 2000 PPM which is really a commendable
performance by the people working on it.
The activity has also helped us learn that when a process is fool
proofed and there is a level of dedication towards it, the output
can be excellent.
Rahul K. Bagayatkar
Interio-Seating System
In the last ten years, Godrej has got
approximately 3 million hardware packets
made from NADE.
The process of screw packet making
The hospital provides high quality
health care at affordable prices
Godrej Memorial Hospital - striving to strike the right balance
7
The Godrej Hospital was set up by
Godrej Memorial Trust. The objective
of the hospitals was to create a balance
between the philanthropic hospitals
and the private hospitals in the city.
For the same purpose, an alternate
business model was created whichwould emulate philanthropic hospitals
but have high quality healthcare
services at an affordable cost in a
rational and ethical manner. To put it
simply, provide five star
services at three star
prices.
The hospital has in fact
managed to implement
this unique business
model, and today even
the highest rates in the
state-of-theart hospital
are 40-60 percent lowerthan other private
hospitals. The model is
inspired by the concept
of Sustainable
Philanthropy. This model was adopted
wit the belief that a wholly
philanthropic model would not be
sustainable and would grow only in a
very limited sense.
It is interesting to know that the
hospital does not advertise as theManagement believes that as a medical
service provider, it is not ethical to
advertise. Also, advertising would
involve large financial outlay, which will
Godrej Memorial Hospital
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Common Effluent Treatment Plant - Capacity 1200 cubic
metres per day
Sewage Treatment and Recycling Plant -
Capacity 500 Cubic metres per day
Godrej has always believed inprotecting and enhancing environment.In the year 1980, a survey wasconducted to understand statutoryrequirements as regards treatment ofeffluents, sewage etc. and it wasdecided to undertake measures, whichwent well beyond the mere statutorycompliance.
Effluent Treatment: In the year1986, the first Common Effluent
Treatment Plant (CETP) of capacity
Managing effluents and waste water
1,200 cubic metres a day wasestablished for treating waste water
generated from manufacturing activities
at Vikhroli.
In 1987, Electroplating Effluent
Treatment Plant of capacity 400 cubic
metres per day for treating
pretreatment effluent generating from
pretreatment processes was
commissioned.
All the liquid effluents from various
manufacturing divisions and the partiallytreated effluents from electroplating
waste treatment plant and Chromiumtreatment plant are collected andtreated in the Common EffluentTreatment Plant (CETP). The plant has
a capacity to treat 1200 cubic metres
per day effluent to the standardsprescribed by the Pollution Control
Board. A part of the effluent is recycled
/recovered for the operation of CETP
and gardening purpose.
8
upset the attractive value for cost
equation.
Whats special: To make
healthcare available at affordable
prices, the OPD is divided into three
types- OPD for poor patients is
between 9 and 10 am, where the
patients are charged only Rs.10 per
consultation. The concessional OPDis between 10 am and 4 pm, where
Rs.100 is charged for general
speciality and Rs. 150 for superior
speciality consultations. The patient
can see the doctor for the same
ailment free for another nine daysafter the first visit and then 50percent as follow up charges fromthe 14th to the 30th day. The hospital
also takes pride in being one of theonly hospitals in the city that does
not insist on an advance.
The hospital building is well designed:
where the bed moves with the patient
as required. All modern biomedical
equipment is available, such as CT
scans, advanced operating
microscopes, equipment for key-hole
surgeries, life support equipment as
well as ICUs for adults and new born
babies (neonates).
The hospital has around 80 honourary
consultants attached to it. The
misalignment between the interest of
the hospital and those of consultants
is prevented through innovatively
designed fee structure.To help the needy patients, a network
of trusts and charitable institutions is
put in place and is activated readily if
the need arises.
The hospital provides free emergency
medical service through its cardiac
ambulance with a well-trained medical
team in the radius of 10 km around
the hospital. The pharmacy, diagnostic
and casualty services are available
round the clock.
Reaching out: The hospital does free
cleft surgeries in association with Smile
Train Project and have completed 100
surgeries till date. The hospital also
organises free medical camps,
especially on cataracts. Taking the
educative philosophy of the hospital
seriously, the hospital has also
organises lecture series for general
practitioners and the doctors at the
hospital.
For the convenience of patients who
cannot make it to the hospital, an out
door collection service has started in
Vikhroli, Powai, Kanjumarg andChembur area.
The hospital is planning to go for
National Accreditation for the
laboratory at the hospital. The Hospital
also intends to put up an ART centre
to support the government to tackle
HIV in he near future.
The hospital, in its efforts to be
sustainable in its growth model and
affordable has now created a culture
of need based philanthropy that has
certainly come to stay. We believe this
model should be mutated on a large
scale to provide high quality health
care at affordable prices for the
growing middle class.
Dr. AM Joglekar
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Sewage Treatment: In 1989, the
first Sewage Treatment and RecyclingPlant of capacity 500 cubic metres per
day commissioned for recycling sewage
water from industrial premises. Againa voluntary initiative to reduce thesewage load and reduce dependenceon Municipal water supply.
Again in 1996, the second sewage
treatment plant was commissioned of
the same capacity for treatment of
sewage water. The treated waste
water is used for gardening purposesacross the Industrial township.
Godrej also reuses a part of the sewage
certified by M/s. TUV India Pvt. Ltd.
for Integrated Management System
conforming to ISO 9001:2000, ISO
14001:2004 and OHSAS 18001:1999,
International Management System
standards for Quality, Environment and
Occupation Health and Safety.
Rainwater harvesting: Rooftop Rain
Water Harvesting is the techniquethrough which rainwater is captured
from the roof catchments and stored
in reservoirs. Harvested rainwater can
be stored in sub-surface ground water
reservoir by adopting artificial recharge
techniques to meet the household
needs through storage in tanks.
For the residential project of Godrej
Garden Enclave Project, company has
decided to impement a comprehensive
rainwater harvesting scheme with apurpose of utilising this abundant
natural source of water for flushing
requirement of the residential buildings
and recharging the ground water
through borewell and openwell for the
duration it is available.
Switching to cleaner process, recycling
of materials and water, efficient resource
management, waste minimisation, is all
part of the strategy to minimise the
damage to the environment.
Tejashree Joshi
Construction Division
Sewage Treatment and recycling Plant at the Godrej Garden Enclave Complex - Capacity 650 Cubic
metres per day
water coming from the industrial and
residential establishments for gardening,landscaping and/or flushing applications.
Domestic sewage is treated in 2 Nos.
of SBR based tertiary sewage treatment
plants each with a capacity of 500 cubic
metres per day. The treated water from
this plant is used for horticulture
purposes in the industrial complex.
The Environment department of
Construction Division; which operates
all the Common Wastewater
treatment and recycling facilities at
Godrej manages the Hazardous wastes
generated for all the divisions has been
The Godrej canteen, like all other
canteens generates two kinds of
leftovers. However, what makes it
unique is the use these leftovers
are put to:
The first type is untouched food.
Untouched food is the food that
has not reached peoples plates.
Every afternoon workers from
The Managers canteen at Godrej & Boyce
Making use of every morsel
Outside view of canteen
to ensure that the reach is as
widespread as possible.
The second type is food left on
peoples plates. This leftover is sentto the Garden department to make
fertilizers/compost.
DD Amrute
Good Samaritan, an organisation in
Vikhroli for destitute children,
come to take the remaining food
to distr ibute it to theunderprivileged.
However, every year, the organisation
that the food is provided to is reviewed
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Employees of Godrej are provided
housing facility in Companys
residential complex located at
Pirojshanagar, Vikhroli. As this
complex has preserved its greenery
and natural beauty it is also known as
Garden Township of Godrej.
This complex is among first few
residential complexes, which has been
awarded ISO-14000:2004 and EN-
14001:2004 certification because of its
best practices towards preserving and
maintaining healthy, green and clean
environment.
An ariel view of Hillside colony
Pic by Nariman Bacha
The Godrej housing colonies: idyllic retreats in the heart of the suburb of Vikhroli
developed geometrically in all
directions. Presently it provides
accommodation to over 4,900
employees.
The residents can also avail the
services provided in the form of the
school, dispensary, post office, hospital
and provision stores among many
others. They can also enjoy the
facilities at the club house like the
gymnasium, the swimming pool, lawn
tennis and table tennis, etc. The
residents can also join various
workshops organised by the club from
time to time.
Facilities like pipe-gas, cable television
(through CAS), Internet and the like
are also made available to residents.
The employees living here cut across
religious and cultural barriers. All the
residents come together to celebrate
Diwali, New year, Navratri, GaneshChaturthi, Id and Christmas.
Once in every year a get-together
called Anand Mela is organised for the
Jogging track at Godrej Hillside Club
Navratri celebrations in the colony
Godrej Creekside colony
Godrej Hillside colony
The colony is divided into Hillside
colony, which is easily accessible from
Lal Bahadur Shastri Marg and
Creekside colony, which is easily
accessible from the Eastern ExpressHighway.
Way back in year 1950, a few chawls
were built in Kendraside colony for
employees, who were transferred from
the Lalbaug factory to the Vikhroli
factory. Since then the colony has
residents. The young and the old,
both enjoy all the cultural and regional
flavors at the food stalls put up by
the residents themselves. They also
enjoy the music and dance
performances, joy-rides, and the
games at the mela.
Annual sports, cricket matches and
football tournaments keep sports
enthusiasts busy throughout the
year.
Residents who have moved away from
the colony never forget their
memorable times here.
Ashok Chhichhia
Housing Department
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The Energy Conservation Act (Encon)
came into effect from 2001. The act has
been promulgated by the Bureau of
Energy Efficiency, Govt. of India. The
act has identified Designated Energy
intensive Industries viz. Cement,
Fertilizer, Chlor-alkali, Petrochemicals
and the like for mandatory compliancewith the Encon Act. Additionally, any
commercial building with a connected
load that is greater than 500kw / 600kva,
is in the ambit of the Encon Act, 2001.
Godrej & Boyce, being a light
engineering company, does not fall in
the designated industries category.
However, at Godrej voluntary
compliance of Encon systems is in
With the booming Manufacturing
Sector recording a hefty 14%
growth for the year 2006-07, there
is a great demand for skilled
workmen.
To impart skills which make young
persons employable, Godrej
introduced Employees ChildrenTraining Scheme for the children
of employees serving as well as
retired.
This generated an enthusiastic
response from the workmen. Over
100 employees sent in applicatios
for their sons out of which 76
candidates were selected and have
started attending the Training
Sessions.
Skills like Welding, Fabricating,
Fitting will be taught during the
Training period which is for one
year. There will be class-room
sessions to make the concepts and
theory clear accompanied by hand-
on training in the Corporate
Training Centre Workshop. After
this, they will go to the Divisions
where they will be given on-the-
job training. Trainees are givenstipend of Rs. 3000/- per month
during the training period.
PM Bhosekar
Corporate Training Centre
Making the youth employable
Conserving for a brighter tomorrow
Central Air conditioning system
(HVAC): Used for Comfort and
machine shop application. High
Efficiency Chillers are expensive but
pays for itself.
Usage of Thermal Equipments like
Hot water Generators and Ovens andregular tuning of Burners etc.
results in efficiency improvement.
Reduction in speed of Pumps,
Fans & Blowers: Reduction in speed
of Pumps, Fans & Blowers by 10%
results in energy reduction by 30%.
Lighting: Energy Efficient lamps + the
Luminaries results high lumens
output.
The effect of Metal Halide Lamps on the Shop floor
place for the last two decades.
Investment to the tune of 8-10% of
the Annual Electricity Bill is made every
year with attractive payback.
Inspired by the adage, One cannot
manage what one does not measure,
Godrej believes Measurement/Monitoring and Verification of past v/s
present data gives an insight and paves
a roadmap for Energy Conservation
Measures (ECM) to be taken up.
At Godrej, Energy audits are
conducted at regular intervals and all
techno-economically viable suggestions
are implemented.
Energy Conservation begins right from
the design stage, extends all the way
to Operations and ends with proper
maintenance.
The following are the areas Godrej
focuses on:
Process: Selection for a particular
application has to be done keeping
mind the Energy efficiency, ease of
operation and maintenance.
Minimising Compressed Air
utilisation: Compressed Air is the
most expensive form of energy. 6
Units of Electrical Energy gives One
Unit of Compressed Air. A process ofswitching over from Compressed air
grinding to Electrical High Frequency
Grinding has been initiated in several
shopfloors.
At the moment a unique project has
been taken up which involves
recovering waste heat from Central
Air conditioning and re-utilising thesame in Surface Treatment Plants.
Spearheading the Green
Revolution: The Green Business
Centre, Hyderabad
The idea of Green Business Centre
was conceived by the house of Godrej
and the CII, in partnership with the
Andhra Pradesh Government and was
technically assisted by USAID. Green
Business Centre is the first building inthe world to receive the Platinum
LEED award, making it one of the most
environmentally advanced buildings in
the world.
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The Green Building is a symbol of
Environmental Sustainability. For
Environmental Sustainability, one has
to adapt a holistic approach whilst
constructing a building and also ensure
The Horticulture Department at
Godrej was started in 1951 primarily
to facilitate the greening of the
developing Industrial Township of
Pirojshanagar at Vikhroli. Sprawling
over 3000 acres, the Township soon
became an oasis in the midst of theconcrete jungle that Mumbai was fast-
becoming. Very quickly the Township
was referred to as, the Godrej
Industrial Garden Township.
Thousands of trees, tens of thousands
of shrubs and herbs and creepers of
hundreds of species and sub-species
A Green Genetic Code
are prominently found in this vast mix
of factories and verdant countryside.
The Godrej Township and company
premises are dotted with woods, but
this did not come about instantly. It
has taken several years of determined
effort and dedication by our founders,namely, Pirojsha Godrej, Sohrab
Godrej and Naval Godrej, to
transform the area into the green bowl
that we are fortunate to enjoy today.
The Construction Division was
certified for Environmental
Management System (ISO 14001) in
October, 1997. Being a part of the
Division, the Garden Department has
channelised all its activities through the
systematic procedures that
standardisation calls for. Similarly, the
Township was also certified under ISO
14001 in 2001, This added a further
dimension to the activities, mainly bycreating awareness and imparting
nature education, through the system,
to the residents and Udayachal
Schools.Landscape garden opposite to Plant 11 Showroom
The Cactarium nurtured by the Garden Division
12
One of the green building projects commissioned by Godrej
that this
approach is
integrated in its
s u b s e q u e n t
operation.
A Green
Building keeps
Environmental
concerns infocus in the
following areas
a) selection of
site for the
building b)
arch i tec tura l
features c) water and energy efficiency
d) energy efficiency of equipments in
the buildings e) selection and usage
of materials f) Indoor Air Quality
g) Occupant Thermal Comfort
Also, of optimum importance is Safety
during Construction and post
Occupancy.
A Green building and a conventional
building would visually not look very
different, but the difference really lies
in the design, the construction and
operational aspects.
MNCs, corporate houses and the retailsector have reacted positively to the
Green building concept and in a very
short span over 100 projects have
been registered in India.
The E&E Division is into business of
consultancy on Commissioning of Green
Buildings. More than 25 Projects are being
handled as of today for commissioning.
Rumy Engineer
Energy Conservation Department, E&E
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The Garden Department, as a serviceand support department, has the majorresponsibility of nurturing the gardens
and the plantation in the Pirojshanagarpremises. Handling living creatures,
who do not visibly respond, requiresmuch patience, love and care and thiswould not have been possible withoutthe nimble fingers of the numerous
gardeners and workers, who care forthe greenery with so much of affection.Hundreds of tree species of bothindigenous and exotic nature havebeen planted and are now flourishingover the years. A vibrant description
is recorded in the much-appreciatedbook, Godrej: A symbiosis ofIndustry and Nature, published by theBombay Natural History Society andthe Soonabai Pirojsha Godrej
Foundation.Green Cover
Avenues lined with Peltophorum,
Royal Palm, the Benjamina (Ficus) and
many other appropriate species set theplace apart. Flowering trees like
Laburnum, Gulmohur Kanchan andTacoma add splashes of brilliant hues
of colour that change with the seasons.
The trees were planted and gardens
developed in co-ordination with the
construction activities. The extensivefoliage patches act as carbon sinks and
make the micro-climate of the area a
number of times better as comparedto the other parts in Mumbai. To cater
to the continuous requirement of the
tree and plant species, we are
propagating and growing plants in two
well-equipped nurseries.
Initiatives
The development of gardens is not
only restricted to Pirojshanagar.
Godrej, in keeping with its practice
of Corporate Social Responsibility, has
adopted and developed traffic island
gardens at several places in Mumbai.Many of these gardens have been
awarded prizes. Under the guidance
and advice of Mrs. Pheroza Godrej,
President of the National Society for
the Friends of the Trees, the Garden
department is nurturing tree saplings
at the SP Godrej Tree Bank. The
saplings are distributed through the
National Society for the Friends of the
Trees to various NGOs, Schools,
Colleges, Lions Club Rotary Clubs,Housing Societies and individuals. Over
the years we have progressed to
distributing well-developed 1m to
1.25m tall saplings, to ensure a higher
survival rate. We are also involved in
carrying out plantations of indigenous
Terrace garden at Godrej Bhavan
Dahlia flower
tree species at the Tower of Silence
(Doongarwadi). We assist their
horticulture team whenever required
and guide them regarding the care and
maintenance of the large number of
tree species present in its vicinity.
Creating awareness
To create awareness amongst the
Pirojshanagar residents and the schoolchildren we organise the annual
Vanamahotsava, tree-planting festival,
during the first week of July. Various
activities like tree plantation, seminars
on varied environment topics, including
care and maintenance of indoor plants
and the flora of Pirojshananagar, are
organised during this celebration. In fact,
whenever we have a choice we gift
potted plants as gifts to our guests and
prize winners rather than cut-flowers!!
Water conservation
To conserve water which is a precious
resource, watering for the extensive
gardens is predominantly using
recycled water. Water conservation
is a major goal for the garden team
and we are continually in the process
of adopting water conservation
techniques like adjusting watering
timings, mulching, making dykes in
summer and many others.
Waste management
One of the major output of the garden
maintenance activities like hedge-
trimming, lawn mowing and pruning is
a large amount of green waste, all of
which, combined with kitchen waste
from the canteen is deposited in
vermicomposting pits.
Vermicomposting allows us to reap the
benefits of utilising rich organic manure
in our gardens.
We can conclude that Pirojshanagar is
truly a symbiosis of nature and
industry. We are blessed with an
environment which is markedly
pleasant and pure as compared to the
other parts of Mumbai. It is our
endeavour to ensure that our
environmentally friendly activities
continue so that the next generationcan reap rich benefits and perpetuate
the same for posterity.
Aarti Kishore Bhambore
Garden Department
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ENVIRONM ENT AL C ONC ERNS
he corporate world is striving to
achieve excellence in all aspects
of their operations. Thishas resulted in various positive
initiatives in multiple fields including
the environmental and social services.
Broadly, such positive steps taken by
corporates which are beyond merely
to fulfilling any statutory requirement
are termed as Corporate Social
Responsibility (CSR). Although, the
concept of CSR has been developing
since the early 1970s, there is no
single, commonly accepted definitionof Corporate Social Responsibility
(CSR). However, in general, Corporate
Social Responsibility (CSR) is accepted
as a concept which states that
organizations, especially corporations,
have an obligation to consider the
interests of customers, employees,
shareholders, communities, and
ecological considerations in all aspects
of their operations. This obligation
extends beyond their statutory
obligation to comply with legislation.
As a result, organisations worldwide
are now entering into areas that were
for years considered to be the
responsibility of Governments alone.
The private sector is becoming an
active partner in environmental
protection. It is widely recognised
today, that environmental protection
and economic growth need not
necessarily be in conflict, and oftencan be complimentary to each other.
New Obligations: Today, many
companies recognise their
responsibility to minimise the
environmental damages arising out of
their actions. An earlier regime with
emphasis on strict governmentalregulations has ceded ground to
corporate self-regulation and voluntary
initiatives. The environmental aspect
of CSR is crucial and is defined as the
duty to counter-balance the
environmental costs of the companys
operations, products and facilities
through minimising consumption,
wastes and emissions; and maximising
the efficiency and productivity of its
resources. It is the duty of everyresponsible citizen and institutions alike
to minimise practices that might
adversely affect the countrys
resources, which would in turn affect
our future generations far more
severely.
CSR is closely linked with the
principles of Sustainable Development,
which argue that enterprises should
not only be concerned about financial
factors such as profits or dividends,but also the immediate and long-term
social and environmental consequences
of their activities.
In the emerging global scenario of
information explosion, companies are
more often judged on the basis of their
socio-environmental stewardship.
Quality standards (such as ISO
certification) of the company are also
adjudged based on various parameters
including their social andenvironmental performance. This
transparency of business practices
means that for many companies CSR
is no longer a luxury but a
requirement. Global partners in
business and consumers want to know
what is inside a company. They preferassociating with companies with higher
ethical standards and socio-
environmental performance over and
above the physical quality of their
products.
Godrej The leader of CSR:
Undoubtedly, the Godrej name stands
head and shoulders above its peers
when it comes to the CSR. The vast
tract of 1750 acres of unique
Mangrove forests conserved andprotected by Godrej on its land in
Vikhroli stands testimony to Godrejs
efforts towards fulfilling their CSR in
an exemplary manner demonstrating
how industry and nature could well
be in harmony with each other. Godrej
has been honoured with national
Green Governance award in 2005,
which recognised our efforts.
Symbiosis of Industry and Nature
It was 12.40 pm on November 10,
2005 in Hall No. 5 of Vigyan Bhavan
in New Delhi. After the initial
speeches, Mr. Vijay Crishna, Master
of Ceremony, announced the winner
of the BNHS Green Governance
Award: 2005 for the Category
Conservation & Restoration of Habitat.
Mr. Jamshyd Godrej received the
award on behalf of Godrej & Boyce
Mfg. Co. Ltd., from the hands of thehonourable Prime Minister of India Dr.
Manmohan Singh for their
Conservation and Restoration of a
Habitat project, for its commitment
Protection andCorporate ResponsibilityEnvironment Dr. Maya Mahajan explains the criticalityof Corporate Environmental Responsibilityas a part of Social Responsibility and the
role Godrej has performed in the area so far
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to the global community to protect
the mangroves and promote their
conservation through extensive
environmental education campaign.
It was indeed a proud moment of
recognition for every Godrejite,
especially the Soonabai Pirojsha Godrej
Marine Ecology Centre (mangrove
project) team as well as the efforts of
entire Godrej team in keeping the
environment clean green and safe. It
was a salute by a 122 year old research
oriented institute (BNHS) to a 108
year old (or rather young) commercial
organisation. Moreover, it was a
recognition for the scientific efforts at
Godrej in striking an exemplary
balance between industry and nature
through environment friendly
practices.
The preservation of open spaces and
especially green open spaces such as
mangroves has always been a priority
for the Godrej family. The entire
campus of the Company is an
industrial garden township known as
Pirojshanagar and is a living testimony
of this commendable priority.
Pirojshanagar, in fact, is a green oasis
situated within urban Mumbai. The
company strongly believes that thisgreen environment enhances
productivity and quality. Conservation
of the greenery and mangroves are
one of the many aspects of Corporate
Social Responsibility shown by
Godrej.
The Mangrove Conservation Project
and its efforts is a pioneering
endeavour in the context of Corporate
Environmental Responsibility, which is
in its fledgling state in the country eventoday. Organisations being committed
to the environment shatters the
popular myth that Industries are anti-
environment.
Mangrove Conservation Project
Mangrove Project, proudly described
as the apex of environment
conservation activities initiated by
Godrejsuccessfully completed 12 years
in 2007. The project acquired its
formal structure with set up of
Soonabai Pirojsha Godrej Marine
Ecology Centre under the guidanceof Dr. Salim Ali, Dr. AK Ganguly and
Dr. HN Sethna in 1985. The project
is indeed unique in having ISO 14001
certificate, which is generally allotted
to human establishments such as
industries, housing colonies etc. In fact,
mangrove forest in Pirojsha Nagar is
probably the only forest maintained
by a corporate house having ISO
certificate as per our knowledge.
Approximately, 1,750 acres of the landwith mangrove cover has been
conserved by Soonabai Pirojsha Godrej
Marine Ecology Centre. Well
diversified and well protected, these
are the last- quality mangroves in the
city. The vast expanse of these
mangroves serve as a second lung of
the city only after the Sanjay Gandhi
National Park which is under immense
environmental pressures.
The mangrove flora of Pirojshanagaris well diversified. There are 13 species
of mangroves and mangrove associates.
The faunal composition in the area is
also equally diverse. Apart from 185
species of birds, 30 species of reptiles,
13 species of crabs, 7 species of
prawns and 20 species of fish have
been identified so far in the area.
Mammals like jackals and mongoose
also were sited many a times.
Every year during winter thousands offlamingos visit this area.
The SPGMEC has taken several
measures to protect these mangroves
in Pirojshanagar as a part of
environmental and social
responsibility. Major objectives of the
centre are conservation of the marine
diversity (mangrove ecosystem)
through research, education/
awareness building and regular
monitoring. Simultaneously, the
centre is engaged in the propagation
of various species of mangroves,
developing theme parks on medicinal
plants and rare endemic plant species,
palms amongst others.
Enhancing awareness about mangrove
ecosystem and natural resources in
general is one of the prime objectives
of the Centre. Every year, around
10,000 visitors learn about bio-
diversity in mangroves, its importance
and threats for its survival throughnature trails, slide shows, film shows,
awareness campaigns, visits to
Mangrove Interpretation Centre and
articles in newsletters. We try to find
innovative methods to take this natural
heritage to maximum number of
people in Godrej establishments and
citizens of Mumbai
Some of the Eco-restoration
programmes undertaken by SPGMEC
are:
Regular monitoring/ patrolling in the
creek side mangrove area conserved
by SPG Marine Ecology Centre to
check possible destruction of existing
mangroves and protecting rare species
of mangroves.
Ecological restoration of degraded
mangroves by raising nurseries and
replenishing degraded mangrove areas
through artificial regeneration indifferent areas.
The vast patch of mangroves also
serves as a source of livelihood of
neighbouring fishermen community.
Mr. Jamshyd Godrej receiving the award.
The mangroves at Pirojshanagar
The flamingos at the Mangroves
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Nature trailMangrove tour
Mangrove interpretation centre. A theory lesson on the mangrove
It is one of the major privately managed
wetlands in Asia.
It is probably the first wetland management project
in the world to achieve ISO 14001 Certificate for
Environment Management System.
Successful plantation of Mangroves on sterile salt
lands covering hundreds of acres of area.
An Interpretation Centre to impart environmental
education by using mangroves as a platform. The
centre has facilities for a nature trail, theme parks,
small marine aquariums, information through
posters, presentations, film shows, books etc.
Research guidance has been provided for graduate
and post graduate students from different
organisations.
Conducted National and International seminars
for bringing the peoples attention and participation
towards the conservation of mangroves.
Over 500 wild animals have been rescued and
rehabilitated in the wild since 1994.
Peoples attention has been drawn towards the
issue of conservation of Mumbai Mangroves
through newspapers, magazines and television.
Played a key role in getting the status of Important
Bird Area of India for the Thane Creek. Working
as a facilitator to get the status of Ramsar Site
or the Wetland of International Importance for
the Thane Creek.
Godrej & Boyce Mfg. Co. Ltd. received BNHS
Green Governance Award 2005 in the hands of
Honorable Prime Minister of India for
conservation and restoration of Mangrove habitat
at Vikhroli.
Participated in the First Asia Wetland Symposium
held in Hong Kong. SPGMEC is a part of global
network called Wetland-Link International.
Some of the significant achievements of the project are:
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New Focus: Now, the focus of SPGMEC has shifted
from conservation of mangroves to Better Environmental
Performance using mangrove as a platform. With this
change of focus, we are now using mangroves as an
ecological indicator of the Industrys ecological performance.
We do not want to just protect the mangroves, but
improve our every activity that puts burden on the
environment around us. The betterment of environmental
performance is not only limited to the industrial activities
but also, at the personal levels.
With the same intention, our residential colonies have
adopted the Environmental Management System and they
are ISO 14000 certified housing colonies. The mangrove
protection and environmental safety can be seen in every
aspect of these colonies and festivals like Ganpati and Holi
celebrations show remarkable efforts put in by employees
and their families.
During last year (April 2006 to April 2007) we could
successfully conduct around 150 comprehensive education
programs comprising nature trails, slide shows/ film shows,poster presentation and lectures Around 10,000 visitors
including different school children, college students, teachers
and citizens groups visited our centre, and explored the
Mangroves in Pirojsha Nagar.
We also celebrated different events such as World
Environment Day (5th June), Vana Mahotsava (July 1 to 7),
Mangrove Action Day, Wildlife Week (October 1-7),
International Biodiversity Day, World Wetland Day etc with
active participation of different School children including
Udayachal Primary School and High School, College students,
Godrej employees, colony residents etc. Environmentalawareness programs were also conducted during
Ganeshotsava and Anand Mela in Godrej Colonies. Research
students from different colleges and post graduate
departments are enjoying the benefit of our library and also
getting guidance from the experts in our department. This
year four post
graduate students and
two groups of college
students from
Mumbai and Pune
could successfullycomplete their
research project
under the guidance of
e n v i r o n m e n t a l
experts at our centre.
Mangrove Conservation project is now being looked at as
a success story and people from Mumbai are interested in
saving the mangroves all over the city.
The Soonabai Pirojsha Godrej Marine Ecology Centre is
mainly responsible for bringing the fact to peoples notice
that mangroves are a lifeline for Mumbai and also has
taken up the responsibility for keeping this lifeline intact
for the sake of our future generations.
Dr. Maya Mahajan
Students on a plantation drive
Research students on a field trip
Garden department at Godrej & Boyce
A creakside view of the Mangroves
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REFLECT. RESTORE. RE IMAGINE
Mumbai - A civic nightmare:
Recently the rains have once againexposed our inabilities to combat thecivic problems in our cities. For allthese years, the influx of people tothe city has paralysed theinfrastructure to the extent of turningour cities into a civic nightmare.Housing is one such problem that hascrippled our civic administration rightfrom the time of independence.
Origins of housing shortage: Thegenesis of the housing problem inMumbai dates back to the mid-nineteenth century, the period thatsaw the increase in population. Theurban growth due to the flourishingoverseas trade especially the bloomingcotton trade was one of the reasonsfor the transformation of Mumbai into
the commercial capital of the countrythat in turn attracted people from allover India to try their fortunes in thismetropolis. Despite the efforts of themunicipal administration, the problemsof the city aggravated with this risingpopulation.
Government Action: Independenceand self rule pushed the then Bombaygovernment into finding feasibleremedies to end the crisis for its
people. British Building experts wereconsulted by the Housing Minister whohad set off for Europe with this inmind. Their slum clearance site in Yorkwas an example to be followed. (Fromthe special issue of India NationalPictorial News Weekly of August 31,1947)
Around the same time even the
Madras Government sketched a planfor Cheap and healthy homes forworkers. Madras Engineers after muchinvestigation came up with a ModelHouse Plan for building houses to suitthe needs of poor man/ middle class.However we do not know whetherthis plan was implemented by theGovernment or any private employeras was intended by the planners.
Realising the urgency to meet the
housing problem, in the First Five YearPlan (1951-56), the Governmentemphasised on institution-building andon construction of homes forGovernment employees and theweaker sections of society. AnIndustrial Housing Scheme was alsoinitiated during the plan period.
Despite of all these initiatives,problems seized the IndianGovernment who in turn goaded the
Vrunda Pathare and Sanghamitra Sen trace
the origins of the Industrial township in India
and the story behind the transformation of
the marshlands in Vikhroli to the Pirojsha
Nagar Industrial township
BirthIndustrial TownshipThe of theIndustrial TownshipBirth
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state authorities to tackle the problemon war footing. Speaking on theoccasion of inauguration of Air IndiaInternationals modern housing colonyat Santa Cruz on December 14, 1957,Mr. YB Chavan, the then ChiefMinister of Bombay emphasised theneed to build industrial colonies inorder to solve one of Bombays acutest
problems housing and hoped theinitiative on the part of private sector.(Special supplement of Times of Indiaon Air-India International HousingColony dated December 30, 1957)
Private sector rising to the
occasion: However, initiatives on thepart of the private sector were alsonot unknown. Early in the twentiethcentury, Tatas showed the way bybuilding the Industrial Township at Jamshedpur. Commissioned by theTata family in 1920, Lawrence SamuelDurrell was responsible for building atinplate mill, a brick-making plant, anoffice building, a hospital and over fourhundred workers houses atJamshedpur.
Around 1943, reported India NationalPictorial News Weekly of August 31,1947, Messers. Janda Mfg. Co. Ltd.,
Lahore also set an example ofcoordinated planning of an industrialunit comprising production buildings,housing for the employees and all thenecessary provisions for education,
shopping, recreation, entertainment andadministration. AB Schwarz was thearchitect. On the 64 acres of land werebuilt 10 factory buildings and thenecessary housing accommodation for3000 persons including workmen andmanagement. Every factory building wasprovided with a tiffin and rest room,washing place and changing room.
The Godrej story: Much before Mr.YB Chavan reiterated the need ofIndustrial housing in Bombay, PirojshaGodrej dreamt of Industrial Townshipat Vikhroli. Deeply concerned with theproblem of industrial slums and thesubsequent degradation, he decided toremedy the situation by buildingsanitary houses at subsidized, low rentsfor the workers. Mr. Thanewallaremembered, One of his (Pirojshas)workers was sick one day and so hewent to see him. And when he sawwhere his Mistry stayed, he decidedto build (decent) houses for them inVikhroli.
Vikhroli was envisaged to be a newmodern garden township that wascreated keeping Welfare of workmenin mind. The construction of the giantfactories and housing was executed
along with land development andlandscaping, including quarrying anddrainage. By 1953, 90 tenements wereready along with two factory sheds(Plant One and Plant Two).
One of the first houses that were built for workers
Handwritten note by Mr[1]. Vinod are
laying out lawns near Plant 1 and 2.07.12
Proposed plantation 1954
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A Garden and Farm Committee wasformed for planning gardens and lawnsaround the factory area to create apollution free environment forworkers. Mr. Vinod was appointed asthe first horticulturist. The committeeconsisted of B Desai, HM Engineer,NB Vinod, KN Mowdawalla and Mr.SP Godrej in the chair. In the meetingof this committee held on February23, 1954, it was unanimously decidedto grow lawns near the factory sheds.
It was decided that on both the sidesof the roads between the two shedslawn should be raised. As for trees tobe planted between thetwo sheds it was agreedthat Pink Catias shouldbe planted. Every treeto be planted waspredefined.
As the company desiredto develop the garden
township on scientificlines, a team from theTata Institute of Social Sciences wasspecially invited to guide and assist inplanning out the garden at factory andgive their suggestions forimprovements in the year 1955. Dr.MV Moorthy and Mr. Kaikobad whovisited the Godrej & Boyce Mfg. Co.Ltd. on May 8,1955, were impressedby the layout and the space provided
in the housing colony for workers.
The next fifty years witnessed thetransformation of Vikhroli frommarshy lands into a green industrialtownship serving as a striking examplefor other entrepreneurs who care fortheir people and the environment. Itwould be apt to conclude withremarks of Meena Nemivant, the staffreporter for Industrial Times who inthe issue of January 3, 1977 writes:
I can vividly recollect the first pleasantimpression as I entered the precinctsof the Godrej Works. Imagine my
surprise as my eyestraveled over thepanoramic view of theplants and the housingcolony and wasrewarded by thesoothing landscape ingreen all shades of
green from lush velvetygreen to deep burntgreen to mellow olive green. It wasonly sound of the machines thatdeclared that this was a factory andnot a huge nursery Besides giving atouch of glory to the normally draband dull factory atmosphere, theattention paid to the environment hasalso paid dividends by combatingpollution and increasing workerproductivity.
Aerial view of the Godrej Industrial Township 1958
Divisions are requested tocontact the Archives beforedisposing off any records. Getin touch with Vrunda Pathareat vrunda@godrej.com (6796-
4124).
Note by Mr. Vinod for the lawn
behind Pragati Kendra
We express our sincere thanks tothe PCS Division for allowing usto survey their non-currentrecords last year (July-Sept 2006)and for transferring to Archives700+ non-current files of archivalimportance identified during thesurvey. We would also like to
thank the Appliances Division forsending 433 video cassettes to theArchives.
We would like to express ourgratitude to individuals like Mr.Ashok Palande and Mr. ManishVyas for their contribution to theGodrej Archives in the form ofrecords and photographs fromtheir personal collection.
Save ourrecords, saveour corporateheritage.
Save ourrecords, saveour corporateheritage.
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KNOW YOUR D IV IS IONAL HEAD
n a rainy Saturday
morning, a day when
the entire city was
thrown out of gear, we
had this interview
scheduled with George
Menezes. But at 10 am,when we walked into his
room, he seemed
unperturbed with the
impending mayhem of the
outside world. He was
prepared work aside
and eager to listen. That
is probably the first thing
that strikes you about
George Menezes. The fact
that he really listens when
you talk and that he does
it with complete humility.
But when it is his turn to
talk, we see a different
side. Fiercely passionate,
enthusiastic and hugely
optimistic, he looks you
straight in the eye as he
speaks about the
successes and failures of
his division with
objectivity. Straight
questions get straight
answers. It does not come
as a surprise that it was
under his leadership that
the imminent change in
fortune in the Appliance
business was scripted.
Ch: How long have
you been in Godrej?
GMM: I joined thecompany in 1981. So it is
more than two and a half
decades with the
organisation.
Ch: And how has the
journey been so far?
GMM: The journey so far
has been very eventful with
lots of learning. I joined the
organisation in our
Typewriter Service sectionwhich was then one of the
verticals in the Central
Service organisation
operating from our Lalbaug
premises. During those
days divisionalisation had
not happened and we had
various product groups and
corporate departments.
After-sales-service function
of all product groups of thecompany was clubbed
under the Central Service
Department. I was then
looking after a section of
around 25-30 typewriter
mechanics who were
involved in overhauling/
repairing/renovating of
used typewriters.
From there on I moved
into the Systems arena byjoining our EDP (Electronic
Data Processing)
Department which was
headed by EJ Kalwachia and
is today called Godrej
Infotech Ltd. (GIL). There
I worked both in
Operations and Software
Development. Along the
way having done my MBA
from Narsee MonjeeInstitute, I moved on
further to join Dr. KR
Hathi, the overall Head of
Marketing for the
If you care you can
My qualifications: Science Graduate, Postgraduate inManagement from Narsee Monjee, Mechanical Engineeringfrom Somaiya College pursued while working for Godrej& Boyce to ensure Engineering Orientation.
I head: Appliance Division
My family background:My wife Nalini, works for IDBI.She has done her post graduation in Commerce. She is aManager. My daughter, Sharon, is studying Engineering specialising in Information Technology. I have two brothersand a sister.
Strengths: As a person I am very strongly result orientedand people oriented at the same time. I value integrity, notin the narrow sense of honesty, but in anything andeverything I do, I believe one should be true to our roles.
Weaknesses: Im not as diplomatic as I should be. I discussissues very openly and a lot of people find that embarrassing.Also, I am a little impatient, maybe even impulsive at times.
I dislike: I abhor sycophancy. I never encourage a cultureof people coming and telling me anything behind anyonesback.
Books I read: Anything. Right from business reading tomy daughters comic books. The last book I really enjoyedreading was The Toyota Wayby Jeffery Liker.
My brand of humour: I enjoy spontaneous wit verymuch.
Hobbies: I love playing chess.
Pets:Ive never had any pets and I dont think I would betoo comfortable having any.
Subject I loved studying in school:Maths
Key lessons in life so far: Be true to your self, respectpeople and question the status quo.
George Menezes
O
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company, as his Executive Assistant
responsible for the Marketing Services
function. There I got an opportunity
to handle a gamut of functions, right
from managing Branch infrastructures,
setting up the Information Systems and
processes, to getting involved in the
Summer Trainee and Management
Trainee recruitments, as during those
days all recruitments of MBAs andSummer Trainees were not handled
by HR but by G&Bs Marketing
Department, headed by Dr. Hathi.
Thereafter, there was a restructuring
within the company and
divisionalisation happened. PD Lam,
our current President, took over as
the Head of OCP (Office and
Consumer Products) and IP (Industrial
Products) group of products. For a
brief stint I worked under BN
Doongaji who was the Marketing Head
for OCP products and
then joined Mr. Lam as his
Executive Assistant. There
was an immense amount
of learning there as it
enabled me to get
exposure to the various
divisions overall headed by
Mr. Lam. After a few years,
it was again time to moveon and I moved to the
Furniture division and
worked in various
capacities handling
Marketing, Exports and
later moved on into Sales
as Head of Bombay
Branch, responsible for the
Furniture, Storwel,
Security and Storage Solutions
products. After a two years stintthere, the Management deputed me
to manufacturing and this was a 180
degrees change. There was a lot of
skepticism internally too, as without
having had any exposure to
manufacturing, a person from sales was
being straightaway deputed to head
the manufacturing operations of a
plant! I worked under the guidance of
Mr. Prakash Kulkarni, the then Head
of Plant-14 to whom I was anunderstudy. Two years later my
responsibilities widened with additional
charge of Plant-4 as well. Thereafter,
when the erstwhile Furniture and
Storwel Divisions got merged, I was
promoted to the position of Vice
President (Product Supply) which
incidentally happened to be the first
time when the position was created
in the organisation. My responsibilities
included managing the entire supply
chain for the FIG Division (todays
Interio Division). It had under its ambit
four manufacturing plants Plant 4
for Desking and OPOS, Plant 14 for
Seating, Plant 13 for Storwel and Plant-
1 for Steel Processing and I was
responsible for all functions related to
Manufacturing, Sourcing, Trading and
Quality.
Two years down the line when the
decision was taken to create the
Commercial organisation to handle the
Commercial and Supply Chain
activities, I was deputed to head the
same and entrusted with the
responsibility of setting up the
Commercial division. Having done that,a year later, I was asked to take up
the responsibility of Appliance Division.
So you will see I have been one of the
fortunate people in the company who
got an opportunity to get rotated
across such diverse functions
Manufacturing, Sales, Service,
Commercial, Operations, etc.
Ch: What were the challenges of
having to set up the Commercialdivision from the scratch?
GMM: The biggest challenge for me
was to build the organisation from
scratch and get competent people to
head the branches and the regional
structures. I say this because, when
the organisation got created, the
existing branch managers were picked
up by the various divisions as heads of
Sales and I had to scout for a new
team. Moreover, there was a high level
of anxiety among the existing branch
managers as they saw a dilution of
responsibilities happening with the
Commercial set up coming in. Earlier,
the Branch Manager was responsible
for multiple businesses and the entire
branch infrastructure and back end
activities. With Commercial coming in,
we segregated these two functions.
Sales was one vertical and the rest
which were branch infrastructure,
Logistics, Order management,
Accounts, Administration, HR etc.
were under the Commercial. So, toput it honestly, there was a resistance
to this change and we had
to overcome the same by
winning the confidence of
the divisions. Other than
this, the bigger challenge
was to ensure that the
Commercial organisation
was able to effectively
discharge its role as that
of a service provider tothe businesses and that of
a controller of the
organisation namely,
custodian of the
companys assets who
would ensure all
compliances and controls
with respect to internal,
regulatory and statutory
aspects. This is a tight rope walk
you treat the Division as yourcustomer while also exercising
regulation and compliances.
Ch: When you were told that you
were going to be heading
Appliances, what was your first
reaction?
GMM: To be frank, I was quite taken
aback by the announcement. The factthat I had so many job rotations before
this, notwithstanding, I expected that
while selecting somebody forAppliances which was a business going
through a turbulent time; they would
look for a seasoned head who came
from that space and not an outsider
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George Menezes with wife, Nalini and daughter, Sharon
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from another division. Nevertheless,
it was a great responsibility that the
management had bestowed on me and
I took that up in all earnest. I had to
get into the groove from day one -
there was no time to learn. I was
expected to just get into the act.
Ch: How has the last one year
been for you and Appliances?
GMM: Among all businesses in Godrej,
this business has experienced the most
difficult times, with its fair share of
trials and tribulations. So, it was very
satisfying to see that now after eight
long years, we not only met our plan
but surpassed it. This gave us the
confidence that, yes, the division was
headed in the right direction and we
needed to further build on this
momentum.
Apart from an encouraging return to
growth in top line, our financials were
much better. Compared to the
mounting losses of the past, we had
shown a significant positive swing over
the previous year. This meant the
turnaround march of the division was
happening and our path to recovery
was destined.
The strengthening position of thedivision is also reflected in our market
performance. The division bagged a
series of consumer awards in
succession - The Most Trusted Brand
award from Readers Digest, the Most
Preferred Brand award from CNBC.
These awards are a vindication of the
trust and faith that consumers reposed
in our brand. Consumers got to vote
for the best brand and they voted for
Godrej Appliance which meant a lot
to all of us. And it fostered a great
sense of responsibility on each one of
us to live up to this expectation.
While we did well on the financials
and market position, the real icing on
the cake was our EON refrigerators
winning the Best Design Consumer
Durable award for the year from
Business World. An international jury
recognised Godrej for its innovative
use of cooling technology inrefrigerators whilst pitted against the
Samsungs, LGs and Whirlpools of the
world. This indeed was a great
moment for all of us.
All in all, the year has been extremely
eventful, fulfilling and gratifying and
has now set the stage for a quantum
jump that we are aiming in the ensuing
year.
Ch: What are the challenges of
working in the Appliance sector?
How did you overcome these
challenges?GMM: The biggest challenge not only
for Godrej but for the entire
industry is to make sufficient money
in this business. I say this as this
industry has one of the most adverse
cost structures. We all know the
crippling effect of commodity
increases. Prices of steel, copper,
aluminium, chemicals, plastics, key
ingredients in appliance are just going
through the roof. Therefore, ourpressing need is to optimise on our
cost structures and maximise our
realisations. The second challenge for
us is competing in the market place
with MNCs who are many more
times our size due to which we are
at a constant disadvantage on scale,
especial ly when it comes to
economies of buy, technology
investments, etc. So, strategically we
decided that to take on the goliathswe at Godrej needed to do things
differently - whether it was with our
products, channel or our service. We
said, let us create a value proposition
which none of these brands can
match. It was not enough to ride
on the legacy of a brand which was
more than 100 years old. Our
consumers had to see us as
delivering on the promise. To begin
with, we had to work on our
product portfolio and revamp it.
EON refrigerator was a classic
example of the same. We
simultaneously worked on our trade
channels to move away from thedistributor led operation to more of
a dealer based operation while
focusing on development of newemerging channels like modern trade.The network correction was takenup in right earnest by scientifically
mapping the markets on dimensionof Potential, Addressability and
Extraction identifying the gaps. Wealso worked on our after-sales-
service network to make service as
a key differentiator. And above all,
we focused on repositioning the
Godrej Appliances brand, a
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