One of Indias oldest brandsthe 109-year old Godrejis going for a makeover.

First etch d on padlocks when the Godrej group was founded at Lalbaug in 1897, the brand now straddles products as diverse as steel cupboards, soaps, hair dye, refrigerator s, edible oil and furniture. All 8 companies of the Rs 6,200-crore Godrej group will sport the new brand identity soon. Tanya Godrej, daughter of group chairman Adi Godrej, is in charge of the makeover plan which is aimed at creating a comm on group identity that is modern as well as contemporary. In 2002, the group had conducted a study which indicated that the Godrej brand had the image of a frump y old lady and an industrial brand. Godrej has now roped in JWT India to design the new logo, according to industry sources. When contacted, Adi Godrej, chairman & managing director of Godrej Group, confirmed the development, We are working on repositioning the Godrej brand and logo and are looking at new brand-building ex ercises. When contacted, Adi Godrej, chairman & managing director of Godrej Group , confirmed the development, We are working on repositioning the Godrej brand and logo and are looking at new brand-building exercises. Originally, a lock manufac turing firm founded by Ardeshir Godrej, the group has branched into areas as div erse as insecticides, personal care, agri, security systems, home appliances, of fice equipment, machine tools, chemicals and real estate in over a century of ex istence. To give a contemporary look to the Godrej brand, the company will be launc hing new corporate ad campaigns too. For quite some time, the group was looking at a unified way of communicating its brand values, added industry sources. To st art with, the group is harmonising corporate identities of its eight companies u nder a single entity in blazing red. Prior to the move, Godrej Agrovet had its l ogo in green, while Godrej Consumer Products sported a blue corporate logo. GCPL COMPANY DETAILS Godr ej Cons u m er Pr oducts Li mited ( GCPL) Com pan y Pr ofil e Corporate headquarters Local office address Mumbai, India Godrej & Boyce Mfg. Company Ltd., Pirojshanagar, Eastern Express H ighway, Vikhroli, Mumbai - 400079 950 Rs. 6573.2 million (146 mn USD) Consumer P ackaged Goods The business groups are based on Product Lines Malanpur (M.P.), Gu wahati (Assam), Silvassa (U.T.) and Baddi (H.P.) Toiletries, Hair Care, Househol d Care, Fabric Care & Body Care Number of employees Revenue Manufacturing sub-segment Main business groupings Ke y manufacturing locations/facilities Products

GCPL COMPANY DETAILS Godr ej Cons u m er Pr oducts Li mited ( GCPL) Com pan y Pr ofil e URL www.godrejcp.com GCPL is part of the Godrej group, which is one of the largest engineering and co nsumer Products Company in the country having varied interests from engineering to personal care products with a total sales turnover of about 1100 million USD. One of India's outstanding industrial corporations, 'Godrej' has become a house hold name for several generations of Indians. The Godrej Group was established i n 1897 and has since grown into a $1 billion conglomerate. The Parent companys co mmitment is truly reflected in its mission Enriching Quality of Life Everyday Eve rywhere and vision Godrej in every home and work place. The company is based on the four pillars of Integrity, Service, and Trust & Respect. The Godrej label has c ome to mean different things to different people across the length and breadth o f India. Companies operating under the group umbrella are involved in a wide ran ge of businesses -- from locks and safes to typewriters and word processors, fro m refrigerators and furniture to machine tools and process equipment, from engin eering workstations to cosmetics and detergents, from edible oils and chemicals to agro products. And one such part of Godrej group is the Godrej Consumer Produ cts Ltd (GCPL). The CPG segment ranks among the leading implementers of Informat ion Technology. Some of the prominent areas where CPG organizations are harnessi ng the power of IT include Supply Chain Management, Dealer Management, Customer Relationship Management and Sales Force Management. CPG companies are also one o f the highest spenders on information technology. Problem/Opportunity Facing The Company: For GCPL, the thrust on IT started about a decade back, when as a group it decid ed to adopt ERP across the enterprise. In 1995-96, GCPL was one of the very earl y companies in India to adopt ERP. It selected MFG/PRO as the ERP package. In 20 00, GCPL decided to look beyond ERP & leverage the Internet to the maximum possi ble extent. While ERP MFG/PRO had helped GCPL significantly to gain benefits wit hin the organization; the new initiatives were to connect the business partners outside the organization. MFG/PRO has a de-centralized architecture and doesnot support B2B, dealer or supplier networks. Also MFG/PRO has not kept pace with th e market developments. At this time, Accenture was hired to prepare the 'Strateg ic IT Investment roadmap' for the next five years. This requirement gave rise to a new initiative in the form of SAMPARK for connecting distributors and another initiative called SAHAYOG to connect to the suppliers. While these two initiati ves connect to the two ends of the supply chain, GCPL also has an initiative kno wn as Godrej IT. Godrej IT is a portal for employees of the organization. Godrej IT is the company intranet and is like a virtual workplace encompassing all the workflows like performance appraisal, leave and reimbursements into it. It also helps the employees located away from

Head Office to know what's happening in the organization. It also helps in shari ng best practices, learnings, events, updates etc across the organization. All th e above initiatives and the current IT investments at GCPL align with the strate gy document on IT submitted by Accenture earlier. SAMPARK is one of the most suc cessful IT implementations at GCPL. It is a combination of more than one product . One of the challenges the Company faced 3-4 years back was to bring distributo rs into the IT infrastructure. The need came because of the non-visibility of st ocks at the distributor end. GCPL had to entirely depend upon their estimates, i ntuition and knowledge of the field force. Bringing the distributors into the IT architecture was a big challenge. GCPL needed a solution that was not a technic al challenge for all concerned and was aligned to the business logic. GCPL also realized that the initiative can only be successful if distributors see benefit in adopting it. Till 2-3 years back, GCPL faced stiff resistance to their Sampar k Initiative. However, slowly the distributors realized the benefits from the sy stem and have started participating actively in it. GCPL has around 1200 distrib utors of which around 400-450 are A-class distributors contributing 75-80% of th e total business. Remaining 750-800 distributors are B & C class distributors. Working of SAMPARK The underlying business concept behind this IT initiative is based on replenishm ent. It monitors the inventory levels at distributor end and based on that it su ggests a replenishment plan. The distributor has to furnish information on sales to CFA. The information on current stock levels and Goods-in-transit flows from CFA to distributors as also to GCPL The system considers all the above three th ings to determine the order level by considering the replenishment logic. The in itial challenge was that the distributors were not open to sharing the above dat a. Also the technical challenge was that most of the distributors were using som e software or the other. The Distributors felt that GCPL will get insights into their data and they had an apprehension that their data will be shared with othe r distributors. GCPL considered various options to overcome these challenges. Op tion 1 was to write 450 interface programs individually for all the distributors . The distributors were using some proprietary software for recording their dayto-day transactions. Extracting the information from their existing software mea nt coding about 450 extract routines. First this was a big task and then sustain ing 450 programs was another difficulty. Therefore, this option was ruled out. O ption 2 was to develop web based data entry form on Internet. So distributors wo uld come to web site at the end of the day & then fill all the details. However, considering the low quality of net connectivity at most of the distributor loca tions and the time required to fructify this option, it was ruled out. Also, it would have been a time consuming process and it was difficult to gauge the accur acy of the data entered. Option 3 was to customize the ERP for them. Chennai-bas ed BOTREE specializes in developing ERP for CPG sector. Therefore, GCPL obtained the BOTREE ERP solution and decided to customize it. It took GCPL 4-5 months to implement and customize the solution at Distributor end and convince them to us e it instead of packages, which they were using earlier. The second part of this was to develop a replenishment engine, which would run on the data collected by the all the mini ERP of the distributors and generate a Sales order, which woul d be processed by the CFA. GCPL has used J2EE compliant commerce server: Broadvi sion one-toone Enterprise for the Central Replenishment engine. This system work s on a portal framework

 which is a cutting edge concept in web applications. Deployment of new functiona lities is done in a modular way, without affecting the user interface or securit y aspects. This typifies the classical three tier technical Architecture which c an scale up to cater to practically over a million users. With so much of data f lowing to-and-fro on a daily basis, it was imperative that the transmission of d ata from the CFAs and distributors be done in a reliable and robust manner. After due diligence, the team selected IBM MQ series as the middleware which ensures the flow of data across all these 450 locations in a secure and user friendly fr amework. The IT team at GCPL had no role in pushing the distributors. To convinc e them, GCPL made a team of sales manger & 4 Officer Executive level people (one for each region) and they were made a part of the SAMPARK initiative. Each of t he 450 distributors was extensively trained by a special team of 13 personnel (c ulled out from the Sales organization) with the help of Wipro. Lot of time was s pent in educating the distributor on the benefits of using the system and assuri ng him of increased ROI within 4 months of usage. The distributors clearly saw m erit in adapting to the system and were fully convinced about the win-win soluti on. While GCPL benefited by a daily visibility of the retailing information, the distributor benefited from much lower inventory carrying costs. This implementa tion has re-organized the push-sales tactic followed before. Now, the distributo r invests smaller chunks of capital, for shorter timeperiods. Also, product stag nation on the distributor's end is reduced, and there are fewer chances of scarc ity of a particular brand in the marketplace. Invariably, this translates to bet ter brand visibility, and higher profits. Though this project took some time to reach wide acceptance, its part of the accepted routine now. Initially the initia tive was piloted on 25 distributors and was used for day-to-day billing, invoici ng and payment processing. At the back-end, GCPL developed a replenishment engin e based on Broadvision platform. The current IT architecture has 450 distributor s, who use BOTREE as ERP. This solution is desktop based and the software is cal led SAMPARK. Besides this, GCPL has 32 CFAs who use MFG/PRO as ERP. The current system works on data from 32 CFAs and 450 distributors. The 450 distributors hav e Internet connection and the 32 CFAs are connected on WAN. To ensure that data is properly collected, GCPL has deployed middleware based on IBM platform i.e. ( IBM MQ Series). This data is collected centrally into the Broadvision database. Broadvision application layer has got the replenishment formula (SAMPARK Order R eplenishment System). At the end of each day, the 450 distributors log on to the BOTREE ERP program. This initiates the data transfer process and takes data and transmits it to the central processor. From CFAs also, GCPL gets the sales data on what has been supplied to the distributors during the day. Based on this dat a, Invoice details are generated to the distributors. Therefore, the distributor knows that he is to receive these invoices in the next few days. The distributo r marks all the invoices he receives. The invoices not received represent goodsin-transit. Data accumulation is done by 2000 Hrs everyday. The replenishment en gine starts running by 2200Hrs. By 3-4 am in the morning, everything is set & CF As get the additional stock that is to be shipped to the distributors. Inventory level is maintained in term of number of days say in terms of 10 days of sale. It takes the record of last 30 days sales and then the future expected sales and orders are generated on per day sales basis. The SAMPARK initiative for these 4 50 distributors and 32 CFA's was completed in 2005. For SAMPARK, two consultants were hired Broadvision and Wipro. While Broadvision was associated with buildin g of the back-end logic for replenishment engine, Wipro was associated with the rollout on distributor side. Wipro was selected because it had high geographic

coverage and a good support model. The basis for financial justification was the anticipate reduction in stocks and the consequent savings from the reduced inve ntory levels. Another objective of the project was to provide the daily secondar y sales & stock information to its field force, so that better informed decision s could be taken.

Implementation/Deployment: TABLE 2 SAM PAR K Pr oj ect I m pl em ent ation D et ails Scope Implementation strategy/approach Timeline Resources and team structure Cov er 450 Distributors spread across India Vendor driven initiative (WIPRO), increm ental and Phased approach , use of pilot sites 18 months from conceptualization to the first roll -out to a Distributor. Sampar k: Internal Team of 5 people. Business led proect, Description of solution Consists of Sampark DMS(Distributor Management System); Vendor -Botree Software International Lt components and suppliers Chennai the di fferent components Component-Sampark Web site ; Vendor- BroadVision IT investmen t amount SAMPARK: Software cost=Rs 4.5 mn (0.1 mn USD); Hardware cost= Rs 10 mn. (0.02 mn USD) SAHAYOG: Rs 2 mn (0.04 mn USD) GCPL has extended Sampark to the suppliers and this initiative is called SAHAYOG . Based on distributors sales, CFA generates orders and informs regional warehou se on the quantity that is shipped to the CFA. Thus, CFA inventory level is also maintained at minimum. The data from the Regional warehouse is shared with the Plant warehouse and based on it, the Plant warehouse decides on the quantity tha t is to be shipped to the Regional warehouse. Based on this, the manufacturing p lants derive the quantity that is to be shipped to the plant warehouse. This inf ormation helps GCPL to finally decide on the quantity of different products to b e produced at each of the plant. Based on this, the supplier is informed of the quantity that is to be dispatched. Thus for GCPL, SAHAYOG is like an extension o f SAMPARK. Also now production is done on the basis of demand. Also, now there i s no over production. Production is matched to the demand. And thus the entire s upply chain is covered. Replenishment for A-class distributors is done on a dail y basis & for B & C class distributors it is done on twice a week system. For B & C class distributors GCPL did not want to give the ERP software. This was beca use it is not easy to maintain the software at so many distributed sites. Also, these are small distributors and most of them donot even have PCs. These distrib utors are also located at remote places and providing them technical support wou ldnot have been easy. For these 750 distributors, GCPL thought of a different so lution so that the investment was also minimized. These small distributors call CFA two times a week and read the sales and stock data over the phone. CFA's key s in the data by logging on the web-site and then the data is taken backwards li ke in case of A-class distributors. This system was deployed in 3-4 months. In t his way, GCPL is now connected to all distributors. In the next stage, GCPL is p lanning to connect to the retailers through SAMPOORNA. This initiative has start ed recently. In this, 0.1 million retailers are to be connected. The system will be based on replenishment logic again. Therefore, the retailers will also come into the current

IT architecture. From organization perspective the plan is complete and the IT i mplementation is to start by May 2006. The challenge for SAMPOORNA initiative is that the retailers will not be using any system. So they cannot be connected di rectly. Thus to get data from them, GCPL will be using PDAs and mobile applicatio n for capturing retailing & Non Sampark Distributors data. Earlier field force us ed to visit the retailers to get orders, now they will be getting stock details using PDA's from retailers. And then the distributors with SAMPARK will synchron ize the data taken from the field force. Thus there is no overhead in terms of e xtra cost for the retailers. Each A-class distributor will serve 200-300 retaile rs. Also only those 1 lakh retailers would be covered which are under the 450 Aclass distributors. The SAMPOORNA project will be completed mostly by end of 200 6. Thus it is a trio of SAMPARK-SAHAYOG-SAMPOORNA. And a real-time visibility fo r total end-to-end distribution would be there for GCPL across the Supply Chain. Going forward, GCPL is also planning to change its ERP from MFG/PRO to SAP R/3. Why SAP Success of these initiatives was because of organizational/ Top Management push and now the expectations are high from the IT systems across the organization. I f the system doesn't work for even couple of hours, there is a complete chaos. W hat is to be shipped is completely generated by the system and there is a comple te dependence on the system. Thus, the technical challenge is to ensure that 5-6 softwares from different vendors (Botree, WIPRO, Broadvision & IBM) work togeth er. If any of the individual applications fails, the system fails. Thus, sustain ing these diverse systems is a challenge. Also, whenever any customization or up gradation is there, it is difficult to incorporate it across all systems. Theref ore, GCPL has decided to have SAP at central level. It believes that SAP would b e more robust as it would be based on centralized system. The implementation of SAP was started around December, 2005. The business logic for the Supply Chain w ill remain the same but the central system will be under SAP in this arrangement . The Supply Chain for GCPL consists of movement of Goods from the Plants (Facto ries) to the Plant warehouse (PWH) to Regional warehouse (RWH). From RWH, the Go ods move to CFA and then to Distributor and then to Retailer and finally to the Customer. While the product flow is sequential, the information flows are automa ted through the above systems so that information is available for planning acro ss different points in the Supply Chain much before the Physical movement of Goo ds. The information flows in the new system are represented below:

FIGUR E 2 R e p l e n i s h m e n t M o d e l f o r C l a s s A D i s t r i b u t or s : I n f o r m a t i o n F l o w s Distributors Factories Broad Vision Application Plant Warehouse Broad Vision Dat abase Central Database Regional Warehouse Daily Closing Stock & Receipt information Order Confirmation Carry & Forward Agent (CFA) Shipping and invoicing details Location wise stock HO MIS Reports (Input for forecasting) (Stock Report Fact, CFA, Dist.) Source: Manufacturing Insights, 2006

The initial calculations, which were done, showed that the benefit would be atle ast 1% of the sales i.e. around Rs. 60 millions (1.3 mn USD). On an overall basi s inventory level has come down by 50% & sales have gone up. Payback period with these numbers came close to year. To measure the benefits, distributors' stock was also monitored. For e.g. the stocks of a distributor in Chambuur came down f rom 30 days to 8 days. Also his sales increased from Rs 1.6 million (0.04 mn USD ) per month to Rs 2.4 million (0.05 mn USD) per month. Overall, the Distributors reported a higher ROI some distributors have reported about 2030% increase in t heir sales because of Sampark. With increased ROI, they have been able to pump u p the number of their Sales representatives resulting in higher sales. Some dist ributors have reported about 15-20% increase in the number of outlets covered wh ich directly reflects on their top line and in turn on the Company's top line. T here is a higher visibility of material flow and Data flow across the supply cha in FIGUR E 3 T r e n d i n N et / S a l e s / I n v e n t or y Inventory Turnover Ratio 16 14 12 10 8 6 4 2 0 14.97 0 0 12.59 0 9.95 7.62 0 2001-02 Source: Manufacturing Insights, 2006 2002-03 2003-04 2004-05 The data & figure above clearly show that after the implementation of SAMPARK so ftware the inventory levels have decreased in the organization. This is clearly evident from the inventory turnover ratio (Net Sales/Inventory). While the inven tory turnover ratio was 14.97 for FY 2001-02, it has halved to 7.62 in 2004-05. Overall, there has been a reduction of Inventory Holding days by 60% and a reduc tion of Stock-out situations by 60%. Some of the other business benefits from ea ch of these IT implementations are enlisted below: SAMPARK: Improvement in Quali ty of Service: Sampark has helped GCPL to considerably strengthen the bond of th e Company with the distributors by significantly improving their quality of serv ice to distributors. Earlier, pressures on the Sales force in meeting primary sa les targets led to unnecessary build up of stocks at the distributors end leading t o high inventory carrying costs. High Margins products were being pushed in pref erence to low margin products ignoring market realities. This would invariably l ead to stock-out conditions for some products. Sampark by its inherent business logic accurately captures the market realities of the sale of GCPLs products and ensures a steady stream of right dispatches from the CFAs to the distributors. The distributor is no longer besieged with unnecessary pile up of stocks and is able to control his stocks much more efficiently. The Stock

Placement Accuracy, which measures the delivery efficiency, has gone up from 70% to +90%. Reduction in lead times: Using Sampark, GCPL has reduced the lead-time taken to replenish a distributor. Their stock is replenished on a daily cycle c ompared to a weekly cycle earlier. In the larger picture, lead times to respond to market demands have also reduced. Since the carrying and forwarding agents (C FA) are intimated about stagnation or scarcity in advance, precautionary measure s can be taken days earlier than when following traditional methods. Due to lowe r distribution inventory, GCPL can respond faster to competition via promotions, new product launches without the concern about stock buyback. The efficacy of any marketing campaign / price scheme is now visible on an almost real time basis. Commercial and financial benefit: The traditional system of product-distribution followed a 21-day inventory cycle, at the end of which, surplus products were e ither recalled, or strategically sold. Herein lay the stagnation: the distributo r blocked his capital, and had little incentive to roll off his stock. Using Sam park, the distributor does and shares his billing and inventory documentation da ily. This updates the carrying and forwarding units, who then replenish only tha t stock which is sold out, and in realistically saleable units. It also makes fo r forecasting and alternative sales strategies for those products facing low dem and. The distributor, on his part, streamlines his investment strategies, bankin g his money in smaller units for shorter periods of time, on assured sales. Thus , the returns on his investments are higher, freeing up a little extra money tha t can be, for instance, invested in niche marketing strategies, or hiring more o n-field sales executives. More sales representatives are able to cover more area per day, upping their daily target and increasing sales. Some concentrate only on visibility-improving tactics such as display, or covering niche areas such as salons and other places, which are more viable for lifestyle products cosmetics and high-end grooming products. There has been overall improvement in profits a nd improvement in customer support and average response time to the distributors . Benefits for the Sales Team: 60% reduction in time spent on collection and com pilation of data from distributors Automation of claims data preparation Automat ed sales MIS for the distributor area Therefore, increased availability of field working time SAHAYOG: Improved Order tracking of Vendors/suppliers Reduction in dispatch lead time Quick settlement of outstanding SAMPOORNA Extending the repl enishment to the last link in the supply chain, thereby improving the efficiency 30% time save in Order taking process at the retailer Increase in accuracy leve l of billing information.

Better reach of all the range of Products. The Critical success factor for the s uccess of the SAMPARK project has been to ensure the participation from distribu tors and continuous support of Top Management. After implementation of the above projects, GCPL realized that for integrating the stakeholders in supply chain, the Big-bang approach doesn't work. It has to be a pilot-phased success since th e word-of-mouth spreads very quickly about the system to encourage others to ado pt the system. Also the robustness of the system is very important because the d ependence of business on the system is high. Raveena Tandon chosen as brand ambassador for Godrej Protekt By Satish Sundaresan, August 14, 2010 - 11:25 IST Raveena Tandon may be out of s ight these days, but she is definitely not out of mind. How can one forget her e ffervescent performances in films like Patthar Ke Phool, Andaaz Apna Apna, Satta , Shool etc. Well, the good news is that the lady is back and how! Bollywood Hun gama's confirmed sources told us that the lady has now been signed up as the bra nd ambassador by Godrej for its upcoming brand 'Godrej Protekt'. The sources als o added that the company was impressed by Raveena's personality and her happy-go -lucky nature, something that was expected of the brand ambassador to have! Well , on a professional front, Raveena does have a couple of films, to rave about, b oth of which are women oriented subject. They include Agni, a film that's based on the (in) famous Khap killings and Laboratory, a film that's based on the late Ravindranath Tagore's life. Godrej Interio aims to treble turnover at Rs 3,000 cr in 3 yrs PTI 12:10 PM,Oct 03,2010 Mumbai, Oct 3 (PTI) Furniture brand Godrej Interio is planning to treble its tur nover to Rs 3,000 crore in three years due to growing demand. "We are planning t o raise the turnover to Rs 3,000 crore from Rs 1,100 during 2009-10, in next thr ee years," Godrej Interio Chief Operating Officer Anil S Mathur told PTI here. G odrej Interio is the business unit of Godrej and Boyce Manufacturing, part of th e Godrej Group, and has 50 exclusive showrooms in 18 cities and 800 dealer outle ts across the country. Mathur said, the company is planning on a franchise chann el, which will encourage entrepreneurs. "Instead of increasing our exclusive sto res, we are planning on this new franchise channel that aims to encourage entrep reneurs," he added. The company is eyeing 200 franchisees in the next two-years. He further said that the company, which has three manufacturing units in Mumbai , Guwahati and Uttarakhand, is planning to open two more units by next year. "We are building a manufacturing unit in Pune with an investment of about Rs 100 cr ore in two phases, which will be operational by June 2011. We are also scouting for location to open another unit in the southern region," he said. The company has a mission to conserve the

environment and reduce green house emission. "For this purpose, we aim to build at least one manufacturing unit in each region," he said. . Godrej.com About Us The Godrej Group Established in 1897, the Godrej group has grown in India from the days of the ch arkha to nights at the call centers. Our founder, Ardeshir Godrej, lawyer-turned -locksmith, was a persistent inventor and a strong visionary who could see the s park in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of todays Godrej empire. One of Indias most trusted brand, Go drej enjoys the patronage and trust of over 470 million Indians every single day . Our customers mean the world to us. We are happy only when we see a delighted customer smile. With 7 major companies with interests in real estate, FMCG, indu strial engineering, appliances, furniture, security and agri care to name a few our turnover crosses 2.6 billion dollars. You think of Godrej as such an integra l part of India like the bhangara or the kurta that you may be surprised to know that 20% of our business is done overseas. Our presence in more than 60 countri es ensures that our customers are at home with Godrej no matter where they go. W ith brands you can believe in, service excellence you can count on and the promi se of brighter living for every customer, Godrej knows what makes India tick tod ay. Today, we are at a point in Godrejs history when our amazing past is meeting up with its spectacular future head on. Godrej is learning and relishing being y oung again. companies The spirit of entrepreneurship, the vision of a dynamic tomorrow, and the capaci ty to build and realize dreams! This is the essence of the Godrej group. No wond er then, Godrej has become the symbol of a vibrant multibusiness enterprise touc hing the lives of millions and at the same time an icon of enduring ideals in a changing world. Godrej & Boyce From locks to aerospace, furniture to construction, appliances to custom-built c ritical equipment, and several more, Godrej & Boyce has a diverse range of produ cts and services. know more

Godrej Industries India's leading manufacturer of oleochemicals making more than a hundred chemica ls for use in over two dozen industries. Its products also include edible oils, vanaspati and bakery fats. know more Godrej Properties One of Indias leading real estate development companies focusing on residential, commercial and township development. know more Godrej Consumer Products A major player in the Indian FMCG market with leadership in personal care, hair care, household care and fabric care segments. know more Godrej Household Products Godrej Household Products Limited (GHPL) is a wholly owned subsidiary of Godrej Consumer Products Limited. With strong brands like Good Knight, HIT, Jet, Ambipu r, Brylcreem and Kiwi, GHPL is the market leader in the Indian household insecti cides category and has a dominant presence in the air care, shoe care and male h air care markets. know more Godrej Hershey A joint venture between the Hershey Company, USA and the Godrej group, it is one of India's leading businesses operating in Food and Beverages segment. know more

Godrej Agrovet Diversified agribusiness company with interests in animal feed, oil palm plantat ions, agro chemicals and poultry. It is indias largest animal feed company.