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house magazine

July'07- Aug.07

VOL. 7 NO. 4

Social Responsibility:



An agenda beyond business

C O N T E N T S Betw Us een
Doing good is good business

Co Sto ver ry
Social Responsibility of Business

Be nd Business yo
T he DN A of Social C onsciousness

Enviro ental Co nm ncerns

Environment Protection and C orporate Responsibility

1 4

Reflect. Resto Reim re. agine

T he Birth of the Industrial T ownship

1 8

Kno yo Divisio Head w ur nal

George Menezes - If you care you can


In Mem rium o
Meherjibhai D Morawalla: A tribute to the legend, who pioneered the art of T ool-making at Godrej


Ho e Base m Our Achie vers




Doing good is good business

There 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 base section. 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.

Editorial Board Anil G Verma G 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 Editor Indrapal Singh

Designed by Uday Kamat C Karunaharan Printed by Genius Printers Pvt. Ltd.

Edited and published by Indrapal Singh on behalf of Godrej & Boyce Mfg. Co. Ltd., Mumbai-400 079. For private circulation only.

Indrapal Singh


Social Responsibility of Business

ur Pime Minister, Dr. Manmohan Singh, has been repeatedly urging Indian business corporations to pursue inclusive growth for the upliftment of millions of Indians living in abject poverty. Social responsibility of business is a strategic imperative, if adapted and pursued by businesses, can help society at large and the poor of the country in particular, to rise above pathetic, hopeless social milieu in which they might spend rest of their lives. Essentially, it is not a new concept for the businesses but the visibility it has received lately and the vigour by which some of the leading industrial houses of India have been pursuing it, is indeed something remarkable and new in our country. incorporate it in their mission statements, others set specific performance indices and yet other corporations pursue CSR without any formal articulation. Regardless of how CSR gets executed, the key focus is always on the sound relationship with all stakeholders and meeting or exceeding their expectations in the domains mentioned earlier. CSR is good business By no stretch of imagination it can be said that social responsibility is out of sync with good business practices. In fact they are mutually supportive and reinforcing as they jointly help build and strengthen lasting relationships with the stakeholders of the corporation. Consumers, employees, investors and public at large are increasingly demanding information on the performance of a corporation on a social dimension. Today no business can choose and do whatever it could do regardless of its impact on the society in general. Investors are concerned about the economic performance of the business but are increasingly looking at performance in the social sector as they are aware that the long-term sustainability of the business depends heavily on the performance in both the spheres - economic and social. People are unwilling to turn a blind eye to socially insensitive acts of the businesses. In fact in the developing countries shareholders punish severely the businesses which act in a socially irresponsible way.

Today no business can choose and do whatever it wants to do regardless of its impact on the society in general

What is CSR? Corporate Social Responsibility refers to making business decisions which are governed by compliance to legal standards, values of business which are essentially ethical in nature and a deep respect for citizens and communities as well as encompassing environment. It involves a comprehensive set of policies, practices and programmes that are highly integrated with business operations and other strategic business processes. The corporation which claims to be socially responsible must meet or exceed expectations of its stakeholders in legal, commercial in the domains of the law, ethics and greater good. Corporations execute their social responsibility in many ways. Some

Benefits of CSR Many benefits accrue to the stakeholders of the socially responsible corporations. Customers of socially responsible corporations are assured that the products they purchase will not only meet performance standards but will also be safe besides that they will not hurt the public or in any way damage the environment. They can be assured of an honest deal devoid of hidden costs and not so noticeable malpractices.

calibre employees who as they work along enjoy a more positive selfimage 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 the law and regulatory framework. Lastly, social and environmental activists also feel comfortable that

Investors of socially responsible corporations can be assured of the fact that they will not only get good returns but will contribute indirectly to bring about a positive social change. Employees can look forward to appropriate salaries and benefits as well as healthy work-environment where ample opportunities for doing good work exists. Many studies have shown that companies which are socially responsible attract high-

corporations increasingly are discharging their social responsibilities. They are rest assured that the public in general is not exposed to hazardous waste or environmentally damaging outcomes. Thus, it is a win-win situation for all stakeholders. Models of CSR Corporations fulfill their social responsibility essentially following

one of the three different models. Corporate philanthropy Activities in this model of CSR may include social investments, cause related activities, volunteering for social contributions, public interest advertising. Corporations in this model tend to be essentially givers and they do help betterment of society through their contributions. In India many corporations have done a great deal of good work in the area of promoting health, education, community development, helping the needy and donating funds for disaster relief. Benefits to society under this model do accrue but are not sustainable as their contributions are not regenerative in nature. Partnerships - Under this model of CSR the companies generate results for social action by deeply involving the beneficiaries. In the partnerships the company, social organisers and government bodies carve out together, substantial benefits for both business and society are realised. Some of the initiatives such as welfare-to-work, school-to-work, reforms in education system are outcomes of the partnership model. Strategic Business Interest Activities Under this model of CSR some of the corporations pursue only those activities which will enable them to meet the requirements of strategic business development. At first glance, this model may sound a bit mercenary; but in the long run pursuing such activities do yield results which are sustainable. In fact pursuing CSR strategically helps strengthen all the three bottomlines namely; financial, social and environmental. Some examples of the activities under this model are venture philanthropy, talent development in partnerships, skill development and adoption of newer technologies E Choupal a well known rural initiative of ITC, is a good example of Strategic Business Interest (SBI) related CSR and so is Wipros entry into business of processsing E-Waste. As our economy develops, the emphasis is likely to shift towards

partnerships and SBI models of CSR. Communicating and Reporting CSR It is essentially upto a corporation as to what it wishes to communicate and report about CSR activities. It will be a good idea to communicate and report performance on all the three bottomlines - financial, social and environmental. In fact, in the coming years there might be a regulation in place which might force companies to be transparent about its social responsibilities. It is suggested that measures undertaken for education, workplace safety, child labour, protection of environment, skill development, etc., are some of the areas in which companies communicate their performance. CSR in the Indian Context JRD Tata had once remarked that No business is worthwile unless it serves the need of the country and its people. This remark clarifies, brilliantly, the premise that the business of business is not only business but beyond business. Tatas, Birlas, Godrej, Infosys, Wipro, Dr. Reddys Laboratories, Cipla are some of the major Indian corporations which have been delivering remarkably well on the social dimension. Efforts are generally understated, unreported and unsung as they are driven by their deeply held values and beliefs, these companies and others continue to do

things which are envy of the corporations in monopolistic economies. In India Tata group is the unquestioned leader in the field, though their focus remains mainly philanthropic in nature. They are moving towards one sustainable model of Strategic Business Interest. Third generation CSR This model of CSR involves delivering sustainable development through the pursuit of business goals. As against philanthropy which involves using ones profits or partnerships model which involves collectively finding ways to deliver sustainable value, this approach involves identifying such activites, which if pursued will result in greater societal and environmental good [such as reducing the consumption of increasingly scarce natural resources.] Existing initiatives such as CII Godrej Green Business Centre provides an example of third generation CSR. The vision of CII and Sohrab Godrej Green Business Centre is to make India a leader in green business by 2015. Conclusion At the recently held CII summit on CSR, many outstanding cases/ histories were showcased for the benefit of participating companies. It was also demonstrated that CSR is not only for the larger corporations but also for small and medium enterprises as well. Heightened social awareness, strong commitment and expanded vision of greater India can only help us to move in the direction of inclusive growth. Only and only inclusive growth is sustainable, as it will benefit millions of underprivileged. Unless the successful, fast growing corporations contribute towards social development in significant way, the so called economic victory could well be hollow and shortlived. Prof. Harshada Mulay Vivekanand Education Societys Institute of Management Studies & Research, Mumbai.

No business is worthwhile unless it serves the need of the country and its people


Social Consciousness
The DNA of
Udayachal Schools: Providing Quality Care and Education
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 personality development 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 the employees 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

he founders of Godrej always had a highly d e v e l o p e d consciousness, which drove them to undertake initiatives which today can be said to be falling under the heading of Corporate Social Responsibility. These socially relevant initiatives undertaken over the years are in several different areas like family planning, education, primary health, housing, skill building and the like. Yet the one common theme running across the initiatives is making human life better in its totality. In order to give you a larger, consolidated picture, we present herewith a collage of our initiatives, which by no means is exhaustive. But, the fact remains that underneath every business or non-business activity undertaken at Godrej, the DNA of social consciousness runs across.

(Pic courtesy - Archives Dept.) Udayachal School at Pirojshanagar

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 ShantiNiketan was central to the teaching imparted at the Vakil School. This concept 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 Mowdawalla worked 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 older teachers 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 preprimary, 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 many parents 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 the variety 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 craft classes, 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 are offered 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 taught how to grow and take care of plants from the sowing stage until it is a fullgrown 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 of their 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 for growth, 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.

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 was observed 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
The process of screw packet making

In the last ten years, Godrej has got approximately 3 million hardware packets made from NADE.

Godrej Memorial Hospital - striving to strike the right balance

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 lower than 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 the Management 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

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 which would emulate philanthropic hospitals but have high quality healthcare services at an affordable cost in a rational and ethical manner. To put it

The hospital provides high quality health care at affordable prices

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 OPD is 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 days after the first visit and then 50 percent as follow up charges from the 14th to the 30th day. The hospital also takes pride in being one of the only 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 and Chembur 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

Managing effluents and waste water

Godrej has always believed in protecting and enhancing environment. In the year 1980, a survey was conducted to understand statutory requirements as regards treatment of effluents, sewage etc. and it was decided to undertake measures, which went well beyond the mere statutory compliance. Effluent Treatment: In the year 1986, the first Common Effluent Treatment Plant (CETP) of capacity 1,200 cubic metres a day was established 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 partially treated effluents from electroplating waste treatment plant and Chromium treatment plant are collected and treated in the Common Effluent Treatment Plant (CETP). The plant has a capacity to treat 1200 cubic metres per day effluent to the standards prescribed by the Pollution Control Board. A part of the effluent is recycled /recovered for the operation of CETP and gardening purpose.

Sewage Treatment and Recycling Plant Capacity 500 Cubic metres per day Common Effluent Treatment Plant - Capacity 1200 cubic metres per day

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 technique through 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.
Sewage Treatment and recycling Plant at the Godrej Garden Enclave Complex - Capacity 650 Cubic metres per day

Sewage Treatment: In 1989, the first Sewage Treatment and Recycling Plant of capacity 500 cubic metres per day commissioned for recycling sewage water from industrial premises. Again a voluntary initiative to reduce the sewage load and reduce dependence on 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 purposes across the Industrial township. Godrej also reuses a part of the sewage

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

For the residential project of Godrej Garden Enclave Project, company has decided to impement a comprehensive rainwater harvesting scheme with a purpose 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

Making use of every morsel

The Godrej canteen, like canteens generates two leftovers. However, what unique is the use these are put to: all other kinds of makes it leftovers

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

Good Samaritan, an organisation in Vikhroli for destitute children, come to take the remaining food to distribute it to the underprivileged.
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 sent to the Garden department to make fertilizers/compost. DD Amrute

However, every year, the organisation that the food is provided to is reviewed

The Godrej housing colonies: idyllic retreats in the heart of the suburb of Vikhroli
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 EN14001:2004 certification because of its best practices towards preserving and maintaining healthy, green and clean environment.
Godrej Creekside colony

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, Ganesh Chaturthi, Id and Christmas. 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. Once in every year a get-together called Anand Mela is organised for the

Jogging track at Godrej Hillside Club

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 Express Highway. 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.

Navratri celebrations in the colony

Ashok Chhichhia Housing Department

An ariel view of Hillside colony

Pic by Nariman Bacha


Conserving for a brighter tomorrow

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 compliance with 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 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 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 and regular 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.

Making the youth employable

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 Children Training 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 handon training in the Corporate Training Centre Workshop. After this, they will go to the Divisions where they will be given on-thejob training. Trainees are given stipend of Rs. 3000/- per month during the training period. PM Bhosekar Corporate Training Centre

The effect of Metal Halide Lamps on the Shop floor

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 of switching 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 the same 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 in the world to receive the Platinum LEED award, making it one of the most environmentally advanced buildings in the world.

that this approach is integrated in its subsequent operation. A Green Building keeps Environmental concerns in focus in the following areas a) selection of site for the building b) One of the green building projects commissioned by Godrej architectural The Green Building is a symbol of features c) water and energy efficiency Environmental Sustainability. For d) energy efficiency of equipments in Environmental Sustainability, one has the buildings e) selection and usage to adapt a holistic approach whilst of materials f) Indoor Air Quality constructing a building and also ensure 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 retail sector 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

A Green Genetic Code

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 the concrete jungle that Mumbai was fastbecoming. 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 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

The Cactarium nurtured by the Garden Division

Landscape garden opposite to Plant 11 Showroom

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 by creating awareness and imparting nature education, through the system, to the residents and Udayachal Schools.


The Garden Department, as a service and support department, has the major responsibility of nurturing the gardens and the plantation in the Pirojshanagar premises. Handling living creatures, who do not visibly respond, requires much patience, love and care and this would not have been possible without the nimble fingers of the numerous gardeners and workers, who care for the greenery with so much of affection. Hundreds of tree species of both indigenous and exotic nature have been planted and are now flourishing over the years. A vibrant description is recorded in the much-appreciated book, Godrej: A symbiosis of Industry and Nature, published by the Bombay Natural History Society and the Soonabai Pirojsha Godrej Foundation. Green Cover Avenues lined with Peltophorum, Royal Palm, the Benjamina (Ficus) and many other appropriate species set the place apart. Flowering trees like Laburnum, Gulmohur Kanchan and Tacoma 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 extensive foliage patches act as carbon sinks and make the micro-climate of the area a number of times better as compared to the other parts in Mumbai. To cater to the continuous requirement of the tree and plant species, we are

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 school children 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 hedgetrimming, 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 generation can reap rich benefits and perpetuate the same for posterity.

Dahlia flower

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

Aarti Kishore Bhambore Garden Department



Protection and Corporate Responsibility T

he corporate world is striving to achieve excellence in all aspects of their operations. This has 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 definition of 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 often can be complimentary to each other. New Obligations: Today, many companies recognise their responsibility to minimise the

Dr. Maya Mahajan explains the criticality of Corporate Environmental Responsibility as a part of Social Responsibility and the role Godrej has performed in the area so far
requirement. Global partners in business and consumers want to know what is inside a company. They prefer associating with companies with higher ethical standards and socioenvironmental 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 and protected 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 the honourable Prime Minister of India Dr. Manmohan Singh for their Conservation and Restoration of a Habitat project, for its commitment environmental damages arising out of their actions. An earlier regime with emphasis on strict governmental regulations 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 every responsible 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 and environmental performance. This transparency of business practices means that for many companies CSR is no longer a luxury but a

to the global community to protect the mangroves and promote their conservation through extensive environmental education campaign.

Mangrove Conservation Project Mangrove Project, proudly described as the apex of environment conservation activities initiated by Godrej successfully completed 12 years in 2007. The project acquired its formal structure with set up of Soonabai Pirojsha Godrej Marine Ecology Centre under the guidance of 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 land with 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 Pirojshanagar is 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 of flamingos visit this area. The SPGMEC has taken several measures to protect these mangroves

The flamingos at the Mangroves

Mr. Jamshyd Godrej receiving the award.

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 this green 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 even today. Organisations being committed to the environment shatters the popular myth that Industries are antienvironment.

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 biodiversity in mangroves, its importance and threats for its survival through nature 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 in different areas. The vast patch of mangroves also serves as a source of livelihood of neighbouring fishermen community.

The mangroves at Pirojshanagar

Mangrove interpretation centre.

A theory lesson on the mangrove

Mangrove tour

Nature trail

Some of the significant achievements of the project are:

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.

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. Environmental awareness 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 successfully complete their research project under the guidance of environmental Research students on a field trip 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
Garden department at Godrej & Boyce

Students on a plantation drive

A creakside view of the Mangroves



Industrial Township
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
Mumbai - A civic nightmare: Recently the rains have once again exposed our inabilities to combat the civic problems in our cities. For all these years, the influx of people to the city has paralysed the infrastructure to the extent of turning our cities into a civic nightmare. Housing is one such problem that has crippled our civic administration right from the time of independence. Origins of housing shortage: The genesis of the housing problem in Mumbai dates back to the midnineteenth century, the period that saw the increase in population. The urban growth due to the flourishing overseas trade especially the blooming cotton trade was one of the reasons for the transformation of Mumbai into the commercial capital of the country that in turn attracted people from all over India to try their fortunes in this metropolis. Despite the efforts of the municipal administration, the problems of the city aggravated with this rising population. Government Action: Independence and self rule pushed the then Bombay government into finding feasible remedies to end the crisis for its people. British Building experts were consulted by the Housing Minister who had set off for Europe with this in mind. Their slum clearance site in York was an example to be followed. (From the special issue of India National Pictorial News Weekly of August 31, 1947) Around the same time even the Madras Government sketched a plan for Cheap and healthy homes for workers. Madras Engineers after much investigation came up with a Model House Plan for building houses to suit the needs of poor man/ middle class. However we do not know whether this plan was implemented by the Government or any private employer as was intended by the planners. Realising the urgency to meet the housing problem, in the First Five Year Plan (1951-56), the Government emphasised on institution-building and on construction of homes for Government employees and the weaker sections of society. An Industrial Housing Scheme was also initiated during the plan period. Despite of all these initiatives, problems seized the Indian Government who in turn goaded the

Birth of the


state authorities to tackle the problem on war footing. Speaking on the occasion of inauguration of Air India Internationals modern housing colony at Santa Cruz on December 14, 1957, Mr. YB Chavan, the then Chief Minister of Bombay emphasised the need to build industrial colonies in order to solve one of Bombays acutest problems housing and hoped the initiative on the part of private sector. (Special supplement of Times of India on Air-India International Housing Colony dated December 30, 1957) Private sector rising to the occasion: However, initiatives on the part of the private sector were also not unknown. Early in the twentieth century, Tatas showed the way by building the Industrial Township at Jamshedpur. Commissioned by the Tata family in 1920, Lawrence Samuel Durrell was responsible for building a tinplate mill, a brick-making plant, an office building, a hospital and over four hundred workers houses at Jamshedpur. Around 1943, reported India National Pictorial News Weekly of August 31, 1947, Messers. Janda Mfg. Co. Ltd.,

shopping, recreation, entertainment and administration. AB Schwarz was the architect. On the 64 acres of land were built 10 factory buildings and the necessary housing accommodation for 3000 persons including workmen and management. Every factory building was provided with a tiffin and rest room, washing place and changing room. The Godrej story: Much before Mr. YB Chavan reiterated the need of Industrial housing in Bombay, Pirojsha Godrej dreamt of Industrial Township at Vikhroli. Deeply concerned with the problem of industrial slums and the subsequent degradation, he decided to remedy the situation by building sanitary houses at subsidized, low rents for the workers. Mr. Thanewalla remembered, One of his (Pirojshas) workers was sick one day and so he went to see him. And when he saw where his Mistry stayed, he decided to build (decent) houses for them in Vikhroli. Vikhroli was envisaged to be a new modern garden township that was created keeping Welfare of workmen in mind. The construction of the giant factories and housing was executed

Handwritten note by Mr[1]. Vinod are laying out lawns near Plant 1 and 2.07.12

Proposed plantation 1954

One of the first houses that were built for workers

Lahore also set an example of coordinated planning of an industrial unit comprising production buildings, housing for the employees and all the necessary provisions for education,

along with land development and landscaping, including quarrying and drainage. By 1953, 90 tenements were ready along with two factory sheds (Plant One and Plant Two).


Aerial view of the Godrej Industrial Township 1958

A Garden and Farm Committee was formed for planning gardens and lawns around the factory area to create a pollution free environment for workers. Mr. Vinod was appointed as the first horticulturist. The committee consisted of B Desai, HM Engineer, NB Vinod, KN Mowdawalla and Mr. SP Godrej in the chair. In the meeting of this committee held on February 23, 1954, it was unanimously decided to grow lawns near the factory sheds. It was decided that on both the sides of the roads between the two sheds lawn should be raised. As for trees to be planted between the two sheds it was agreed that Pink Catias should be planted. Every tree to be planted was predefined.

in the housing colony for workers. The next fifty years witnessed the transformation of Vikhroli from marshy lands into a green industrial township serving as a striking example for other entrepreneurs who care for their people and the environment. It would be apt to conclude with remarks of Meena Nemivant, the staff reporter for Industrial Times who in the issue of January 3, 1977 writes:

Save our records, save our corporate heritage.

Divisions are requested to contact the Archives before disposing off any records. Get in touch with Vrunda Pathare at (67964124).

I can vividly recollect the first pleasant impression as I entered the precincts of the Godrej Works. Imagine my surprise as my eyes traveled over the panoramic view of the plants and the housing colony and was rewarded by the soothing landscape in As the company desired green all shades of to develop the garden Note by Mr. Vinod for the lawn green from lush velvety township on scientific behind Pragati Kendra green to deep burnt lines, a team from the green to mellow olive green. It was Tata Institute of Social Sciences was only sound of the machines that specially invited to guide and assist in declared that this was a factory and planning out the garden at factory and not a huge nursery Besides giving a give their suggestions for touch of glory to the normally drab improvements in the year 1955. Dr. and dull factory atmosphere, the MV Moorthy and Mr. Kaikobad who attention paid to the environment has visited the Godrej & Boyce Mfg. Co. also paid dividends by combating Ltd. on May 8,1955, were impressed pollution and increasing worker by the layout and the space provided productivity.

We express our sincere thanks to the PCS Division for allowing us to survey their non-current records last year (July-Sept 2006) and for transferring to Archives 700+ non-current files of archival importance identified during the survey. We would also like to thank the Appliances Division for sending 433 video cassettes to the Archives. We would like to express our gratitude to individuals like Mr. Ashok Palande and Mr. Manish Vyas for their contribution to the Godrej Archives in the form of records and photographs from their personal collection.



If you care you can

George Menezes

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 the company 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 section which 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 the company 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 by joining 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 Monjee Institute, I moved on further to join Dr. KR Hathi, the overall Head of Marketing for the

My qualifications: Science Graduate, Postgraduate in Management from Narsee Monjee, Mechanical Engineering from 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 a Manager. My daughter, Sharon, is studying Engineering specialising in Information Technology. I have two brothers and a sister. Strengths: As a person I am very strongly result oriented and people oriented at the same time. I value integrity, not in the narrow sense of honesty, but in anything and everything I do, I believe one should be true to our roles. Weaknesses: Im not as diplomatic as I should be. I discuss issues 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 culture of people coming and telling me anything behind anyones back. Books I read: Anything. Right from business reading to my daughters comic books. The last book I really enjoyed reading was The Toyota Way by Jeffery Liker. My brand of humour: I enjoy spontaneous wit very much. Hobbies: I love playing chess. Pets: Ive never had any pets and I dont think I would be too comfortable having any. Subject I loved studying in school: Maths Key lessons in life so far: Be true to your self, respect people and question the status quo.

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 and Summer 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 Two years down the line when the the Head of OCP (Office and decision was taken to create the Consumer Products) and IP (Industrial Commercial organisation to handle the Products) group of products. For a Commercial and Supply Chain brief stint I worked under BN activities, I was deputed to head the Doongaji who was the Marketing Head same and entrusted with the 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 move on 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, George Menezes with wife, Nalini and daughter, Sharon Security and Storage Solutions responsibility of setting up the products. After a two years stint Commercial division. Having done that, there, the Management deputed me a year later, I was asked to take up to manufacturing and this was a 180 the responsibility of Appliance Division. degrees change. There was a lot of So you will see I have been one of the skepticism internally too, as without fortunate people in the company who having had any exposure to got an opportunity to get rotated manufacturing, a person from sales was across such diverse functions being straightaway deputed to head Manufacturing, Sales, Service, the manufacturing operations of a Commercial, Operations, etc. plant! I worked under the guidance of Mr. Prakash Kulkarni, the then Head Ch: What were the challenges of of Plant-14 to whom I was an having to set up the Commercial division from the scratch? understudy. Two years later my responsibilities widened with additional GMM: The biggest challenge for me charge of Plant-4 as well. Thereafter, was to build the organisation from when the erstwhile Furniture and scratch and get competent people to

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 Plant1 for Steel Processing and I was responsible for all functions related to Manufacturing, Sourcing, Trading and Quality.

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, to put 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 to the 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 your customer 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 fact that I had so many job rotations before this, notwithstanding, I expected that while selecting somebody for Appliances 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

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 the division 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 in refrigerators 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, our pressing 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, especially when it comes to economies of buy, technology investments, etc. So, strategically we decided that to take on the goliaths we 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 the distributor led operation to more of a dealer based operation while focusing on development of new emerging channels like modern trade. The network correction was taken up in right earnest by scientifically mapping the markets on dimension of Potential, Addressability and Extraction identifying the gaps. We also worked on our after-salesservice network to make service as

a key differentiator. And above all, we focused on repositioning the Godrej Appliances brand, as a brand which would appeal to todays generation, a brand which was seen as progressive, modern and techie. Ch: The newly launched EON brand has been a success story. In general, what did you do right with EON? GMM: Thats right. EON was a hit. And one of the reasons EON has succeeded is because we have tried to give in EON what no other competition has ever given. For instance take the cooling of EON. We have delivered cooling in the refrigerator in a very, very innovative manner, which is relevant to the consumers needs. We are delivering cooling through the shelves. Typically, most refrigerators cool through the sides or the back and the problem with that kind of design is the way one stuffs refrigerators, one could have a food packet or utensil blocking the cooling. So we tried to build a refrigerator where cooling would be absolutely foolproof. So we have this design where every shelf docks into the main cooling tower and air is showered through fine nozzles in each shelf. We called it Cool Shower technology from Godrej. And the jury recognised this as a very, very innovative feature. Everyone cools but Godrej cools differently. We have applied for a global patent on this technology. Likewise we tried to create relevant product differentiation in each of our other categories. Our washing machines come equipped not only with a hand brush like feature but a very innovative feature which creates a water punch on the clothes I call it Dhobi ka punch. It was necessary to come out with a product which appeals to Indian sensibilities and Indian needs. A housewife always doubts whether a washing machine washes as well as the maid and we kept that in mind and invented this technology to ensure that godrej washing machine surpasses the maid!

In microwaves, we were the first ones to bring the steam microwave in the country. This product addresses a major limitation of microwave technology, namely, while microwaving, the moisture content in food gets lost and that is something which many consumers dont relish. The steam microwave addresses this issue. A fine jet of superheated steam is sprayed in the food compartment while microwaving is going on which helps retain its nutrients and its juices. Similarly in air conditioners, we brought the I-Trec AC which delivers 50 per cent more cooling at 30 per cent reduced electricity consumption and the state-of-art I-Sense technology with dual sensors where the AC senses the temperature around the remote/user and cools accordingly. Similarly in DVDs which is practically a commodity today, Godrej DVDs were positioned differently from the rest. Ours were the only DVDs in the market to come with built in amplifier circuits. So we have a Godrej DVD which is small in size and big on sound. It was well accepted by Indian consumers who are crazy about big sound. Therefore, you see that our product strategy has been to create products with technology that matters, and technology that Indian consumer is able to connect to. We have not taken the route adopted by other brands of psyching the consumer with high sounding buzz words. We give products which they are able to touch, feel and experience the joy of use. We are also grading our products in two categories the premium range will be branded as EON. So we have EON running across categories and not limited only to refrigerators and our entire brand communication will be led through EON to uplift the imagery through products which are aesthetically designed to deliver superior performance and look real smart! Ch: Apart from the product portfolio, what were the other areas that needed to be worked on? GMM: To be a successful business, you

need to fire on all cylinders. You need to work on your Products, Processes, Brand, Channel and most important, you need to work on your People. And we at Appliances have recognised this. Each of our product categories has gone for a complete overhaul, proof of which you have seen in EON refrigerators, I-Sense ACs, Microsteam ovens etc. Other than that, we have also made a bold colour statement in the market place with the pioneering launch of bright pastel shades in refrigerators which have spruced up the display at the retail points. We now own this colour platform and intend to extend to all other categories. We have also worked on nurturing our channel and getting them back on our fold. Earlier on when we did not have a vibrant product portfolio, our channel partners were lured away by competition and honestly, that was inevitable as all trade outlets today are multi brand outlets and they will be associated with a Brand as long as they see merit in it. Today with a vibrant product portfolio the trade wants Godrej back. They want to proudly display our products as they want to be associated with us. We are also on our brand positioning exercise for GAD to appeal to todays youth. Godrej Appliance has to be seen not only as a strong, dependable

and durable brand but more important, as a trendy, technology savvy and young brand. With the launch of EON, as I have mentioned, we have created a premium image for our products. To make this brand appealing to the younger generation, we signed in Preity Zinta as our brand ambassador as she in a way embodies the qualities of youthfulness, exuberance and vibrancy which will present a young image to the brand and take it to an aspirational level. Style and performance will be the core product positioning which is encapsulated in the tagline which we use for our EON refrigerators Stylish Outside, Smart Inside. Ch: You work with a manufacturing setup outside Mumbai. GMM: Yes we do. Ch: What are the challenges you face in having a manufacturing set up outside Mumbai? GMM: We were one of the first divisions to move out of Mumbai, when we set up the Mohali plant in 1995-96. We had moved the manufacturing of our Direct Cool refrigerators to Mohali and one of the prime reasons, apart from the tax benefits and logistic convenience of being closer to the main markets, was the wage advantage. All said and done Bombay is a high wage cost island, so there we could substantially bring down our cost of conversion. Thereafter in 1996 we started operations at Shirwal setting up a new Washers plant which was further extended to include Frost Free refrigerators two and half years back. A year and a half back we also moved our Compressor plant to Mohali. One major challenge for us at these locations had been training and developing the work force to bring them to a level of capability which we had at Vikhroli. This was no easy task as unlike Vikhroli where we had a highly skilled work force, at these locations, we had to depend on contracted work force which had a high rate of churn. Our teams worked on our processes to deskill the

Style and performance will be the core product positioning which is reflected in our tagline Stylish Outside, Smart Inside

operation to the extent possible while also focusing on a sustained training and development process. Other than that, getting our management staff relocated to these places was difficult. But we successfully managed that by motivating them, creating and enriching their role profile, where they see a good career progression. Ch: If three years down the line, you were to move to another division in another position, what would you like to be remembered for in your stint here? GMM: I would like to be remembered for two things. One, having managed to turnaround the Appliance Division and two, perhaps more importantly, for developing a sustainable business model that will continue to give us competitive advantage in the market place. This is an absolute imperative if we have to take Godrej Appliances to a position of market leadership. Ch: What is your style of management? What kind of a leader are you perceived as by your subordinates and colleagues? GMM: We all know that the success of any enterprise depends not on singular excellence but on collective delivery of the team. Therefore, my emphasis has always been on getting the best out of my team and that happens when you empower them and recognise them. And I do it in abundance. However, at the same time, I put a high demand on performance which means a very high task orientation as well. So People Orientation and Task Orientation though seemingly conflicting are actually complementing as people are motivated deliver to their fullest potential. My subordinates therefore see me as a difficult boss but as one who also cares for them and stands by them. Ch: Team building is one thing. But how do you keep your team motivated? GMM: The best way to motivate people is to empower them and also communicate with them as one of them. I keep myself accessible to all

my people at all times. This is one learning which I imbibed in Godrej that unless a connect is established at the grass root level we will never know the real issues. Therefore, I encourage a very open and transparent way of communication which people appreciate, value and imbibe to propagate likewise down the line. Ch: Were you always clear you wanted to work in the Corporate sector? GMM: To be honest, when I joined the organisation, I did not have the faintest idea of where I was going to land. It is only as I moved within the organisation these things got evolved. When I had graduated out of college, I always wanted to be in software and systems as that was where my interest lay. I used to love subjects like maths and statistics and I wanted to make a career in systems. Even after doing my MBA I was a little hesitant to switch over to the business side. But then fate had destined otherwise and here I am. Ch: Who is really your support system? GMM: My wife has been a major source of strength. A lot of my learnings on life, both professional and personal, have been at home. I dont know if a lot of people do this, but I have a habit of reflecting with the family on the experience good and bad both. And it leads to wonderful insights. For example, I remember, once, a few years back, I had to ask an officer of the company to leave on an integrity matter a few hundreds which were in question. And that evening when I was discussing that with my family, my daughter was so shell shocked and she said, Daddy, for such a small amount, you asked him to go? And I said Yes, I had to. And she said, What about his family? All her empathy was with that man and pain at, how brutal her dad was to take such an action. Then I had to tell her that it wasnt my money, but was the companys money and I had no right to pardon somebody who had misappropriated the same. But it also gives us a learning that when we

take action we dont see the other side of it. In the past I used to be intolerant and unforgiving but I have toned that down quite a bit as I have seen how forgiving my bosses have been when I made mistakes. Ch: You are obviously very busy, so how do you balance your work and your personal life? GMM: In our case, my wife is also a working lady and is also very career oriented. She also continues to study till date. So we really dont have any complaints with each other about our work schedules, but our daughter has complaints with both of us. And we do try to make amends for that. Ch: Is there any social cause you believe in? GMM: I strongly believe that we should give back to society what we get from it and in our own small way all in our family do our bit for the same. For instance, we have been associated with the development and education of under-privileged children through some of the NGOs. Ch: What is your stress buster? GMM: One thing which I quite regularly do, is getting on to my jogger. Going to the gym is too painful so I have bought a treadmill. So everyday for half an hour, I get on to my treadmill. Helps me burn my calories as well as release the stress. Ch: What is happiness for you? GMM: The quality time I spend with my family. Its a kind of routine for us to have one dinner out every week and thats the time when the three of us are the most happy. Ch: What are the values that you stand for? GMM: Respect people, learn from your mistakes and be true to yourself. Ch: If GMM were a brand, what would his brand statement be? GMM: (Thinks) Though this is a clichd line, but I think it would apply to me and what I profess If you care, you can. Indrapal Singh Megha Moorthy


Meherjibhai D Morawalla:
A tribute to the Legend,
who pioneered the art of Toolmaking at Godrej

D Morawalla was born on May 1, 1916. At a young age of 23, he joined Godrej and was asked to work in the Tool Room, which was functioning at Lalbaug since 1935. Godrej Tool Room was shifted in 1953 to Vikhroli and so did Morawalla. Its in the same year he was appointed as its Plant Manager, the role that he continued to perform with great distinction for the next thirty-three years until 1986. He continued to serve the company in advisory capacity till 1990. Morawalla passed away on January 23, 2007 at the ripe age of ninety. He is survived by his wife Zarin, and his two sons Ardish and Daraius. Morawalla was unique in more ways than one. But if one were to narrow down on two strikingly significant qualities in him those were, his unquenchable passion for work, and his absolute straightforwardness. All those who knew Morawalla personally, as also those who had worked with him, are unanimous in bringing to the fore these two qualities of his. A man having absolute faith in the Almighty Morawalla was very conscientious. He was honest to the core Integrity was his second nature. He was a very strict disciplinarian and a hard taskmaster. He had a very sound technical knowledge, and was regarded as an authority in his field of toolmaking. He was very meticulous in his work, and had a penchant for perfection he would focus on and attend to even the minutest detail in an assignment He was a man of few

words - but great deeds. Essentially reserved but spoke his mind in a forthright manner without any fear when the need arose. He always meant what he said and said what he meant. Morawalla was very tenacious, and had a tremendous capacity to work for any length of hours at a stretch never in a hurry to go home. He would personally spend long hours in the machine shop and assembly departments, supervising ongoing work and guiding his team of workmen & supervisors. There have been quite many occasions when during critical areas of toolmaking, he would ask his team of supervisors and workmen to stand aside and observe, when Morawalla himself would actually work on the tool with his own hands. This spoke clearly of his indepth knowledge of toolmaking, and his deep personal involvement in work. At the same time, set an example to his supervisors, to not just stand aside and get work done, but involve themselves in actual work as much as they can. Mr. NP Godrej would visit the plant practically every day & spend long hours with Morawalla, chalking out strategies for the growth of Tool Room, to eventually realize his dream of having a world class Tool Room at Godrej. Morawalla was instrumental in many ways in developing and growing the Tool Room, to an international level. Morawalla was outstandingly customeroriented. He always placed the customers and their requirements, on top priority, and would


KR Thanewalla reminisces
When the first ever Jig Boring machine was bought for the Tool Room, Morawalla was thrilled. His joy knew no bounds. He was emotionally attached, as one would be with ones own child. He would stand near the machine for hours at length, supervising every aspect of installation Morawalla did not like casual discussions or chatting on common matters but with me Morawalla would chat and discuss anything under the sun. Not an easy man to get along with but he was a man who could be trusted and depended upon

manufacture and deliver tooling as exactly as the customers wanted with absolutely no compromise on quality. Likewise, whenever a tool suffered a breakdown and was returned to Tool Room for repairs, Morawalla would initially get upset but would promise his customer a quick solution. He would then take it up on priority and would personally go out of the way to set right the problem and restore production in the endusers plant within the shortest span. This also shows that he never swerved from his word, and failed in his commitments. Now, this brings us to one more quality of Morawalla his innovativeness. He would never be afraid of trying out newer ways to solve any problem. Though his team of supervisors would take a backfoot, Morawalla would march ahead with his innovative ideas, and emerge successful in solving the problem at hand. Though famous for being very strict and firm with his team (as he was apparently seen being so), Morawalla was also extremely loyal to his people especially those he liked. According to KR Thanewalla his relationships werent onesided! The staff and workmen of Tool Room too were equally loyal to Morawalla, and extended their wholehearted support in every endeavor of his. Such was this great personality MD Morawalla a man of true spirits, a technocrat to the core, an able administrator, a born leader, and a living legend of his times who served the organisation for a golden period of five decades. I do remember the day Tool Room was first accredited with the prestigious ISO9000 Award, way back in 1994 when Mr. Morawalla was kind enough to accept our invitation, and graced the occasion with his presence. I still recall his face glowing with pride, as he witnessed sitting in the front row his own Tool Room receiving such a prestigious award, from TUV (the Certifying Agency). We pray to the Almighty to rest his soul in peace. G Ramakrishnan Tooling Division


Interio Division

Udaan - The Flight to Success

crores. The message given was very clear - charge forward and rise to the challenge, because for Interio, sky is no limit.

Annual day celebrations at the Head Office

On April 20, 2007 all of us at the Head Office came together to join hands and rededicate ourselves to the task of putting in our best efforts together to ensure that Interio reaches great heights in the nest financial year. The occasion was graced by Jamshyd and Pheroza Godrej, invited dignitaries and members of the Godrej & Boyce Shramik Sangh. The Interio team put up

Employees of the Interio Division pose outside the Taj Mahal on their visit to Agra for the Annual Sales Conference.

Annual sales conference at Agra

It was that time of the year when Interio was firing all cylinders and gearing up for the grand finale in March. It was also the time when we set our dreams for the next year and this was flagged off with our Annual Sales Conference. We all met to celebrate our achievements and successes, learn from our mistakes and failures, understand our strategic directions and rebuild our sense of camaraderie and solidarity. The baton of playing host was handed over to the North zone team. With the newly launched Interio brand working wonders for us, it was befitting that we celebrate this conference near one of the Seven Wonders of the World, The Taj Mahal in the historic city of Agra. This event was not only a memorable and fun-filled experience, but also put into perspective our plans and strategies towards our future growth. The theme for the event this year was Udaan - the flight to success. Using Udaan as the backdrop, the product line-wise ABP (Annual Business Plan) along with new product introduction plan & strategic initiatives were shared with our sales team. The heavy

information download during the day was balanced with theme based entertainment evenings and a tour of this historic city. The high point of the event was the awards night where the achievements and the efforts of the star performers were acknowledged. Godrej Interio Indias largest furniture manufacturing company now has a new task at hand - the target of Rs. 1,000+
Pheroza Godrej lights the lamp. Also seen is Anil Mathur

Mr. JN Godrej addresses employees of Interio Division

Mr. JN Godrej presents Best Innovation award to Kantilal Panchal

a play echoing the sentiments of Udaan. This was followed by an award ceremony and addresses by Anil Mathur, Anil Verma, members of the

GBSS and Mr JN Godrej. Mr JN Godrej in his address mentioned that there is a lot of future for furniture. He went on to say that competition will always be there and that we have to make our products better than the competition. Whilst congratulating all of us on our performance in the year gone by, Mr Godrej also felt and stated that he was sure that whatever target we would set, we would achieve! These encouraging words indeed endorsed our flight to success! Finally, the evening ended with an audio-visual on Udaan, an

entertainment programmme and a buffet dinner.

Udaan celebrations with channel partners

The message of Udaan as well as the ABP (Annual Business Plan) was conveyed to all our channel partners by organising dealers meet at different locales so that along with the message, the dealers also could get recharged and rejuvenated in the scenic environs of nature and put plans into action. - Doreen Rosario, Jasmin Patel, Parag Shastry & Carlton Pereira Interio Division

Delhi Interio Dealers Meet 2007

Godrej Delhi had conducted an Interio Dealers Meet during the last week of May 2007 at Timber Trial, Parwanoo, Himachal Pradesh. The programme began with a power point presentation on Interio and its products. The group was then divided into seven teams and participated in various quizzes, team building games. On the second day the service, the home and the institutional team, made presentations wherein overall performance of Interio Division, new initiatives taken by various departments and the new products introduced were discussed. There were quizzes based on product knowledge, and Jumble Word Quiz based on service components. We were joined by Naresh Tahiliani from HO Mktg., and Sushil Thariani, GM (Sales) - North, along with the Commercial team members. Well performing dealers were felicitated for their valuable contribution during the last year to both, Interio office and home business. A special recognition award was given for the Best Customer Service. The third day was for fun and games and the whole ground was converted into a carnival spot with lots of stalls and play stations. Finally, one of the teams was awarded the Best team award. Maninder Singh Ahuja Interio Head, Delhi Branch

Annual Wholesale Dealers Meet Interio, Chandigarh

On June 6 and 7, 2007, Interio, Chandigarh organised the Annual Wholesale Dealers Meet at Timber Trail Resort, which was attended by over thirty dealers from Chandigarh and upcountry locations. Sushil Thariani, GM Sales (North) addressed the meet. GA Khan also promised the channel partners that they would be extended all the required support. Anil Munjal, Head Interio, Chandigarh Branch shared the unique growth story of Chandigarh Branch from 14 Cr to 30 Cr during the last three years. A unique exercise of SWOT analysis of the WDs and their respective markets by the branch team was shared by the Interio Head. He promised that this will not only help us in understanding the market better but will also help in implementing the action plan prepared for the three states falling under the Chandigarh Branch. Presentations were made by Chandigarh & Shimla dealers about the new practices and techniques undertaken by them. This was followed by an award ceremony. Over twenty channel partners were rewarded for their splendid performances in different categories. M/s Handa & Chopra was given a special felicitation for surpassing 5 Cr billed sales and joining the 5 Crore Club. Rejuvenated and confident the channel partners embarked the flight to success UDAAN. Anil Munjal Interio Head, Chandigarh Branch

Seating for the Kaifi Azmi auditorium

Godrej Interio recently got an order for conferencing hall and auditorium chairs for the Kaifi Azmi Academy at Lucknow. What made it special was the fact that we got to interact with Javed Akhtar and Shabana Azmi for the same. Finally, the PCH 7004 chair with desklet was finalised for the Conference hall and the Jupiter mid-back for the auditorium by Azmi. We requested both of them to visit our Knowledge Centre at Mumbai to which they have agreed. It was really nice to interact with these warm and talented personalities. Manoj Sadavarte Interio Head, Lucknow Branch

Supporting the KEM Blood Donation initiative

Blood Donation initiative undertaken by KEM Hospital Blood Bank Department. To further this initiative, we at Interio, donated 12 customised blood donor beds which are mobile and ensure the comfort of the donors. In May 2007, Dr Jayashree Sharma, Blood Bank in-charge, KEM, Hospital Blood Bank accepted the same at the hands of our COO, Anil S Mathur. Also present were Milind Ingle, social worker, Anil Lingayat, Vice President (Product Supply), Sarosh Patel, Divisional Personnel Head, Balchandra Joshi, President, GBSS, Vijay Salaskar, Vice President, GBSS, other members of the GBSS & Team Interio. - Doreen Rosario Interio Division

Anil Mathur, Anil Lingayat, Balchandra Joshi and other members of the GBBS handing over the SEDs

As an organization, we have been continuously participating in the

Precision Engineering Systems Division

PES team wins Kaizen Award

PES team won the first prize in the Best Kaizen Competition conducted by CII at Nashik this year. A team of 13 members presented three Kaizens from different areas in manufacturing viz. Quality Assurance, Machine shop and Assembly represented our division. Other participants in the competition included companies like Bajaj Auto, Mahindra & Mahindra, Johnson & Johnson, Gabriel, MICO, etc., Our operators who implemented these Kaizens were required to present them to the jury. Presentations included different Quality Control Tools used to logically achieve the desired result in Productivity, Quality & Delivery. It also included horizontal deployment of Kaizen ideas to solve other similar problems and steps taken for holding the gains. All three Kaizen presentations were of award-winning level, but competition policy of one award to one organisation has given us one prize. PES started Kaizen activities in 2003-04 to develop an improvement culture in the division by involving employees across all the functions, at all levels. In the first year 25 Kaizens, second year 147 Kaizens, third year 215 Kaizens and this year so far 373 implemented Kaizen ideas are reported. We have trained all our employees on developing Kaizen ideas. After identifying the problem in their own work area, a team is formed for developing & implementing ideas and monitoring the results. After achieving the results, these ideas are put on the Kaizen idea sheets which are then evaluated in 3 levels on predecided criterion of results, efforts taken, originality of idea, root cause identification, etc. All Kaizen ideas are a p p r e c i a t e d , The award winning PES team depending on the level of kaizen, by way of a certificate to every Kaizen team member and consumer society gift coupon. All Kaizen idea sheets are put on the notice board for the benefit of other employees. Names and photographs of selective Kaizen members are published in divisional bi-monthly newsletter Udaan. Certificates are awarded by departmental heads and senior members of management to workmen on the shopfloor. We believe that the Best Kaizen Award by CII is only the beginning of the journey. The recognition will further motivate us to constantly improve by challenging every activity. Participating in this competition also gave our members a feel of the large scale improvement initiative undertaken in a wide cross section of the industry. It also is in a way, an acknowledgement, that we are on the right track. DD Chogle

BrahMos Missile Systems inducted into the Indian army

Dr. APJ Abdul Kalam handing over a replica of a MAL to the Chief of the Army Staff, General JJ Singh.

BrahMos missile system comprising of Mobile Autonomous Launchers (MALs), manufactured by Godrej and Mobile Command Post is being inducted into the Indian Army in its endeavour to modernise itself. The Induction of BrahMos Missiles in the Indian Army was marked with a glittering function held at BrahMos Head Quarters, New Delhi on June 21, 2007. At this function, President of India, Dr. APJ Abdul Kalam handed over a replica of a MAL to the Chief of the Army Staff, General JJ Singh. The Defense Minister, AK Anthony, Dr. S Pillai, CEO of BrahMos, Kaustubh Shukla COO of industrial products Group and other dignitaries were present at this landmark event. Godrej has been associated with the manufacturing of BrahMos Missile and launchers since the year 2000 when the progamme for developing BrahMos Missile System in India started. Godrej has manufactured MALs based on the Designs & Technical specifications developed by Research and Development Establishment (Engineers), Pune. The communications module is being supplied by ECIL, Hyderabad. This indeed is a great example of successful partnership between DRDO, DPSUs and Godrej- a private sector company. Congratulations PES and PED teams. GR Kulkarni

PES Vendor Meet 2007-Partnering For Success

Partnering with ones vendors for mutual growth is a key ingredient for progressive and successful businesses. PES Division, since its inception has recognized importance of sound business relationships with its vendors. As we take rapid strides in our business development efforts, we organised Vendor Meet 2007 to take stock of the situation, share each others expectations and agree on broad understanding while going forward. The theme of the meet was Partnering for Success as mentioned above. Vendor meet was organised from April 19 to 31, 2007. The meet was organised over three days each day specific for a group of vendors namely 1 Raw Materials, Bought Outs. 2 Machine Tool Service Business and Indirect Materials. 3 Subcontracting A total of 92 prominent vendors attended the meet. This platform was used to share the Divisions growth plans, achievements, requirements, and expectations. We also stressed on the importance the division lays on quality, delivery and processes. Kaustubh Shukla, COO of Industrial Product Group, inaugurated the meet. In his keynote address, he enumerated the positive trends so far and elaborated on all around changes in divisional strategic directions, customers and business profiles, approaches. He stressed on the importance of working together as partners for the growth of PES business, making it sustainable, profitable High Tech Business. MS Mahajani spoke in detail about the increasing trends of the Machine Tool Service business with the support of the suppliers. He outlined the future plans in each of the lines spares supply, remanufacturing, and labour services. He also stressed upon importance of concept Right Quality First Time. PS Mahimkar recounted recent success stories of the Division and elaborated the strategy and approach for execution of the projects in the coming years. He explained the logic behind some of the decisions with respect to material release control, first piece prototype manufacturing. He stressed on importance of suppliers involvement right from the stage of quotations, freezing quality requirement jointly with customer, capacity planning and execution. PES has taken many improvement initiatives. Some of the initiatives are IMS, E-buy, and NEFT (National Electronic Fund Transfer). DD Chogle explained the importance, benefits of IMS and so also the requirements to be fulfilled by suppliers. Yogesh Paramar explained process and benefits of NEFT. MM Moledina elaborated on various features of E-buy and its benefits for suppliers. We utilized this occasion to present Encompass ERP for small and medium enterprises to suppliers. Presentation was made by Ashwin Mistry from GIL. Anand Bagdre explained how the quality related requirements from the customers get translated into our expectations for the suppliers. To enrich quality of supplies, he explained to use our services for calibration of instruments & machines, trainings on inspection methods & NDT. Atul Dharmadhikari, Nilesh Mandlik & Sanjay Sawant presented on feedback and action taken report on last vendor meet, acknowledgement of specific achievements of suppliers, business trends and opportunities in the coming year for suppliers and our expectations. On the occasion of this meet a revised manual were distributed for each category of vendors. It contained useful guidelines on communication channels, divisions policies, process of evaluation & selection of suppliers, processes for supplying material and tips for improving quality of products. We had many enthusiastic suppliers coming forward to share their experience while executing orders and how mutual co-operation benefited them. There was time for an interactive session where suppliers / vendors offered suggestions for improvement. Uday Mehendale who conducted the meet recapitulated the proceedings and presentations during the meet. He recognized suppliers as Pillars of Division.Supplier feedback was also obtained by benchmarking PES division with their other customers on important business parameters Kaustubh Shukla presented certificates for participation to each supplier. Meet was concluded with vote of thanks by Uday Mehendale and was followed by Lunch. It ended on a happy note with partners reiterating their commitment to work together and pursue success. PES Materials Team

Appliance Division

GODREJ EON Connecting with the Consumer

The first half of the year has seen a lot of activity in the Godrej Appliances Division. Cooling wherever you are: The year kicked off with a new campaign for Eon Air Conditioners. Built on a new platform of I-Sense Technology a path-breaking dual sensor technology, the Eon AC promises cooling wherever you are and not just near the AC. In a regular Air Conditioner, the sensor is located in the AC unit the temperature near the AC is invariably cooler than the rest of the room and hence when it shows 22 degrees it may very well be 24 degrees where you are. Godrej Eon AC with another sensor in the remote ensures that the temperature near the remote is also 22 degrees. And hence, the promise of Cooling where you are. The same proposition was put forth in a humorous way with a TVC featuring Preity Zinta the brand ambassador. The joke is on a young guy who lives next door to Preity. Called home by Preity, he expects a nice evening. Instead, Preity asks him to shift her bed close to the AC, thanks him and wishes him good night. All she wanted was to be closer to the AC to get the right cooling. Hence the advice switch to Godrej Eon AC so you dont have to move the bed around! Instead get the cooling wherever you are! In addition to the TV commercial, the campaign also included print ads to reach out further. Cooling all over: The months of April May saw a new campaign from the Godrej Appliances stable. Built around the single minded proposition the power of 35 vent cooling provided by Eon Refrigerators with its Cool Shower Technology, the campaign was implemented on TV and Print.

The 35 vents ensure uniform cooling in the refrigerator so that all the food gets sufficient cold air. This proposition was put forth in a humourous manner to strike a chord with the audience. The story revolves around a timid man who suffers a strict ill tempered mother in law. His neighbour Preity Zinta has a Godrej Eon refrigerator. The joke is that the man wishes to keep his mother in law in the Eon refrigerator to keep her cool from head to toe! Conveyed in a humourous way the joke brings forth the benefit of the Cool Shower technology and the advantage of 35 vents. And with Preity Zintas amused looks, the ad ensures brand connect with the audience in a memorable fashion. Both campaigns employ humour to engage the audience and drive home the technology advantage of Godrej Eon in a simple manner. There is a lot more on the cards to excite the consumers in the coming seasons.

Godrej wins the Readers Digest Gold Most Trusted Brand award for the second year in a row
. and Godrej Appliance does it again! The consumers once again voted us as the Most Trusted Brand. We won the Readers Digest Gold award for Refrigerators for the second year in a row! and thats no mean feat. This is a reaffirmation of the trust and faith that the consumers have reposed in our brand. What is extremely gratifying is the fact that this comes close on the heels of our recent triumphs- we won the coveted Best Design Consumer Durables award from Business World and National Institute of Design, while being pitted against the might of the MNCs; this was followed by a repeat accolade in the form of the Most P r e f e r r e d Refrigerator Brand award from CNBC Awaaz. These achievements are a vindication of the efforts that the Division has put on the brand and product front which has not only strengthened its position in the market place but also helped it establish a strong connect with the consumers and the trade while giving the competition enough to worry about! Team Appliances

Security Equipment Division

Banking on Security
Event: Considering the increasing security threat banks are facing these days, we, at Godrej Security Equipment Division Pune Branch held a Bankers Meet on June 16, 2007, Saturday, at Hotel Aurora Towers in order to address this issue. Proceedings: Neville Irani, Head, Pune Branch welcomed the guests and gave a brief introduction to a total of 38 bankers who attended the meet with their families. Vinay Salastekar, Regional Head, West briefed them on the present and future plans for the company and the region. An interactive session was held by Vinit Karde from the Marketing team at the Head Office. He made a presentation on the modern day threats that are being faced constantly and how the latest products with higher security features offered by us would help them improve their security measures. Later on a vote of thanks was proposed by Amitav Rout, Deputy Manager, Pune Branch. Whats more: To top it all a large number of enquires were generated for all our products especially for Higher Grade Safes. Bankers were indeed impressed by Godrejs new product portfolio

Bankers watch the presentation on latest products and security features.

Last word: Kudos to the entire SED Team Pune Branch. Team SED Pune


Word power at Lifespace stores

Event: The Dombivli store, along with some other stores in the western region conducted a crossword competition, called Fun n Win, for VIII, IX and X standard students. Whats special: The contest received an overwhelming response and a total of 350 entries were received at Dombivli store. Proceedings: The lucky winners were given the prizes at the hands of Retailing Division. UE Tare, Store Chief welcomed the gathering and proposed the vote of thanks. The parents appreciated the efforts of Godrej for the educational, entertaining and exciting crossword Funn Win contest.
Winners of the crossword & fun n win contest with retailing division staff (L-R) Ulhas Tare, Vinayak Pratap, Deepak Goswami

Last word: This innovative concept helped the Store to increase their walk-ins. Ulhas Tare Store Chief, Dombivili

the Chief Guest Deepak Goswami, Regional Head, Western Region,

Its the age of the Cool Kids at Lifespace Stores

Event: Godrej Lifespace recently conducted a talent hunt competition in 25 stores across the country for children between the age group of 5-15. The week-long contest saw a lot of action in all these stores with a hunt for the Coolest Storywriter and Coolest Painter in the city. Proceedings: The activity began with the distribution of attractive leaflets encouraging children to write a short story or do a small painting on the theme of the event which was Cool Zone. The idea behind this theme was to promote the category of appliances in summers. The contest was held in Mumbai, Pune, Ahmedabad, Raipur, Indore, Delhi, Kanpur, Kolkata, Bhubaneshwar, Chennai, Hyderabad, Bangalore, Vizag and Coimbatore and received an excellent response. There were more than 4,000 entries and nearly 2,500 families in the stores on the final awards day. The Awards Day was an exciting and fun filled evening with magicians, cartoon characters and games for the children which the families in the store truly enjoyed. The winners were felicitated with attractive prizes and certificates.
Cool Zone at Godrej Lifespace Store in Chennai and Raipur

Suruchi Trivedi

Scaling heights in Gujarat

Event: On June 27, a press conference was organised by the Retailing Division at our APM Lifespace Store at Ahmedabad. Whats special: It was conducted by Shyam Motwani, Vice President and Business Head, Retailing Division along with Atul Natu, Assistant General Manager and KR Dordi, Regional Head. Various other Function Heads of the Branch were also present at the meet. The conference was covered by about 40 press reporters from various Newspapers and T.V. Channels. Proceedings: Shyam Motwani informed the Press that the Retailing division through its Lifespace Stores caters to home and office furniture, home appliances, locks installed at the Store and briefed them regarding eMall, an online shopping portal through which one can have a look at the entire range of our products and place an order from anywhere in the world to gift a Godrej product to their dear ones in Gujarat. Last word: The response of the press meet was evident the next day with all leading newspapers in English and vernacular languages covering the event with extensive write-ups and photographs on business news pages. The event was also covered on the In Cable news channel. Sarosh D Karkaria. Mumbai Branch

and security products and other home accessories and lifestyle oriented products under one roof at good prices. Encouraged by the market research and seeing the huge growth potential from the state, Godrej Lifespace has dynamic expansion plans to open 5 new Stores in Gujarat namely Ahmedabad, Surat, Vadodra, Rajkot and Kutch and expects 20 crore turnover by 2010 for the Retailing Division in Gujarat. Mr Motwani also introduced to the Press the Virtual Store Kiosk

Locks Division

(l to r) Freddy Tavadia, Pradnya Gangal, Ashok Palande, Cyril Lobo, Anupama Kadwad with Jessie Corderio, BK Rajkumar and Umesh Shah.

As a token of appreciation, BK Rajkumar, Vice President and Business Head, Locks division and Jessie Corderio, Divisional Personnel Head, Locks Division handed over letters of appreciation to the Telecommunications team for facilitating better communication and silently supporting the division behind the scenes.


Safety Department

Building safe foundations

April 12 was celebrated as Safety Department Foundation Day by the Occupational Health and Safety department On April 11, 1990, AK Kulkarni, NK Joish, VD Sathe and Late Mr. Pradhan made a presentation to Mr. JN Godrej and all the Senior Managers on the status of Occupational Health and Safety in the Godrej. An immediate outcome was Mr. Godrej asking all the Divisional Heads to prepare an action plan to reduce accidents by 50% in the next three years. All Divisional Heads expressed their commitment towards safety and a need to have a separate OHS Department was felt. Hence, OHS Department came into existence on April 12, 1990. At Godrej we believe that Awareness is the heart of Safety. A continuous effort is made to create and maintain awareness about safety and involve people at all levels in the organization. For this purpose, Corporate OHS Department has planned to conduct different activities through out the year. One of the activities is the annual celebration of Occupational Health & Safety Department Foundation Day on April 12. A brief function was organised by Corporate OHS Department on April 11 and 12, 2007 to mark this occasion. On April 11, the Foundation Day was celebrated at the corporate level. All the Vice Presidents & Business Heads from various businesses were invited along with for a meaningful engagement. a) 100% PPE Compliance Day - The monitoring responsibility was assigned to Safety Committee Members, b) Hazard Identification Day - Identifying critical hazards, implementing corrective and preventive actions and walk through survey by the Injured Person along with OHS Head to identify existing hazards in the plant. It was also emphasised that all concerned efforts to be suitably recognized after implementation of corrective and preventive action. c) Various contests and prize distribution. d) Presentation to DMC/Safety Council/Works Committee members by OHS Head about the divisions plans for 2006-07 and hat has been achieved so far. This was followed by a cake cutting and prize distribution ceremony. Our efforts to bring in the awareness required for safety at workplace and general safety about various day to day situations will continue with the same dedication. We all believe that Safety is a journey and zero accident is our goal. In this continued journey we require all the participation and support from one and all to make it a grand success. Our sincere thanks to all concerned who have directly or indirectly helped us in making this event successful. RA Bagi

Administering safety pledge on the occasion of OHSE Foundation Day

Personnel and Safety Council Members. The function commenced with administration of the Safety Oath followed by an executive address by Anil Verma, Executive Vice President and Head, Personnel and Administration. He conveyed his best wishes to all and appreciated the efforts put in by the OHS dept on imbibing a safety culture and improving the safety records in the organisation over the years. He also said that the OHS group is a self motivated group and that they have been working hard to achieve this level. He requested the group to put in their dedicated efforts to sustain the existing level. Mr. Verma also was of the opinion that at divisional level also, foundation day should be celebrated. Mr. Verma, the Divisional Heads and Union Representative jointly cut a foundation day cake. On April 12, 2007, the celebration was done at individual divisions throughout the organization. It was decided to uniformly carry out following activities

Personnel & Administration Department

Students visit Godrej Campus

175 students visited Godrej & Boyce Campus on May 24, 2007 as a part the Holiday Programme for Youth organised by the Bombay Parsi Panchayet. The students who took part in the programme were awaiting the Standard X results. A full day visit was organised for them. The programme began with the students arrival at 9 am at Pragati Kendra. The students were welcomed by Rohinton Patel, Divisional Personnel Head, Appliance Division and thereafter served breakfast. After which, a corporate presentation was made by Faarah Dordy from the Training & Development team. The students were educated on the importance of Mangroves by Dr. Maya Mahajan. They were also shown an audiovisual and taken for a Mangrove visit and nature trail. They were served a scrumptious lunch organised by the Canteen, and were taken to the corporate showroom and the shop floors of Locks, SED, MHE, and Interio divisions. The students were

Dr. Maya Mahajan educates the students on the Mangroves in Godrej.

all appreciative of the products displayed at the showroom. Rohinton Patel and Faarah Dordy concluded the visit with a feedback session. Swedal Pinto

Vanamahotsav celebrations across Godrej

Vanamahotsav in Vikhroli
Every year the first week of July is observed as Vanamahotsav, to spread awareness about nature conservation by the Garden & Mangrove Departments. This year, we organised Poetry and Drawing competitions on various environmental themes such as Nature/Forest Conservation, Global warming and Mangroves for students of Udayachal High School (UHS) and Primary School (UPS) on July 2 and 3. There was overwhelming response from the children of both the schools. 86 students from UHS and

Ladies from the Creekside colony participating in the plantation drive

School were the guests of honour.

Dr. Ogale takes a practical session on plant identification for school teachers and the staff of Garden and Mangrove Department

The prize-winning poems were read out aloud by the students and were highly appreciated by the audience. On July 4, a slide show on Tree Identification was presented by Dr. Ogale for UHS students and teachers. The plants including medicinal species were arranged outside the hall, where Dr. Ogale took a practical session on plant identification for school teachers and the staff of Garden and Mangrove Department.

77 from UPS participated in the drawing competition and 35 students from UHS participated in poetry competition. The prize distribution for the winners was held on July 6. Ramesh Bhandarkar, Deputy Manager, Construction Division and Binaifer Chhoga, Principal, Udayachal High

Around 30 ladies from Godrej Creekside and Hillside colonies participated in the plantation programmes in the Creekside Mangrove area and near the Hillside Clubhouse on July 5 and 7 July. The weeklong programs during Vanamahotsava served to spread the message of Nature Conservation among the people of Vikhroli, especially Udayachal School students, G&B employees and residents of Godrej colonies Dr. Maya Mahajan

Tree planting campaign at Godrej Hillside Club

On July 7, 2007, the concluding day of Vanamahotsav, our Garden department in association with the Godrej Hillside Club organised a mass tree planting campaign at the Club premises and the surrounding areas at the Hillside Colony. The members of the Inner Club of ladies and the students of Udayachal Primary School actively participated in the plantation. The involvement of school children may go a long way in creating the much needed awareness among the members of our society at large. The lady members of our Inner Club, by spreading out their commendable activities beyond the precincts of the Club, set a good example for others to emulate. A dedicated Garden department team led by Ms Arati Kishore facilitated the programme. Maroli Dasan Godrej Hillside Club

Udayachal Primary School Children participate in the Tree plantation campaign at the Hillside Club


Security Department

Mohali going green again

Following the tradition, this year too, June 5 was celebrated as World Environment Day at Mohali. Our sprawling campus has over 3,500 full grown trees, with an equal number of small plants & flower beds. So every year, Environment Day is celebrated with great enthusiasm in Mohali. The day began with a plantation drive in the morning. It was initiated by G Yugandar, Vice President, Manufacturing, Appliance Division, who planted the first sapling. Rajeev Gupta and Mr. S.N. Jha also encouraged the initiative. Then the other employees from both the plants and the Chandigarh branch, together planted 30 saplings all over the campus.

Getting organised to manage disaster

On July 26, 2005, Godrej witnessed one of its worst catastrophes in the last hundred years when there was 36 of rainfall in 24 hrs at Vikhroli, Mumbai. The Godrej establishment was badly affected by the monsoon fury leading to a catastrophic situation for all the employees of G&B, their families including the students and staff of Udayachal Schools. All movement by road and rail came to a grinding halt due to the flood like situation and devastation of the infrastructure caused by heavy rains. Realising the need to be prepared to render all possible help in times of natural calamities, Godrej formed a Monsoon Emergency Team (GMET) in 2006, as part of Disaster Management. This team comprised members from E&E, Construction, Safety, Housing, Administration and Security Department. Based on the previous experience of July 26, 2005, a detailed emergency plan was prepared by the team members. To face such calamities, the team had established the control rooms at three different locations i.e. Plant-11 Security/Housing Department, Plant-1 Security control Room at West and Pragati Kendra at East from where the team caould operate. All three points were well equipped with life saving equipments as well as all possible medical aid which can be rendered in such emergencies. All Plant Heads and employees were informed about the overall situation and actions initiated through intranet and e-mail. Facing it up On June 30, 2007, a similar emergency occurred when the factory premises and the area around was submerged due to water logging as a result of incessant rains for four hours. The heavy rains also flooded the area around our schools and the subway whereby the children and the school staff were stranded. The Disaster Management teams of GMET was activated, who successfully evacuated school children including staff to the safety of their homes against all odds. Employees stranded in the company premises were provided with all the assistance including food, shelter and safe return once the water receded. The E&E team successfully cut off power supply to avoid any damages due to short circuits. The entire planning and execution was done by the Disaster Management cell established at security department. The Disaster Management cell is now planning to expand the scope and area of responsibility to include its functioning and to act as a nerve centre for all communication within Godrej and with outside agencies. Col. PB Dalvi

G Yugandar, Vice President - Manufacturing, Mohali, plants a sapling on World Environment Day.

Later in the day, there was a session on Environmental Awareness. This was more of an information sharing exercise with workmen, technical associates and supervisors and was received very well. The visual aids also added to the information given by the EHS Staff. The day ended with a quiz conducted by the EHS staff, where the five participating teams were quizzed on environmental awareness and also on the endeavors of the Management in maintaining a clean and green environment. It was a good learning experience, the fun way. The quiz judged by four senior staff members from the two plants. Trophies were given to the three winning teams by G Yugandar. A general pledge was also taken and it was declared that starting from that very day, we would not encourage the use of disposables that would harm the Environment. Cyrus R Bharucha Refrigerator Assembly Plant. Mohali

Construction Division

In-house development of machines

CMM Section has added one more name in the list of machineries and equipments developed in-house. The machine developed is known as Pneumatic Cement Loading system. This machine is used in the RMC Plant for loading cement into the cement silos. The machine consists of a Compressor blower, a screw, a hopper, and a Control Panel. Cement bags are cut and cement is put into the hopper. When the machine starts the cement from the cement hopper is pushed into the receiver tank with the help of screw driven by an electric motor. At the Specifications Sr.No. 1 2 3 4 5 5 Des.cription. Cement Loading Capacity. Total Conveying Distance. Height of Discharge. Pipe Size Compressor. Motor. bottom of the receiver tank delivery pipe of the blower is fixed. The blower delivers large volume of air to the receiver tank, which pushes the cement into the cement silo. Air cement mixture enters into the silo from the top. Here the cement falls into the silo due to gravity and airflows out through the dust filter. The first machine is installed at Shriprakash Dubey , VV Vijayan, Deepak Panchal, ORU Plant, Vikhroli. After Shivraj Ghone, Manohar Jagtap. successful trials second machine was developed and installed at the Pune are under production for new RMC RMC plant. Two additional machines Plant at Pune and Byculla. The cost incurred in fabrication of this machine was less than half the cost of the similar machine available in the market. DETAILS. 25 Tonnes / hr. (500 bags). 25 meters. 20 meters. 100 NB. Twin Lobe Compressor, Single Stage. 1000m3/hr. 1.0 kg/cm2. 60HP, 1450rpm, 3Ph, 50Hz, TEFC, Sq. Cage, IP-55, 415v-AC. We take this opportunity to congratulate VV Vijayan and his team of workmen for their efforts. We are also thankful to MR Patil of E&E Services, for his support and technical guidance. Congratulations! Team CMMS Construction Division

Godrej Hillside Club

It was vocation time, this summer vacation

A host of activities in the Hillside Club kept children as well as adults engaged, specially during the summer vacations. Childrens Party: The theme party organised for children in April, was a hit. A large number of enthusiastic children came to attend the party in the best party clothes. workshops were received with enthusiasm and the pot decoration workshop saw children at their innovative best. The workshops and classes are not only for children, adults could also choose from Western Dance, Aerobics, Guitar, Yoga, Swimming, Tennis and Badminton classes.

Personality development camp and Swimming coaching camp: Both these The Inner Club, the ladies sessions generated very good wing of the club organises Some of the participants of the workshop 'Earth Shapes' with their response. As a matter of fact, creations. Seated in the middle is trainer Jayshri Sathyanarayan. visits, exhibitions and other the Club had to organise extra constructive and creative sessions due to an increased demand. runners up were awarded the Club activities and the women members are The camp was followed by swimming Presidents certificates. having a great time indeed. competitions for junior and sub- The Badminton camp and Pot junior levels in which the winners and decoration workshop: Both these Maroli Dasan


Trunal Helegaonkar
Son of: B Helegaonkar, Interio Division Achievements: Has won the Gold medal in Yachting at the Youth National Sailing Championship, 2006 at Hawaii Beach in Goa. There were a series of nine races, and he finished first in all the nine races. He was also awarded a crystal plate for winning the first prize in the 420 class race. He was felicitated by the Directorate of Sports Authority of Goa. (SAG) He also won the Navy Day Regatta, 2006 organised by the Navy in Mumbai. He won the 420 Class in which there were 17 boats in all. The chief guest was the flag officer of the Western Naval Command (WNC), where he was awarded a crystal plate.

Dr. Vikas Mundhe

Sketch by: Noel Nadar

Son of: Ankush Mundhe, Appliance Division Achievements: Secured First class in his MBBS final examination from Mumbai University held in February 2007 and is currently doing his Internship at Navi Mumbai Muncipal general hospital, Vashi. In Standard IX, he successfully reached the state level in the National Science project competition. After his HSC, he successfully bagged a 2.5 Lacs higher education scholarship from Rotary club of Mumbai Nariman point. Vikas dreams of opening a hospital in his village near the highway, owing to the increasing number of accidents on highways that result in a loss of several lives.

Sketch by: Noel Nadar

Karishma Chawan

Samidha Chalke
Daughter of: Santosh Chalke, Process Equipment Divn., Column Dept. Student of: Vikas High School, Vikhroli Achievement: Stood 42nd out of 908 students, in the Maharashtra State High School Scholarship Examination 2007, securing 234/ 300. Daughter of: Prashant Chawan, Process Equipment Division Achievement: She was awarded State Level Scholarship in the year 2005-06 under the Sports Talent Scholarship Scheme for school students by the Sports Authority of India for teakwondo training. She has also appeared for Black Belt Exam at the World Teakwondo Association, Chiplun, in Ratnagiri.

Huvakhsh R. Mahuvawala
Age: 10 Son of: Pinaz Mahuvawala, Mumbai Branch Student of: Udayachal Primary School Std. IV

Sketch by: Noel Nadar

Bushra Kazi

Daughter of: Rizwan Kazi, Tooling Division Student of: Udayachal High School

Prathamesh Hinge
Son of: Balasaheb Hinge, IMD Dept. Student of: Zilla Parishad Primary School, Shirwal Achievement: Scored 93.2% in his Standard II exams.

Achievements: Bushra stood 13th in Primary School Scholarship Exam, 2007 and scored 89.33%.

Praseeda & Prajwala Pandit

Tanmay Patil
Son of: Mahendra Patil Student of: Vikas High School Achievements: Tanmay stood 36th in the High School Scholarship Examination, 2007, by securing 80%. He also stood first in the English Elementary Examination conducted by Tilak Maharashtra Vidyapeeth.

Daughters of: Chetna and SG Pandit, PCS Division. Students of: Air Force School, Bangalore. Achievement: Both Praseeda and Prajwala scored above 95% in the Standard X, CBSE board exams. Praseeda scored 97.2% and Prajwala scored 96%.

Neeraj Chavan
Son of: Milind Chavan Student of: Vikas High School Achievements: Neeraj scored 70.67% and stood 64 th in the High School Scholarship Examination, 2007. He also stood tenth in the Primary Scholarship Exam held in 2004 and scored 280/ 300. He has also been felicitated by the Shramik Sangha.


Mother Earths Saviour
Eons ago fought the land and sea, On earth for you there is no room Said the sea Admit defeat, or soon, youll meet your doom Help Lord! Help! Cried the land Save me from the oceans ambush said the soil and said the sand Replied God, Ill do what I can He send someone Special to calm the oceans behaviour, He sent the Mangroves Mother earths saviour. Landed the mangroves, from heaven onto land; To prevent the big fight, Formed a green barrier in sand Attacked the tides in a grumpy rage But broke and had a mighty fall Laughed the strong mangrove, and said My dear friend, is that all? From that day on till today, The mangroves acted like a wall. Kept the seas at arms reach, And saved the lives of one and all. Time flew before anyone knew, And the seas accepted their folly. All turned back to normal, And one and all were jolly Mangroves sheltered the birds and beasts, Gave them food and water. For our eyes they are such feasts. Being a home to crabs and others. Tigers, flamingoes, storks and cranes, All these are residents of mangroves, Trees tall, short and thin, Form a splendid treasure trove. Not only do they keep us cool, They also bring rainA drink that soothes the scratchy throat That relives us from our strain Man fells, Man kills, Which he isnt supposed to do, He has to protect the mangroves, Like from the seas, to us they do. Its not too late To know our fault Let mangroves live Bring destruction to halt Preserve Mangroves, Mother earths saviour, Live and let live, And make the world greener and happier. - Mukund Joshi VIII Eng D.


Avicennia marina (Grey mangrove)

Pic: Dr. Maya Mahajan

This is the most common mangrove tree along the west coast of Maharashtra and is capable of growing in conditions such as high salinity and polluted waters which are highly unfavourable for other plants. Under favourable conditions, it grows to be a medium sized tree. Around Mumbai they remain stunted trees. The leaves of this tree are oval with a pointed tip and are shiny green above and pale silvery grey below. The bark of this tree also is greyish, hence the common name grey mangrove. The leaves of this tree have special type of glands (salt glands) to excrete excess salt. Flowers are small, yellowish to orange in colour.

Propagules (fruits) are small, pale green and almond-shaped. Large spreading roots (Cable roots) of this tree give rise to upwardly growing roots into the air known as Pneumatophores (breathing roots). This is a favourite alternate host plant of the caterpillar of a moth Hyblaea puera. Timber of this tree is used as fuel wood, fruits for pickle and stem extracts for the treatment of Rheumatism, small pox and ulcers.

Dr. Maya Mahajan

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