In an era where global manufacturing dynamics are shifting, the story of Godrej stands as a testament to the power of indigenous innovation and the spirit of self-reliance. Founded in 1897 by the visionary Parsi brothers Ardeshir and Pirojsha Godrej, the company began its journey with a modest lock manufacturing unit in Mumbai. Over the past 127 years, Godrej has evolved into one of India’s premier multinational conglomerates, encompassing a diverse range of sectors, including consumer goods, real estate, industrial engineering, and aerospace. Today, under the leadership of Anil G Verma, Executive Director & CEO, Godrej & Boyce, Part of Godrej Enterprises Group, the company is not just a participant in the “Make in India” initiative but a pioneer, committed to transforming India’s manufacturing landscape.
Godrej’s success story is deeply interwoven with India’s economic and social evolution narrative. The company initially gained recognition for its innovative products, such as the world’s first springless lock and its contributions to the Swadeshi movement through the production of vegetarian soaps, which were endorsed by luminaries like Rabindranath Tagore and Annie Besant. These early innovations provided practical solutions and instilled a sense of national pride during a time when India was grappling with colonial rule.
Godrej’s influence extends far beyond its product line. The company has played a pivotal role in nation-building, contributing to significant national projects that have shaped India’s history. From manufacturing ballot boxes for India’s first elections to developing components for the Indian Space Research Organisation (ISRO), Godrej’s products have become symbols of trust and quality, deeply embedded in the daily lives of millions of Indians. This legacy of contribution to the nation’s growth is something that every Indian can take pride in.
Godrej’s commitment to sustainability is not just a part of its rich historical context, but a defining feature of its present and future. The company’s dedication to eco-friendly practices, such as energy-efficient appliances and innovative agricultural practices, aligns seamlessly with global trends toward sustainability. This strategic focus not only enhances the brand’s reputation but also serves to inspire a growing base of environmentally conscious consumers, showing them that a greener future for India is not just a dream, but a tangible goal.
With Anil Verma at the helm amid a rapidly changing global landscape, Goderj & Boyce is aiming to leverage its rich legacy of innovation to drive sustainable growth and reinforce the commitment to ‘Make in India’. The organization has always prioritized local manufacturing, focusing on reducing dependency on imports and fostering a culture of self-reliance. This strategy is particularly pertinent in today’s context, where geopolitical tensions and supply chain disruptions have highlighted the vulnerabilities of globalized manufacturing. The company’s strategy is not merely about scaling operations but also about creating value through local partnerships and addressing the unique needs of diverse markets.
The conversation with Anil Verma sheds light on the company’s future direction, exploring how Godrej & Boyce plans to navigate the complexities of modern manufacturing while upholding its long-standing principles of quality and integrity. As the CEO, Verma is poised to lead the organisation into its next chapter, which balances innovation with tradition and global ambitions with local commitments.
In this conversation, we will delve into Verma’s insights on the challenges and opportunities facing the manufacturing sector in India today, the role of technology in shaping the future of production, and Godrej & Boyce’s vision for contributing to a self-reliant India. His perspective will illuminate the path ahead for trends that will redefine the manufacturing landscape in India and beyond.
As we embark on this dialogue with Verma, we invite readers to explore Godrej & Boyce’s remarkable journey—a journey that began with a simple lock but has evolved into a multifaceted enterprise that continues to shape the future of Indian manufacturing and contribute to the nation’s growth story.
India’s manufacturing sector has come a long way since 1947. In your view, what have been the key milestones that have defined this journey?
India’s manufacturing sector has evolved significantly since 1947, marked by distinct phases of transformation and driven by key milestone events that have propelled India towards self-sufficiency and innovation. Godrej & Boyce, a part of Godrej Enterprises Group, has been at the forefront of this journey, making indigenous manufacturing possible well before India’s independence, driven by the philosophy of ‘self-reliance’ that our founder, Ardeshir Godrej, lived by.
A. The pre-independence era: pioneering local manufacturing
Godrej’s manufacturing story began as early as 1897, when the British government discouraged indigenous production, and goods “Made in UK” were perceived as superior. Despite these challenges, we introduced India’s first springless lock, establishing a local manufacturing legacy that would grow to include innovations such as India’s first typewriter and ballot boxes for the country’s first elections. These initiatives laid the foundation for our Purpose – To Pioneer Progress for Generations, demonstrating our commitment to unlocking value for our customers through innovative, homegrown solutions.
B. The post-independence phase: building the nation’s infrastructure
The second phase of Indian manufacturing occurred in the decades following Independence, as the government invested in industries critical to India’s growth, such as steel, power, roads, bridges, and infrastructure. During this period, we focused on maximizing efficiency in manufacturing and pushing ourselves to design and produce goods previously unavailable in India. We played a pivotal role in supporting the nation’s infrastructural ambitions, taking on challenges to manufacture products aligned with India’s growth needs and furthering its vision of progress through self-reliance.
C. The post-liberalization phase: expansion and innovation in a globalized market
In 1991, Godrej & Boyce seized the opportunity to innovate and grow as India opened to global markets. Expanding product lines, we prioritised customer insights to develop high-quality offerings across consumer goods, home security, and furniture sectors. R&D investments introduced advanced manufacturing technologies, while modern management practices such as Total Quality Management and Lean Manufacturing ensured our global competitiveness. These initiatives bolstered our domestic presence and facilitated international market entry, making Godrej & Boyce a leader in India’s manufacturing evolution by focusing on excellence and strategic expansion.
D. The modern era: digital transformation and the push for global competitiveness
India’s manufacturing landscape is transforming, driven by Industry 4.0 technologies such as AI, IoT, and automation, reshaping sectors from automotive to defence. The ‘Make in India’ initiative has catalysed foreign direct investment, positioning India as a global manufacturing hub and pressing the industry to adopt digitalisation for global competitiveness. Embracing this shift, we’ve invested in smart manufacturing to enhance productivity and resource efficiency. Over our 127-year legacy, we’ve evolved alongside India’s growth, innovating resilient solutions, building a robust supply chain, and aligning with digital transformation to drive sustainable progress and support the nation’s aspirations.
Could you highlight some of the most significant innovations or product developments by Godrej that have had a lasting impact on the industry?
• Godrej Locks (since 1897): One of our earliest and most transformative innovations was the production of the first Indian-made lock. This not only set new standards for security but also established us as a trusted name in Indian households. Today, we continue to innovate in locking solutions with advanced digital locks, combining traditional security with modern technology.
• Godrej Safes (1902): With our experience in locking systems, a foray into safes was a natural extension of our capabilities. Our safes soon became a symbol of trust and security across India. They evolved over decades to offer state-of-the-art security solutions, providing durable and reliable storage for valuables in homes, banks, and institutions in India and globally.
• 1951: We played a pivotal role in the first General Elections of India. In just 4 months, we delivered 12.83 lakh ballot boxes.
• India’s First Indigenous Typewriter (1955): We revolutionized India’s office landscape by developing the first indigenous typewriter. Besides helping women enter the workforce (a key driver of urban social development in India), this product helped make office equipment more affordable and accessible to Indian businesses, reflecting the company’s commitment to fostering self-reliance in the post-independence era.
• Refrigerators and Appliances (1958): Godrej & Boyce introduced India’s first all-steel refrigerator in 1958, a product synonymous with reliability and innovation in the consumer durables. Over the years, the company has continued to develop energy-efficient and eco-friendly home appliances that resonate with Indian consumers aspiring for a modern lifestyle.
• In 1972, we conceptualised and hosted the Indian Machine Tools Exhibition (IMTEX) that attracted visitors from all over the world where they witnessed the manufacturing prowess of the Indian industry, thus changing the Western world’s perception of what Indian manufacturing was capable of.
• In 1987, we manufactured certified safes with respect to burglary resistance and fire resistance.
• In 1987, we also introduced a pathbreaking range of refrigerators that came with superior polyurethane foam (PUF) that replaced the erstwhile glass-wool insulation and offered better cooling while saving money and offering more utilisable space for similar external dimensions.
• 1985: We partnered with ISRO for the nation’s Space Program and have manufactured precision-engineered satellite launch engines and thrusters since 1993. Over the years, our ongoing contribution to the Indian space program is a testament to our prowess in advanced engineering and precision manufacturing.
• In the early 1990s, we made significant investments in our process equipment manufacturing capability to export heat exchangers and fractionating columns to refineries, fertilizer plants, and chemical plants. This made India a sourcing destination for global EPC players.
• Green Manufacturing and Sustainability Initiatives (2000s): We have been a pioneer in sustainable manufacturing, with the introduction of green products such as CFC-free refrigerators and energy-efficient appliances. Our commitment to sustainability extends to our manufacturing processes as well with the company operating carbon-neutral facilities and embracing renewable energy even before the concepts of energy ratings and sustainability were introduced in India.
• Innovations in Industrial Solutions: We have also made a significant impact in strategic sectors such as aerospace.
How has the company blended its traditional values with modern technology to stay relevant and at the forefront of innovation?
We have successfully embraced the technology of the times, creating a unique approach that has allowed the company to stay relevant and lead in innovation while staying true to our timeless Values of Integrity, Trust, Respect, Customer Centricity, Entrepreneurship and Environmental Stewardship. Here are some proof points:
• Commitment to quality and trust: Since our inception, we have been synonymous with quality, reliability, and trust—principles that have been cherished and refined over time. We remain committed to these principles even as we embrace modern technologies like artificial intelligence (AI), IoT, and automation. This fusion ensures that while we adopt cutting-edge tools, our products and services maintain the high standards that customers have come to expect over generations.
• Embracing digital transformation: Our approach to technology is deeply rooted in our belief in continuous improvement. Through organisation-wide initiatives like Denizens and DigiNxt, we have upskilled our workforce and integrated advanced technologies across our businesses. We have also implemented Industry 4.0 solutions, such as smart manufacturing and predictive maintenance.
• Sustainability: Our commitment to sustainability is a powerful example of how our Value of Environmental Stewardship can harmonize with modern technological advancements. Guided by our ‘Good & Green’ philosophy, we lead the manufacturing of energy-efficient products, reducing carbon emissions and incorporating green manufacturing processes. Our focus on sustainability reflects a deep respect for the environment and positions the company at the forefront of the global shift toward responsible production and consumption.
• Innovation: Throughout our history, we have pursued innovation with a clear objective — to enrich the lives of customers and contribute to nation-building. Whether we are pioneering smart locks, developing CFC-free refrigerators, or delivering mission-critical systems for the Indian space program, our innovations are always rooted in improving lives of Indian consumers and unlocking new kinds of value for Indian businesses.
How is Godrej integrating sustainability into its manufacturing processes and product development?
Throughout our history, we have pursued innovation with a clear objective — to enrich customers’ lives and contribute to nation-building. Whether we are pioneering smart locks, developing CFC-free refrigerators, or delivering mission-critical systems for the Indian space program, our innovations are always rooted in improving the lives of Indian consumers and unlocking new kinds of value for Indian businesses.
Good and green products
Our Good and Green products reflect our commitment to sustainability and social impact. Green products deliver eco-friendly solutions that meet consumer needs while reducing environmental footprints. Good products target social issues like health, sanitation, and disease prevention, especially for underserved populations. Our range includes energy-saving appliances, recycled concrete blocks, school desks for rural areas, and vaccine refrigerators. We follow design-for-environment principles, conduct lifecycle assessments, and seek top certifications like BEE and Greenpro. Currently, 37% of our revenue comes from 550+ certified green products, which promote responsible consumption and a healthier planet.
Greener India
At our manufacturing plants, we have as relentless a focus on environmental sustainability as we have on productivity. We have set our long-term 2032 goals on critical sustainability and are diligently working towards them. Our strategy to achieve our sustainability goals includes initiatives ranging from energy efficiency, water conservation, waste management and greenhouse gas reduction to promoting certified green buildings, factories and products.
• Energy & emissions
We have a long-standing goal of making our businesses carbon neutral and energy efficient. The company’s energy sustainability strategy is focused on three broad tracks:
o Reduce specific energy consumption
o Improve the share of renewable power in total energy consumption
o Transition to Low Carbon Technologies
• Water conservation: Water conservation is a critical aspect of our sustainability strategy. We have invested in water-efficient technologies and rainwater harvesting systems to reduce our freshwater consumption. Additionally, we have implemented zero liquid discharge systems in some of our facilities to recycle and reuse water, further minimizing the environmental impact.
• Circular economy initiatives: We have embedded circular economy principles into our manufacturing and product design processes. This includes using recycled materials, minimizing waste during production, and developing products that can be recycled or refurbished at the end of their life cycle. We have also set ambitious goals to reduce waste-to-landfill and increase our products’ use of recycled materials.
• Green building practices: We have been an early advocate of green buildings, with many of our manufacturing units and corporate offices achieving LEED (Leadership in Energy and Environmental Design) certification. These facilities are designed to reduce water usage, energy consumption, and waste generation, making them more environmentally friendly.
• Beyond sourcing: We work with our suppliers to promote sustainability across the value chain. The company encourages suppliers to adopt eco-friendly practices, reduce carbon emissions, and improve resource efficiency. By fostering a culture of sustainability beyond operations, we ensure that our entire supply chain contributes to our green vision.
Community development
We at Godrej & Boyce work with the philosophy of ‘shared value’. This involves linking business success with social progress. This overarching philosophy is ingrained in our two main CSR programmes: Godrej Disha, the employability initiative, and community development – with a focus on building sustainable communities around our manufacturing plants. Our integrated approach towards sustainable community development is built on four pillars:
• Education: Improving the infrastructure in government schools, enhancing the quality of education and reducing drop-out rates, and ensuring all children between 3-6 years are enrolled in anganwadis.
• Environment: Organising awareness initiatives and workshops on energy, water and biodiversity, integrated watershed development, facilitating need-based community drinking water projects, wastewater recycling and enhancing biodiversity through afforestation.
• Health and sanitation: Conducting regular health camps for women, ensuring 100% immunisation, improving infrastructure in primary health centres, reducing waterborne diseases from polluted potable water and development of community-based solid waste management systems.
• Livelihood: Setting up of Disha centres to provide skill training for youngsters. Self Help Groups (SHG) that focus on women have been formed, and assistance has been provided to set up agriculture and non-agriculture-based businesses.
In keeping with our vision of purpose-led growth and the need for businesses to be socially responsible, we have always promoted long-term initiatives in the areas of rural development, waste management, women’s empowerment, education, basic healthcare, and livelihood generation, to name a few. Our programmes aim to make a real difference in the lives of the disadvantaged, equipping them to help themselves lead better lives.
How does Godrej’s vision and strategy align with the national goal of ‘Viksit Bharat’?
Viksit Bharat envisions India as a developed nation by 2047, with strides in health, education, and income. Contributing to this vision means fostering prosperity through job creation and economic growth. Manufacturing, especially at G&B, plays a key role in achieving this goal, as it boosts employment, builds supply ecosystems, and integrates India into global supply chains. As a pioneer of ‘Make in India,’ G&B champions local production across sectors like consumer durables and precision engineering, reinforcing India’s self-reliance and global competitiveness through domestic value creation and workforce empowerment.
With increasing global competition, what do you see as the key challenges for India’s manufacturing sector in the coming decade?
India’s manufacturing sector holds immense potential for growth. But with increasing global competition, there are several key challenges that the industry must address to maintain its competitive edge in the coming decade. These challenges include:
- Technological upgradation and innovation: As Industry 4.0 reshapes global manufacturing, Indian manufacturers face the challenge of integrating advanced technologies like AI, automation, robotics, and IoT. While some sectors lead in innovation, widespread technological upgrades are still limited. To remain competitive, accelerating digital transformation, boosting R&D investments, and fostering an innovation-driven culture are essential.
- Supply chain resilience: As global competition intensifies, there is a need to reduce reliance on a few geographies for critical inputs and materials. Strengthening local supplier ecosystems and embracing digital tools for supply chain management will be essential for building agility and reducing risks in future disruptions.
- Sustainability and environmental regulations: Indian manufacturers are increasingly urged to embrace sustainable practices as global focus on carbon reduction intensifies. The challenge is balancing growth with responsible production to minimise environmental impact. Prioritising energy efficiency, renewable energy, and waste reduction can help manufacturers meet international standards while staying cost-competitive.
- Cost competitiveness: India’s manufacturing sector benefits from a large workforce and lower labour costs but faces fierce competition from countries like China and Vietnam. Rising input costs—including raw materials, logistics, and environmental compliance—threaten profit margins. To stay competitive, Indian manufacturers must streamline operations, embrace lean practices, and utilise technology to boost productivity and control expenses.
- Regulatory and policy environment: Despite governmental efforts to streamline regulations, manufacturers in India face ongoing challenges with compliance, taxation, and complex policies. Achieving policy stability, regulatory simplification, and enhancing business ease are essential to attract foreign investments and support domestic manufacturing growth.
- Global trade uncertainty and geopolitical risks: The global manufacturing landscape is increasingly influenced by trade policies, tariffs, and geopolitical dynamics. Indian manufacturers must navigate these complexities, balancing trade risks with opportunities in new markets. Remaining agile and adaptable to shifting trade dynamics and supply chain changes is essential for success.
What are the emerging trends in manufacturing that you believe will shape the future of the industry?
The manufacturing industry is undergoing a significant transformation driven by technological advancements, shifting consumer expectations, and a growing focus on sustainability. Several emerging trends are set to shape the future of manufacturing, creating opportunities for innovation, efficiency, and resilience.
- Sustainability and circular economy: As environmental issues grow more critical, manufacturers are increasingly embracing sustainable practices, including reducing carbon emissions, minimizing waste, and enhancing energy efficiency. The trend towards a circular economy, with a focus on reusing and recycling products, is becoming more widespread as companies develop greener products and adopt eco-friendly manufacturing methods.
- Personalization and mass customization: Consumer demand for personalised products is rising, prompting manufacturers to increase customization options. Technological advancements in 3D printing and flexible manufacturing systems facilitate large-scale production of tailored products, enhancing brand loyalty while ensuring efficiency and inventory control.
- Advanced materials and additive manufacturing: The emergence of new materials like lightweight composites, nanomaterials, and bio-based options is revolutionising manufacturing. These materials enhance performance, energy efficiency, and sustainability. Additionally, additive manufacturing (3D printing) is gaining popularity for producing complex parts while minimising waste and reducing costs.
How does Godrej plan to capitalise on these trends and continue its legacy of innovation?
We are strategically positioning ourselves to capitalize on emerging trends in manufacturing while continuing our legacy of innovation.
- Strengthening supply chain resilience: We are committed to strengthening our supply chain resilience by diversifying our sourcing strategies and utilising digital tools for improved visibility and agility. By implementing technologies like blockchain and AI-driven demand forecasting, we can effectively anticipate and mitigate disruptions, ensuring we meet customer demands, even in uncertain times.
- Data-driven decision making: We are committed to harnessing the power of data analytics to drive informed decision-making across our operations. By investing in advanced analytics and machine learning, we can derive insights from real-time data, enabling us to optimize processes, improve product quality, and enhance customer engagement.
- Enhancing customer experience: Customers now have access to the best that the world has to offer, and this shapes their expectations from brands, whether Indian or otherwise. By leveraging digital channels and analytics, we aim to understand customer needs and preferences better enabling us to provide personalized solutions and seamless service.
- Promoting a culture of innovation: We have fostered a culture that encourages innovation at all levels of the organization. Through initiatives such as SPRINT 2.0 we promote creative thinking, experimentation, and cross-functional collaboration and encourage our employees to contribute ideas that can drive the company forward.
Could you elaborate on how Godrej’s initiatives in education, sustainability, and community development have created a broader societal impact?
- Skill development programs: We have launched several vocational training and skill development initiatives to equip youth with market-relevant skills, bridging the skills gap for better employment opportunities and economic contribution. Since 2011, Godrej Disha has trained over 1.8 million youth across 32 trades in four sectors. Since 2021, we have introduced digital skills courses in niche areas such as Robotics, Automation, Analytics, IoT, and Digital Marketing.
- Partnerships with educational institutions: We collaborate with schools, colleges, and universities to enhance quality education, especially in STEM fields. By offering resources, scholarships, and mentorship, we aim to nurture future leaders and innovators. To date, we have supported 46 schools, positively impacting over 7,500 students.
- Waste reduction and circular economy: Sustainability is central to our operations and values. We implement waste management and recycling initiatives to foster a circular economy. By minimising waste and reusing materials, we reduce our environmental impact and promote responsible consumption among consumers and businesses alike.
How is Godrej preparing itself to address these challenges and maintain its leadership in the sector?
Our strategy is built on forward-thinking approaches that align with global trends while staying true to our legacy of contributing to nation-building.
- Embracing technological advancements: We have invested in advanced technologies like artificial intelligence, robotics, automation, and the Internet of Things. These innovations are modernising our manufacturing processes, enhancing efficiency, precision, and scalability. By adopting Industry 4.0 and smart manufacturing, we aim to boost productivity and enhance our global competitiveness in a tech-driven landscape.
- Focus on innovation and R&D: We foster a robust culture of innovation supported by substantial investments in research and development. By focusing on evolving market demands and aligning with global sustainability standards, we drive product innovation in energy-efficient appliances, eco-friendly solutions, and advanced engineering for critical sectors like aerospace and defence.
- Skilling and upskilling the workforce: Acknowledging the need for a future-ready workforce, we are investing in employee learning and development. Initiatives like Denizens and DigiNxt focus on upskilling in digital technologies, AI, and advanced manufacturing. By promoting a learning culture, we equip our employees with essential skills to thrive in an evolving industrial landscape and address the talent gap.
- Commitment to sustainability: Sustainability is fundamental to our strategy. We aim to reduce our carbon footprint, improve energy efficiency, and embrace renewable energy in our operations. Through our ‘Good & Green’ initiative, we emphasise circular economy principles, waste reduction, and eco-friendly product development, enhancing our competitive advantage in a green-conscious market while meeting stringent global environmental standards.
- Enhancing supply chain resilience: We are enhancing our supply chain by diversifying suppliers, increasing local sourcing, and using digital tools for real-time management. These strategies improve agility and mitigate risks from global disruptions, ensuring consistent production and market responsiveness. This resilient supply chain better positions us to navigate uncertainties in global trade and geopolitics.
- Driving operational excellence and cost competitiveness: To ensure cost competitiveness, we are continually refining our operations through lean manufacturing and process enhancements. Implementing digital platforms for energy management, production monitoring, and predictive maintenance optimises resource use and reduces downtime. This operational efficiency allows us to control costs, boost productivity, and remain competitive in domestic and global markets.
