Article: #14 Godrej Consumer Products: Signature of Transparency

Employee Engagement

#14 Godrej Consumer Products: Signature of Transparency

Commitment to deliver innovation and excellence are the key driving factors of the company

The success of GCPL as a great workplace can be attributed to its commitment to deliver innovation and excellence


Strong communication and an extensive and innovative use of technology play a key role in enabling our processes



Part of the Godrej Group, Godrej Consumer Products Ltd. (GCPL) represents the same values of trust, integrity and quality as exhibited by the Godrej Group. Says A. Mahendran, MD, GCPL, “Godrej is one of the few over century-old brands, which provide a sustained genuine consumer offering. Home to a legacy which is continuously learning and relishing being young again, we enjoy the patronage and trust of over 470 million Indians every single day – our signature consumer centricity, which draws from this wide pool of experience, defines who we are.”

The success of GCPL as a great workplace can be attributed to its commitment to deliver innovation and excellence. Ranked #14 in the Great Place to Work® Institute’s Study and #1 in the Industry Category of the FMCG sector, the company considers its employees as an asset and strives for continuous learning and improvement.

The fast moving consumer goods industry is a highly competitive and rapidly changing field in India; the FMCG sector is flooded with choices, yet GCPL has managed to keep ahead of others. The stress is on employee empowerment and multi skilling to encourage a variety in roles played by its people. GCPL believes in listening to its employees and is open to suggestions given by them. Explains Sumit Mitra, Executive Vice President, Human Resources, Godrej Industries, “The open culture at GCPL, driven by ‘Bedhadak Bolo’ (our speak-out campaign) encourages opinion sharing while also creating a platform for people to interact with leaders to see how suggestions get translated into action. Initiatives are designed to hone this – from the interactive intranet, Godrejite; a strong Whistle Blower Policy; the ‘Hotmail to Chairman’ initiative and the popular Open House Sessions across the country where people are encouraged to pool in ideas and work together on solutions. The revamped office spaces are also to aid freer communication and accessibility among employees. Employee input for policy and strategy is taken through the Internal Customer Satisfaction Survey, Employee Perception Survey and 360 degree feedback. Voice of the Employee is the process whereby HR gets in touch with every employee of the organisation at least once a year. This process provides an opportunity to all employees to express their issues and concerns directly to HR. Most importantly, feedback collated from any source, is pooled and then worked upon with definite action plans.” The company also has a strong performance linked bonus system and has even extended employee stock options at all levels of management. We address a few questions to A. Mahendran and Sumit Mitra.

What are the top three reasons for Godrej to be a great workplace?
A. Mahendran: 113 years down the line, we are at a point in Godrej’s history when our amazing past is meeting its spectacular future head on and the mix of the old and the new makes working here incredibly challenging. Our value and performance driven culture define who we are. This, clubbed with our signature focus on transparency and an encouraging, open working style with professional entrepreneurship, makes Godrej a great workplace.

Apart from the regular R&R activities, do you have any special offers or awards which are tenure based?
Sumit Mitra: We have special Long Service Awards, which are based on tenure. Employees who have completed 5, 10, 15 and 25 years in the organisation are awarded in appreciation for their service to the company at annual ceremonies, hosted by the Chairman and Managing Director.

Godrej being a widespread organization, how do you maintain smooth execution of people management practices?
A. Mahendran: As we grow into an emerging market, our focus is on streamlining people management practices. Our common value system is at the helm of this drive. Strong communication and an extensive and innovative use of technology play a key role in enabling our processes.

Godrej Accelerated Learning, Leadership and Orientation Programme (GALLOP), is a special programme designed for new employees, can you mention its key features?
Sumit Mitra: GALLOP is a 10-month long programme, which enables graduates from premier B-Schools to make the transition to the work environment at GCPL. This structured programme comprises an overview of all the group businesses, the companies’ rural and urban market operations, participation in critical projects, inputs on team working through an out-bound experience session and an international stint to understand our overseas operations, followed by cross-functional stints in the business in which they would eventually be absorbed. The feedback received from the participants at the end of the programme forms the basis for the design of next year’s programme.

(In the original article published in August 2010, A. Mahendran, MD, GCPL was wrongly referred to as K. Mahendran, MD, GCPL, and designation of Sumit Mitra, Executive Vice President, Human Resources, Godrej Industries was written as Executive Vice President, GCPL. The error is regretted.) 

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Topics: Employee Engagement, Culture, #BestPractices

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