S US TAI NABI LI TY R EPORT 2 0 2 1 - 2 0 2 2
BRITANNIA INDUSTRIES LIMITED | A WADIA ENTERPRISE
Responsible Goodness
SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Contents
Letter from Chairman and MD�������������������������������������������������������������������������������� 04
Resources����������������������������������������������������������������������������������������������������������������� 20
Britannia is a Plastic Waste Neutral Company�������������������������������������������������������� 06
Renewable energy������������������������������������������������������������������������������������������������� 21
About Us������������������������������������������������������������������������������������������������������������������ 08
Fuel and Energy Efficiency������������������������������������������������������������������������������������ 22
About the Report����������������������������������������������������������������������������������������������������� 09
GHG Emissions������������������������������������������������������������������������������������������������������ 25
Stakeholder Engagement & Materiality������������������������������������������������������������������ 10
Our Sustainability Strategy�������������������������������������������������������������������������������������� 12
Water��������������������������������������������������������������������������������������������������������������������� 26
Sustainable Packaging������������������������������������������������������������������������������������������� 29
Governance�������������������������������������������������������������������������������������������������������������� 14
Sustainable Sourcing��������������������������������������������������������������������������������������������� 30
Governance of Sustainability��������������������������������������������������������������������������������� 15
Waste Management���������������������������������������������������������������������������������������������� 35
Disclosure�������������������������������������������������������������������������������������������������������������� 15
Product Safety & Quality��������������������������������������������������������������������������������������� 16
Leadership Development�������������������������������������������������������������������������������������� 16
People���������������������������������������������������������������������������������������������������������������������� 37
Health, Safety & Wellbeing������������������������������������������������������������������������������������ 38
Ethical Labelling, Marketing and Influence������������������������������������������������������������ 16
Employment practices and engagement��������������������������������������������������������������� 40
Data Security and Privacy�������������������������������������������������������������������������������������� 16
Learning and Development����������������������������������������������������������������������������������� 43
Diversity and Inclusion�������������������������������������������������������������������������������������������44
Growth��������������������������������������������������������������������������������������������������������������������� 17
Freedom of Association & Human Rights�������������������������������������������������������������� 47
Economic performance����������������������������������������������������������������������������������������� 17
Community Nutrition��������������������������������������������������������������������������������������������� 47
Being a customer centric and trusted Brand��������������������������������������������������������� 18
Healthy Product Portfolio�������������������������������������������������������������������������������������� 18
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GRI Index������������������������������������������������������������������������������������������������������������������ 49
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SUSTAINABILITY REPORT | 2021-22
Letter from
Chairman and MD
We are proud to announce that
we have achieved plastic-waste
neutrality this year
Dear Stakeholders,
With climate change becoming an Across
increasingly relevant topic around the world,
leaders of countries, as well as industries, are
pushing the agenda to identify sustainable
solutions to achieve a carbon negative
future. The recent COP26 held at Glasgow
was a testament to global leaders uniting for
coordinated action against climate change.
Throughout our long existence, we, at Britannia
have believed that sustainability across our
business ecosystem is the key to ensuring
a safe environment while giving the highest
regard to human rights.
Our sustainability strategy which embodies
the vision of being a Responsible Global Total
Foods Company is in the hearts of all our
stakeholders and we pursue this by setting
benchmarks in all areas of our operations.
This financial year, the markets faced immense
trials yet again due to the second wave of
COVID-19 and the start of Russia’s invasion of
Ukraine; but we were able to weather the storm
by relying on our sound strategy. Accounting
for the tremendous progress we made in
sustainability despite these challenging times,
we would like to present the second edition of
Britannia’s Sustainability Report and invite you
to read through it and share your feedback and
opinions with us.
Our efforts to create a sustainable working
environment have allowed us to achieve many
of our environmental targets while further
promoting diversity and well-being within our
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organisation. Our sustainability strategy,
which we unveiled last year, has 4 core pillars,
supported by 8 levers and further split into 26
programs. These programs have been assigned
annual targets and Key Performance Indicators
(KPIs) to evaluate our progress as we put the
strategy into action.
Adoption of renewable energy and increasing
energy efficiency are major priorities to reduce
our Scope 1 and 2 emissions. As of this year, we
have incorporated 30% renewable energy into
our power mix. These initiatives have helped us
reduce our energy intensity by over 15% within
2 years. To reduce our Scope 3 emissions, we
have converted 20 downstream transportation
trucks from diesel to CNG, while also increasing
utilization of the trucks. Water is essential in our
manufacturing processes and knowing the fact
that large parts of India are in water-stressed
conditions, we have implemented programs to
reduce our water intensity. Through our efforts,
42% of total water withdrawn is recycled and
our specific water consumption has reduced by
35.2% over the baseline of 2019-20. Through
our R&D efforts, we are progressing towards
reducing our plastic usage as well. We are
proud to announce that we have achieved
plastic neutrality this year. This year, we have
formulated our sustainable sourcing policy and
procurement practices by incorporating ESG
aspects in our vendor code of conduct and
supplier assessment. Continuing our practice of
sourcing most of our materials locally; 85% of
our procurement budget was spent within the
country.
Being a responsible food company, we ensure
the highest ethical standards while dealing
with our internal and external stakeholders.
Empowering women is a criterion where
we have progressed significantly to achieve
our diversity and inclusivity goals. Our HR
team has undertaken incredible efforts to
spread awareness across villages on women
empowerment and its benefits to improving
the living index and boosting the local/village
economy. Our factory near Guwahati has
achieved 84% casual female workers in the
direct production process ( incl. NAPS), with a
total of 60% in overall factory operations.
improve the nutritional status of children,
adolescents and women. This programme has
benefitted more than 1,15,000 members of the
underprivileged sections of society.
We have continued to build a healthy product
portfolio.. In line with this, we have achieved
4.67% sugar reduction and 3.9% sodium
reduction in Good Day Cashew Almond, thus
creating value for our consumers. We aspire
to achieve an 8% reduction in sugar and a
6% reduction in sodium in our products by FY
2023 – 24. To create value for the communities
in which we operate, we have initiated various
programs such as the Dairy Farmer Welfare
program, which includes advisory to farmers
that enables them to produce high-quality
milk in a clean and hygienic environment at
significantly reduced costs. We also conducted
a Malnutrition Reduction programme to
As we tread towards becoming one of the most
sustainable companies in the food industry in
our country, Britannia stands committed, as
always, to creating enduring and sustained
value for all its stakeholders. With gratitude, we
would like to acknowledge all our stakeholders
and the readers of this report for believing in us
and supporting us to shape a secure future for
businesses, the environment and societies.
These efforts have enabled us to gain the
trust of all our stakeholders and we have been
rated as one of the best employers in the
food industry. We have been awarded Top 15
Best Employer in India by Kincentric, India’s
Top FMCG supply chain company by Alden
Global Advisor and 12th most desirable FMCG
company 2021 by D2C Campus Employer
Branding Report.
Best regards,
Nusli N Wadia
Chairman
Varun Berry
Managing Director
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SUSTAINABILITY REPORT | 2021-22
Britannia is a Plastic-waste
Neutral Company !
SUSTAINABILITY REPORT | 2021-22
This is as per the Sustainability Strategy formulated by Britannia, to transition to a circular
economy. Britannia is committed to be 100% EPR (Extended Producer Responsibility) compliant
and further reduce the use of virgin plastic across the supply chain by deploying measures
including:
1. Redesigning packaging to reduce the quantum of plastic used. This has been achieved through
re-engineering our laminates and new machine technology which has reduced our tray usage,
We are proud to announce that Britannia is a
‘plastic-waste neutral’ company, collecting and processing
100% plastic waste used by the company across India.
The company collected and processed approx. 35,000 +
Metric tonnes of plastic waste in FY 2021-22. The figures
have been reviewed and assessed by a renowned audit
firm. We collaborated with five leading waste management
agencies across India to recycle plastic packaging waste
and facilitate energy recovery.
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2. Replacing plastic through packaging innovation which has reduced our virgin plastic
consumption, and
3. Accelerating the use of recycled plastics in food packaging including primary packaging,
subject to enabling regulatory regime and technology readiness for safe food applications.
Our R&D department led the research for re-engineering the laminate structure which has
been certified by CIPET (Central Institute of Petrochemicals Engineering & Technology). We are
exploring the use of recycled plastic granules in our secondary packaging material
ESG is at the heart of Britannia’s philosophy and reflected in the belief that success and growth
lie in creating value to all the stakeholders who comprise the business ecosystem, including the
environment and the communities where Britannia operates.
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SUSTAINABILITY REPORT | 2021-22
About Us
Established in 1892 in at Kolkata, Britannia is a household name in India, and one
of India’s leading food products companies. Our key businesses are in bakery, dairy,
and adjacent snacking categories such as are in bakery, dairy, and adjacent snacking
categories such as wafers, croissants and salted snack, which are loved by people all
across the country and the globe.
Britannia is headquartered in Bangalore, with branch offices in Kolkata, Delhi,
Chennai, and Mumbai and an international business office in Dubai. Our products are
manufactured in 16 Company owned production facilities located across India. we have
also partnered with 35 Contract Packing units. We have a strong and well-established
supply chain network, starting from procurement of raw materials to processing and
production, packaging, distribution and retail, finally culminating in quality products for
our consumers.
Britannia is present across the world as well, through its international business, which
spans the Middle East, Africa, Americas, Asia Pacific and South Asia, covering over 80
countries across the world.
About the Report
This report highlights the environmental, social and economic performance of our business from
April 1, 2021 to March 31, 2022, aligning with our financial reporting. It is compiled in accordance
with the ‘core’ criteria of the Global Reporting Initiative (GRI) Standards. The GRI Content Index
can be found at the end of the report.
Reporting Boundary
This is our second Annual Sustainability Report, covering the 16 factories owned by Britannia
Industries in India.
Data Management
In order to ensure that this report presents valid and accurate information, we referred to multiple
internal sources of information. These span an examination of conversion factors and assumptions
made as well as periodic reviews and audit trails.
Approach to Materiality
Our sustainability performance takes into account the issues most material to creating sustainable
value for all our stakeholders and our business. These material topics were identified through
conversations with stakeholders and researching industry trends.
We would be happy to hear from you and to respond to any questions or feedback that you may
have concerning our Sustainability Report for FY 2021 – 22.
Contact ID: investorrelations@britindia.com
Independent Assurance
Select environment parameters have been assured by an independent third party using ISAE
3000 standards.
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Materiality
Stakeholder Engagement
& Materiality
Last year, we undertook a materiality assessment using a two-step process in order to identify and
prioritize issues that are material to our business and our stakeholders. The process is as depicted
below:
As an organization with over a hundred years of legacy, we are a testament to the fact that in
order to stay relevant, it is important to engage meaningfully with key stakeholders.
Our key stakeholder groups have been identified basis 2 criteria:
• The impact that they have on the value we create
• The impact of our business on the stakeholders
In the table below, we have illustrated the channels we use to engage with our stakeholders, as
well as the main concerns and topics that have emerged as a result of this engagement.
1
Identification
Discussions with Britannians across
functions and experience levels
Earlier Britannia Annual reports
Benchmarking against issues
material to peers
Stakeholder group
Engagement channels
Main concerns and topics
External ESG standards such as
Sustainability Accounting Standards
Board (SASB), DJSI
Consumers
Customer satisfaction surveys
Market Research
Brand campaigns and,
consumer promotions
Improved nutrition
Brand value
Brand trust and reliability
Affordability
A broad list of are identified across
Growth (economic), People (social)
and Resource (environmental)
Governance pillars
Local communities
Corporate Social
Responsibility initiatives
Community development
Improved quality of life
Environmental preservation
Investors
Press releases and
publications
Investor conferences
Annual General Meeting
Financial performance
ESG performance
Business updates
Growth plans and project pipeline
Mandatory compliance
reports
Statutory, environmental, and social
compliance
Supplier meets, need-based
engagement on a case-tocase basis
Capacity and capability building
Competitive prices
Guaranteed uptake
Distributors
Need-based engagement on
a case-to-case basis
Incentives
Product quality
Brand communication and marketing
support
Employees
Continuous listening and
engagement, Annual survey
Safety, wellbeing, diversity & inclusion
Regulators
Suppliers
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2
Prioritization
External ESG standards that
represent multi stakeholder
requirements*
Internal stakeholder discussions
with senior management
Comprehensive representation of
stakeholder needs in a Materiality
Matrix
The key material issues and the sections where the issues have been detailed are as follows:
Key material issue
Reference Page Number
Product safety and quality
16
Community nutrition
47
Sustainable packaging
29
Renewable energy
21
Business ethics & culture
14
Healthy product portfolio
18
Strategy & disclosure
15
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Our Sustainability
Strategy
Throughout our existence, we have always
acted in the favourable interests of the
society and environment to the best of our
capabilities, while growing and sustaining
our business. Last year, we embarked on
a journey to organize and structure the
various ESG programs in place while also
laying a roadmap to further improve our
sustainability capabilities, with clearly
defined goals, targets and activities. This
culminated in a Sustainability Framework
with 26 programs encompassing the four
pillars of Growth, Governance, Resources,
and People. This framework embodies our
mission of Responsible Goodness.
Throughout this report, we have touched upon the
programs in this framework, including our progress
against some of the goals and targets taken.
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Sustainability
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SUSTAINABILITY REPORT | 2021-22
Governance
Governance of Sustainability
Our legacy is a testament to our strong
corporate governance practices. We are led by
an experienced and diverse Board who bring
on board their expertise in various fields to
steer our long-term growth and performance,
including five of our Board members
with expertise in the development and
implementation of strategies for sustainable
and profitable growth in the consumer and
FMCG industry.
The average tenure of the current Board is 11.1
years. Research strongly supports an optimal
board tenure of 7 to 12 years, reflecting
retention and continuity on one hand, and
refreshment of skills and perspectives, and
independence on the other.
Our strategy, operations and overall culture are
guided by well-established Codes of Conduct
and policies that extend to all Britannians,
including employees and Directors. The
committees of the Board and Britannia’s top
leadership ensure the policies are adhered
to by word and spirit. Details of the policies
relating to the conduct of our business may
be found on our website: Investors | Britannia
Industries Limited - Official Website.
As detailed in our Code of Conduct, we
condemn bribery and corruption of any
kind. We do not contribute to any lobbying
or political campaigns. As a responsible
organization, we believe it is our duty to
represent the interests of our industry
responsibly through trade associations.
We have a firm commitment toward
compliance with the spirit as well as the letter
of the tax laws and regulations in the countries
in which we operate. All tax-related strategies
and principles are overseen and approved by
the Board of Directors.
In order to drive our sustainability agenda, we have formed a four-tiered governance structure
involving our leadership, functional SPOCs and employees representing various functions in line
with the programs defined in our sustainability framework. The structure is as shown below
Growth
We foster an ethos of ethical behaviour and
social responsibility amongst all Britannians.
Our Whistle Blower Policy allows employees
of the Company to approach the Ethics
Committee or Chairman of the Audit
Committee to report actual or suspected
unethical behaviours, fraud or violation of the
Company’s Code of Conduct and SEBI Insider
Trading Regulations.
Britannia stands firm on its commitment
towards environmental safeguarding and
corporate responsibility. There have been no
environmental or social violations in
this year.
Governance
Resources
People
01
Chairman of the Board
02
Steering committee: Britannians from
the Executive Leadership team
03
Working group: Britannians representing
the Company’s different functions
04
Implementing team: Britannians working
at the site level
Final authority and approver for all sustainability
interventions including strategy and sustainability report
Goal-setting, strategy development and
advising on the overall sustainability agenda
Responsible for implementation of specific
strategic initiatives and data review
Implement sustainability initiatives on the
ground
Disclosure
Transparency is a hallmark of our disclosure process, for both financial and non-financial
disclosures. Some of the platforms we use to disclose our sustainability approach and initiatives
are the Business Responsibility Report, Sustainability Report, investor presentations as well as
sector-specific forums such as the Access to Nutrition Index. We have also been rated by DJSI,
and this year we will be disclosing to CDP as well.
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Product Safety & Quality
Britannia, as a brand has always been
synonymous with safe and high-quality
products. Our well-established Integrated Food
Safety and Quality at Management system
holds all our operations to the same high
standards of production and distribution, thus
ensuring consistency and on reliability. We test
our products for safety and quality every step
of the way and also conduct random sample
analysis of our products in the market. We use
the Consumer Quality Index to help us track
and maintain the quality of our products which
are in the market.
We advocate strict compliance with food safety
and standards throughout our value chain,
starting from our suppliers, and through every
stage of our production.
Leadership Development
We have a strong base of internal talent
who are provided with the required skillset
from early in their careers to succeed in the
long term and find a place among the upper
echelons of our business. Many of our top
management have been in the system for a
Britannia has implemented a robust Vendor
Quality Assurance Program (VQAP) across the
supply chain to integrate, monitor and control
quality in all the stages. All our manufacturing
units, whether our own or contracted are
certified in accordance with ISO 22000
standards by a third party. Not only do we
comply with local food safety standards, but
also global food safety standards as accredited
by “The American Institute of Baking” (AIB), a
US Based Third-party Agency. 9 of our plants
are certified by AIB.
We welcome feedback on our products from
consumers through our “Consumer Care Cell”
which is certified by ISO 10002:2018. We also
monitor social media, consumer complaints and
redressal forums and have stringent TOTs for
action to ensure that feedback from consumers
is taken seriously and acted upon with urgency.
significant tenure and embody the culture of
Britannia, which they exemplify through their
decisions and actions.
At Britannia, our philosophy is to maximize the
potential of our talent internally and help them
succeed by providing greater responsibility.
Ethical Labelling, Marketing and Influence
Our credo of transparent communication
extends to our products, which clearly display
macro or micro nutrition information on the
back, side and front of the packaging. For
international markets, nutrition information
is provided per serving size and as per daily
values specific to each country.
Data Security and Privacy
At Britannia, we respect the privacy of our
employees, business partners and visitors who
interact with our online platforms. Cybersecurity
issues are overseen at the highest level by the
Risk Management Committee of the Board.
At the executive level, our General Manager,
Corporate IT is responsible for all data security
and privacy matters.
We have an appropriate safeguard for the data
privacy of all our stakeholders and
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We follow all laws with respect to health claims
and comply with Food Safety & Standards
Regulations in India, Codex Guidelines
and applicable regulations for international
markets. A similar ideology is followed for
communication, where we comply with all
local laws as well as with Advertising Standards
Council of India (ASCI) requirements.
comply with all applicable legal and security
standards. We collect information only when
offered voluntarily – to respond to visitor
queries and for promotional activities. Personal
information is given to a third party only when
the party complies with our standards. While
we use ‘cookie’ technology on our corporate
website, under no circumstances do we use
that information to personally identify visitors or
to cross-reference the same with any personal
information that is voluntarily offered.
Growth
Decent work and economic growth
SDG 8
Contribute to the national economic growth through
robust financial performance
Good Health & Wellbeing
SDG 3
Improve health and nutrition through our Healthy
Product Portfolio
Economic performance
This financial year was witness to the second
wave of COVID-19 and the start of Russia’s
invasion of Ukraine. These external environment
factors have resulted in a rise in input costs, as
well as inflation, in turn impacting consumer
demand. We have weathered this storm by
relying on our sound strategy, while judiciously
raising our prices.
Economic Value Generated &
Distributed (EVG&D)
Our financial performance and planning
process is elaborated in the Annual Report.
In the table below, we have illustrated the
economic value generated, distributed, and
retained for the Financial Year.
Specific Monetary Unit
Value for FY 2021-22
a) Revenues
INR Crore
13,731.05
b) Operating Costs
INR Crore
11,000.33
c) Employee wages
and benefits
INR Crore
413.56
d) Payment to providers
of capital
INR Crore
2,626.45
e) Payments to governments
INR Crore
564.52
f) Community Investments
INR Crore
38.58
g) Economic Value Retained
INR Crore
(912.39)
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Collaborations and Memberships
We partner with several industry bodies and trade associations to responsibly advocate for
positive environmental, social and governance outcomes. Our memberships with these bodies
are based on our core values of honesty, integrity, and transparency. The total membership fees
paid this year is to the tune of Rs. 16,88,718.
Case Study:
Sugar and Sodium reduction in
Good Day Cashew Almond cookie
The key bodies that we are members of, and the membership fees paid to them are as
mentioned below:
Name
Bangalore Chamber of Industry
Assocham
Sidcul Entrepreneur Welfare Society
Confederation of Indian Industry
All India Bread Manufacturers
Federation of Indian Export
Confederation of Indian Industry
FICCI
Federation Of Biscuit Manufacturers
Karnataka Employers Association
INTA
The Bengal Chamber of Commerce & Industry
Ranjangaon Industries Association
The Madras Chamber of Commerce & Industry
Being a customer centric and trusted Brand
Britannia has become a household name over
the years, and we take our reputation as a
trusted brand seriously, aiming to fulfil and
exceed consumer needs and expectations.
We encourage feedback from consumers
through our ‘Consumer Care Cell’, which
complies with the ‘Quality managementcustomer satisfaction & Guidelines’ on
complaint handling in organizations and is
certified by ISO 10002:2018. We conduct a
quarterly Customer Satisfaction Survey in which
Britannia has been receiving consistently high
satisfaction scores over the last several years.
Over the last 4 years (FY 18 to FY21), the survey
findings show that 98.8%, 99.1%, 99.2% and
99.1% of consumers respectively were satisfied
with Britannia, thus indicating their trust and
belief in the goodness of our products.
In the year 2021, Britannia took on the challenge of
maintaining the taste of the product as well as reducing
the sugar and sodium content substantially in Good Day.
Navigating systematically, we approached the challenge
scientifically through Design of Experiment during the
reengineering of the product recipe. Doing this, we came
across opportunities such as advancement in areas of
ingredients, flavour technologies and sugar replacement
to ensure that with reduction in sugar and salt content, the
taste, texture and mouth feel (organoleptic parameters)
were maintained. Collaborating with our vendor partners
who specialize in these domains, their support enabled us to
quickly execute and deliver the product to the marketplace.
Before
Healthy Product Portfolio
Aligning with our own ethos and the
responsibility that we take for our products,
we have pledged to the Food Safety and
Standards Authority of India’s (FSSAI)
requirement of Eat Right, Eat Safe. Last year,
Sugar reduction in the biscuit portfolio is an uphill challenge
since it is the sweetness in the biscuits that drives and
delivers taste, thus leading to consumer acceptance and
making them repeatedly buy the product.
we published the incredible numbers we
achieved from FY16 to FY 21 for our Healthy
Product Portfolio. We have improved upon
those numbers this year (FY 22 vs FY 21), as
shown below:
Enhanced per serving of product
Reduced per serving of product
Whole grains by 20%
Sugar by 0.32%
Dietary Fibres by 15%
Sodium by 0.24%
We conducted numerous levels of validation at the design
stage including internal product testing, qualitative research
with consumers, etc, which helped in plugging the gaps
in taste and consumer expectations at the design stage.
Finally, qualification was achieved through large-scale
quantitative consumer research and internal approvals.
The reengineered recipe of Good Day cashew almond was
finalized by March 2022 reached markets in May 2022.
Through this project, Britannia has achieved 4.67% (1.0g in
100g) sugar reduction and 3.9% (9mg) sodium reduction
in Good Day Cashew Almond, thus creating value for
our consumers. The value created for Britannia is also
immense as the learnings through this project, along with
the consumers and the product acquired will help us to fast
track the sugar and salt (sodium) reduction agenda for the
subsequent years.
After
Nutritional Information per 100g product
(approx.)
Nutritional Information per 100g product
(approx.)
Protein – 7.0g, Carbohydrate – 69g,
Total Sugars – 21.4g (Added Sugar-20.1g),
Fat – 21.7g, Saturated Fatty acid – 10.6g,
Mono Unsaturated fat – 8.5g, Poly Unsaturated
fatty acid – 2.2g, Trans fatty acid – 0mg,
Cholesterol – 0mg, Sodium – 230mg, Energy –
490kcal
Protein – 7.0g, Carbohydrate – 68.2g,
Total Sugars – 20.4g (Added Sugar 18.8g),
Fat – 22.5g, Saturated Fatty acid – 10.7g,
Mono Unsaturated fat – 8.8g, Poly Unsaturated
fatty acid – 2.5g, Trans fatty acid – 0mg,
Cholesterol – 1.2mg, Sodium – 221mg, Energy
– 503kcal
^Guideline Daily amount of an average adult
(based on 2000kcal diet)
^Guideline Daily amount of an average adult
(based on 2000kcal diet)
Moving ahead, our aim is to achieve an 8% reduction in sugar and a 6% reduction in sodium in
our products by FY 2023 – 24 with respect to the 2018-19 baseline.
18 |
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SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Resources
Renewable Energy
30%
42%
15%
6000GJ
renewable energy
in energy mix
reduction in energy
intensity
water recycled
35%
reduction in specific
water consumption
energy saved
India made significant commitments during
COP26 to reduce GHG emissions and expand
renewable energy production, as well as
declaring 2070 as the target year for achieving
net-zero status. We at Britannia support the
national agenda through our own commitment
to adopting renewable energy to reduce our
carbon footprint. Currently, our facilities in
Chennai, Puducherry (IBPL 1&2), Perundurai,
Bidadi, Madurai and Gwalior use solar and wind
power through power purchase agreements.
We have recently entered an agreement for
the supply of renewable energy in our facility in
Maharashtra as well. We also use biomass at 2
of our facilities (Perundurai and Khurda).
Energy & emissions
SDG 7
• Increasing the share of renewable energy in the mix through PPAs with
renewable electricity providers, and the use of biomass in select plants
• Reducing energy footprint through efficiency initiatives in manufacturing
processes as well as utilities
Water
SDG 6
• Water use reduction and recycling through water-efficient fixtures,
monitoring mechanisms and reuse of treated water for landscaping
• Construction of rainwater harvesting pits
Waste & packaging
SDG 12
• Reduction in waste quantity generation through increasing efficiency of
input material use and ensuring freshness of food post production
We have built the infrastructure to use biomass
and completed a pilot run for our dairy plant
in Maharashtra. We are currently evaluating
various renewable energy options after
considering the policies & guidelines of each
state viz., own investment, open access, third
party agreements and captive arrangements
for our upcoming plants in Tamil Nadu & Uttar
Pradesh. As a result of these initiatives, the
share of renewables in total electricity is 30% in
FY2021-22.
We have planned to set up a pilot solar rooftop
plant with a capacity of ~300 KW at one of
the units in Gwalior and also a biomass system
at our Gujarat facility in FY 22-23. Over the
next 2 years, we plan to increase the usage of
renewable energy in our total mix to 60% by
2024.
Our current energy consumption is shown in the table below:
19-20
20-21
21-22
Total energy (GJ)
12,97,169.92
13,93,983.76
14,39,208.29
Total renewable
energy (GJ)
1,78,853.47
1,80,485.51
2,00,115.72
Our Renewable Electricity Consumption is as below :
• Use of recycled content in secondary packaging
• Plastic neutrality by recollection and replacement of plastic
Responsible procurement
SDG 8
• Economic empowerment of farmers in the farmer extension program
through animal welfare initiatives and yield improvement
SDG 6
• Responsible water management and sanitation practices at dairy farms
for ensuring the health of cows and farmers
20 |
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SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Fuel and Energy Efficiency
While increasing our renewable energy mix is
an integral part of our strategy to reduce our
carbon footprint, we are also constantly looking
for ways to reduce energy use and make
our equipments and processes more energy
efficient.
1
4
Intelligent Flow and
compressor control
Compressed Air Heat
recovery system
2
5
Consistent with this aim, we have introduced
a centralized sugar dosing system which has
helped increase our energy efficiency. Further,
we have implemented control systems to
reduce energy wastage in air conditioning
systems. Some of the other initiatives we have
undertaken this year are illustrated below:
Intelligent Flow and
compressor control
3
Energy Efficient Oven
blower impellers
6
In the table below, a few more details on the updates to our equipment and processes
in order to save energy are presented:
Type of update
Change to existing
system
Type of Savings
achieved
Process
Optimization
Chocolush Productivity
improvement by
increasing Depositor
drops per min
Fuel (PNG)
185
Electricity
1,543
Savings achieved
1.Installation of VFD for
air compressor,
Intelligent Flow and
compressor control
Energy Efficient Lighting
Unit
2.Optimisation of drive
motor
Technology
Change
3.Installation of light
detectors, timers etc
4.Air compressor heat
recovery
5.Installation of IFC
(Intelligent flow
control) & ICC
(Intelligent compressor
IR Heater Auto Control
IFC (Intelligent flow
control) & ICC
(Intelligent compressor)
Centralised Sugar
Dosing System
Static VAR generator,
Active Harmonics Filter
Energy Efficient
Lighting
1.Replacements of
Fluorescent tubes with
LED lights
2.Replacement of
Halogen lights with
LED Lights
22 |
Energy efficient impeller for oven blowers, Compressor
Heat Recovery system.
GJ
545
1.Installation of New air
compressors with VFD
2.Air handling unit
impellor design
change
Energy Efficient Lighting
Electricity
3.Installation of SVG
(Static VAR generator)
& AHF (Active
harmonics Filter) to
improve power quality
& power factor
Electricity
3,704
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SUSTAINABILITY REPORT | 2021-22
Over the years, our investments in energy
efficiency have brought down our energy
intensity and helped us achieve 5977 GJ of
energy savings. Our Energy Intensity has gone
down from 2.77 in 2018-19 to 2.33 GJ/ton of
production this year, a reduction of more than
15%.
We have achieved significant reductions in fuel
consumption downstream, in delivering our
products to consumers. To reduce our scope
3 emissions, we have converted 20 dieselpowered trucks to run on CNG. To streamline
our logistics, we initiated a pilot test in the
south region wherein we have identified lanes
where we can run dedicated vehicles and
provide continuous load by leveraging our
factory/depot network. This helps us reduce
empty vehicle runs for transporters, creating a
win-win situation for all.
SUSTAINABILITY REPORT | 2021-22
Our logistics have become more efficient
with higher capacity utilization of trucks. The
utilization for primary movement of goods
(factory to depot) has risen to 90%, and to
81% in secondary logistics (depot to AW).
Higher utilization of trucks helps in reducing the
number of vehicles used for transportation, as
the same volume is transported using a smaller
number of trucks. Our overall distance travelled
has also been reducing as a result of new
manufacturing capacity(factory) along with new
capability at existing factories on the primary
side and Depot-AW network optimization on
the secondary side.
GHG Emissions
The initiatives mentioned in the sections above, including the increase in renewable energy and
the various energy-saving initiatives, have resulted in a gradual decline in emissions intensity over
the years, as can be seen in the tables below:
19-20
20-21
21-22
Total emissions (tCO2) 1,17,962.63
1,24,898.33
1,24,405.10
Scope 1 emissions
(tCO2)
72,336.40
76,023.83
77,309.04
Scope 2 emissions
(tCO2)
45,626.23
48,874.50
47,096.07
19-20
20-21
21-22
0.22
0.204
0.201
Emissions intensity
(tCO2/unit
While our efforts have resulted in a reduction in carbon footprint over the years, we endeavour to
push forward with even greater zeal in order to achieve carbon neutrality in the near future.
24 |
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SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Water
Water scarcity is a pertinent emerging risk
on the Indian socio-economic fabric. As our
motto of Responsible Goodness suggests, we
understand our responsibility towards using
water judiciously and making sure there is
always enough for the communities around
which we operate. We source our water from
tankers, borewells, and municipal and private
suppliers. The maintenance manager at the
factories and corporate EHS review and
monitor water
consumption on a monthly basis. We monitor
the flow meters provided at the inlet daily at
our manufacturing sites. On the administrative
front, we have put in place a process to
report water leaks and arrest water leakage
through focused GEMBA. We have also
installed water meters to monitor area-specific
water consumption, helping us to gain clear
insights into how we can improve our water
conservation measures.
We recycle some of the water we discharge and
have taken steps to ensure that effluents do not
pollute the environment. Waste water such as
RO reject water is reused for the maintenance
of our premises in activities such as floor
cleaning and gardening.
In FY 21-22, 227,222 m^3 of water,
post-secondary treatment from the ETP and
STP was recycled and reused for toilet flushing,
gardening and other utilities, which amounts to
42% of our total water withdrawal. Through our
efforts on water conservation and efficiency, we
have reduced our water intensity (in L/Kg) from
0.97 in FY 20-21 to 0.81 in FY 2021-22.
As of this year, 8 of our manufacturing facilities
have rainwater harvesting pits installed. In our
quest to achieve water neutrality, last year we
had taken an ambitious target of reducing
water consumption by 30% by 2023-24 relative
to 2019. Through our efforts, we have been
able to reduce our specific water consumption
to 0.81 L/Kg, a 35% reduction over the baseline
of 1.25 L/Kg in FY 2019, thus achieving the
target well ahead of schedule. We have taken
a new target to reduce water intensity by more
than 40% relative to FY 2019-20, and plan
for 100% water recharge through rainwater
harvesting, both at our premises and at the
community level. Through our water recharge
program, internally we have recorded 10%
recharge in FY 2021-22. We aim to reach 50%
internal recharge by FY 2024 and parallelly 50%
through community projects initiated by our
CSR team.
The sources of water withdrawal the and the amounts are shown in the chart below:
We have undertaken various initiatives
to reduce the water consumption in our
plants which include engineering as well
as administrative measures. Among the
engineering measures, we have ensured
pressure reduction of water line header,
installed jet cleaners at tray washing areas,
26 |
installed low diameter water taps, modified
hand wash taps to the push variety and
installed float valves for level control. We have
also installed water mist taps which facilitate
lower usage of water and this measure has
halved water consumption per tap from an
average of 0.70 litres to 0.35 litres/tap.
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SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Sustainable Packaging
Case Study:
Plastic pollution and its related hazards have been on the forefront as a major concern for a
long time in the ESG landscape. To tackle this menace, several regulations are being proposed
and implemented nationwide, and consumers are becoming increasingly aware of its negative
connotations. Thus, plastic pollution is a major emerging risk.
Impact Assessment in Hajipur, Bihar
manufacturing facility
As part of our water stewardship plan to
reduce 40 percent water withdrawal and
achieve 100 percent groundwater recharge,
we have conducted an assessment to
understand the groundwater availability at
Hajipur, Bihar. BIL operates a 41,800 TPA
biscuit manufacturing unit in this city.
A detailed Land Use Land Cover (LULC)
assessment of this area has been conducted
to understand and analyse the human
activities, croplands, agricultural lands,
and fallow lands along with the soil types,
topography and drainage of this area.
Based on long term data analysis and LULC
assessment of Hajipur Block of Vaishali
district, it was observed that this block has a
declining groundwater level trend averaging
0.42 m/year. Due to an overdraft of
groundwater resources for different uses in
comparison to its annual recharge, the water
level has declined over a period of time.
Hajipur block is categorised as semi-critical
by Central Ground Water Board (CGWB)
with groundwater extraction at 72.9 %.
Based on this assessment study, BIL has
proposed water conservation opportunities,
which are mentioned below:
• 100% utilisation of treated wastewater
(i.e., 30 m3/day) within the manufacturing
unit which includes tertiary treatment.
Treated water will be used for makeup
of cooling towers, flushing of toilets
& washing of floors and machinery,
which would result in saving of fresh
groundwater
• Regular inspection of all bends and joints
28 |
from borewell outlets, pipelines and point
of end use, to check for any leaks in the
water supply line
• Surplus treated water can be distributed
to other industries (to meet their partial
water requirement) within the Industrial
area in consultation with BIADA (Bihar
Industrial Area Development Authority),
to minimize groundwater extraction in an
industrial area
• Awareness and training program for BIL
employees regarding judicious use of
water
• Mass awareness campaign in consultation
with local administration for judicious
use of groundwater and saving of fresh
ground water
• Implementation of Rainwater Harvesting
technique for recharging the groundwater
aquifer
Based on this assessment, we have realized
that BIL has the potential to recharge
18,960 m3 of rainwater each year. Through
the initiatives mentioned above, we hope to
minimize groundwater extraction, while also
helping to recharge the groundwater levels
at Hajipur.
Sustainable packaging is key to our circular economy ambitions, and we have made significant
progress over the years, starting from FY14 by taking a cradle to grave approach in our packaging
design. We continue to adopt and use the right technology and material appropriate for food
safe applications and have avoided / minimised the use of unnecessary plastic in our packs.
Reducing Plastic Usage:
Non plastic additives in secondary plastics
packaging
Laminate reduction
With modifications in our packaging
specifications and our internal innovation
activities, we have been able to re-engineer our
laminates across the key brands in our portfolio.
Owing to our efforts, we have reduced laminate
consumption by about 4% per kg of products in
the last two years.
As can be seen in the table below, our plastic
consumption per tonne of Finished Goods is
low, at 0.0217 for the year.
Category
FY 2020
FY 2022
Total weight (tonnes)
25,539
of all plastic packaging
28,585
Total plastic per tonne
0.0221
of Finished Goods
0.0217
Since the introduction of non-plastic additives
in our secondary packaging materials in
2020-21, we have avoided usage of 30% of
virgin plastics in secondary packaging. Through
this project, till date we have avoided roughly
7,00,000 kgs+ of virgin plastics usage in
Britannia, exceeding our previously taken aim
of 3,50,000 kgs by the end of this year.
Recyclable Laminate/ Biodegradable materials
Continuing with our program to make our
laminates fully recyclable, this year 69.17%
of the laminates we use are recyclable,
representing more than two-thirds of our total
laminates by tonnage.
Usage of recycled Plastics
Tray removal
Since the inception of the plastic tray removal
program in 2020-21, we have reduced
4,65,000 kgs of plastic trays from the portfolio,
representing 17% of the total tray tonnage.
With plans to eliminate a further 15,00,000 kgs
by the end of 2022-23, we are on course to
achieving our set target of 20,00,000 kgs by
March 2023. Achieving this ambitious goal will
make our overall percentage of tray elimination
an impressive 72% (considering 2019-20 as
baseline).
We are exploring the use of recycled plastic
granules in our secondary packaging material.
A pilot has been started this year, with 35%
recycled content in our secondary packaging.
Post full rollout, this could translate to
approximately 14,00,000 kgs of recycled
material usage in our portfolio.
Paper Reduction in Secondary Packaging
While reducing the usage of plastics has been a
priority, we have also focused our innovation on
optimizing the use of paper and paperboards
in our secondary packaging. Through our
efforts over the last three years, despite our
sales volume growing by over 14%, we have
achieved more than 2% reduction in paper
consumption per tonne.
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SUSTAINABILITY REPORT | 2021-22
Total FG volume produced (tonnes)
Tonnes of CBB used
SUSTAINABILITY REPORT | 2021-22
19-20
20-21
21-22
11,57,149
12,76,587
13,15,375
1,51,913
1,62,401
1,68,928
0.131
0.127
0.128
CBB Intensity
Reaffirming our commitment to environment stewardship, we are proud to announce that this
year, we have achieved plastic neutrality. In FY 2021-22, Britannia, with the help of authorized
vendors, recollected 35,000+ MT of plastic, representing more than 100% of our plastic procured.
Sustainable Sourcing
At Britannia Industries Limited (BIL), we believe
in growing along with our supply partners and
are committed to conducting our business in a
responsible and sustainable manner, upholding
the highest standards of ethics and integrity.
We have a comprehensive Code of Conduct
for Suppliers and a Sustainable Sourcing policy
aligning to this.
• Sugar is sourced from production units
located in 5 States with a geographical
spread across the north, south, and west
parts of India
• Dairy products are sourced from
production units located in 5 states with a
geographical spread across the north and
north-west parts of India
We do not source directly from farmers but our
supply base consists of various partners who
have their own commitments on sustainable
agricultural practices, including but not limited
to water stewardship, environmental pollution,
soil health, destruction of the ecosystem
preservation, and lowering their carbon
footprint.
Supplier Assessments
• Geographical locations of Suppliers
Number of
Suppliers
across India
Identified
Suppliers
in
Numbers
21
3000
8
Sugar
12
10000
3
3000
2
>1000
6
Suppliers located in
water stress area
4
>500
2
Suppliers located in
water stress area
8
26
10000
8
Suppliers located in
water stress area
Nil
Packing,
Corrugated,
Board Box
(CBB)
97
Suppliers
contributed
more than 50
percent of
the quantity
during FY 2122
15
Suppliers located
in water stress
area from among
the suppliers who
contributed to
50 percent of the
supplies during FY
21-22
2
Packing
Flexible
Packing
18
2000
6
Suppliers located in
water stress area
Nil
Condensed
milk, Butter
pasteurized,
Whey powder
• Packing material (Corrugated Boxes
and Flexible packing) are sourced from
various manufacturing units which are
geographically spread across India.
Vegetable
oil and other
Oil-based
Products
• High Critical Suppliers: Categorised
based on the defined baseline quantity
sourced during the year, and if they fall
under water-stressed areas as notified by
the Central Ground Water Board (CGWB),
Govt of India1.
Defined Baseline
Quantity Sourced
in Tones during FY
21-22
10000
Skimmed
milk powder,
Whole milk
powder
• Critical suppliers: Categorised based on
the defined baseline quantity sourced
during the year
Identified
Suppliers in
Numbers
134
• Vegetable oil and oil-based products are
sourced from production units located in
11 states with geographical spread across
north, northwest, south, south-east parts
of India
• Identification of Critical Suppliers and
High-Critical suppliers
Defined
Baseline
Quantity
Sourced in
Tones during
FY 21-22
High-Critical Suppliers
Flour
30*
• We prefer to source materials from near
our own manufacturing units.
• Flour is sourced from production units
located in 19 States with a geographical
spread across north, north-west, west,
south, and south-east parts of India
1
Critical Supplier
Material
Sourced
Extended Producer’s Responsibility:
• We take note of our suppliers’
geographical location to understand the
baseline water stress in the area, which
provides us the visibility and enables
decisions on sourcing materials from the
concerned suppliers, depending on the
classification of the area as over-exploited,
critical, or semi-critical.
Identified Critical and High-Critical Suppliers
*Note: Consolidated suppliers for all the dairy products
Block wise Ground Water Resource Assessment-2020; published by CGWB, Government of India.
30 |
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SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
KPIs and targets taken
Development of Supplier Assessment Tool ‘Paryavaran’
A comprehensive score-based assessment
tool called ‘Paryavaran’ has been developed
to assess our new and existing suppliers in line
with our suppliers’ code of conduct. Periodical
assessment of our suppliers will be conducted
on various criteria to identify and understand
existing compliances. This tool consists of the
below sections:
• Certifications & Assessments
• Baseline water stress (The tool has data from
6900+ taluks across different States of India
providing specific water stress in those areas)
• Prohibition of Child Labour
•
•
•
•
•
Prohibition of Forced or involuntary labour
Anti-Discrimination
Health and Safety
Environment
Business Ethics / Anti-bribery
As part of this assessment, we seek declarations
from our suppliers regarding the prohibition
of child labour, the prohibition of forced or
involuntary labour, and anti-discrimination
to maintain transparency. We also evaluate
the supplier’s water conservation and energy
reduction practices at their facilities.
KPI
Target
Year
Assessment of all identified critical
suppliers
100%
2021
% of suppliers in water stressed
regions
10% reduction in suppliers from water
stressed regions
Every year
Local Sourcing
Raw materials
• We support local sourcing which we consider
as a priority and an opportunity to help
the environment while supporting our local
suppliers by reducing shipping and storage
which subsequently leads to a reduction in
fuel and GHG emissions.
We give strong consideration to the
environmental impact of the raw materials
we use. We do not produce and do not
use GMOs as part of our raw materials or
production process. Our current share of palm
oil procurement from RSPO members stands at
73%, which ensures that the production of palm
oil, a key ingredient in our products, adheres to
established environmental and social criteria.
This also feeds into our efforts to preserve
biodiversity throughout our supply chain.
• In FY 21-22, 85% of the procurement budget
was spent on sourcing within India.
The table below shows the material-wise data for FY 21-22.
Material consumed
Quantity (Tons)
Renewable/Non-renewable
Product-related material
We have used this tool to assess the social and environmental aspects of our suppliers.
The results are as shown below:
Category
% of volume sourced from
assessed suppliers
No. of
Suppliers
assessed
Flour
73%
29
Sugar
34%
5
Dairy
83%
10
RPO and Olein
67%
8
Laminates
88%
6
CBB
32%
17
All critical suppliers were assessed using this tool. None of the suppliers assessed were identified
as having significant negative environmental or social impacts.
32 |
Flour
6,58,562
Renewable
Refined Palm oil
1,37,711
Renewable
HVO
1,500
Renewable
RBD Palmolein
9,198
Renewable
Sugar
2,12,496
Renewable
Butter
4,108
Renewable
SMP Skim milk powder
2,120
Renewable
WMP Whole milk powder
3,070
Renewable
Full cream condensed milk
5,874
Renewable
Whey Powder
3,793
Renewable
Cashew
2,446
Renewable
Cocoa
6,338
Renewable
Packaging Material
Laminates
19,073
Non-renewable
CBB
1,68,928
Renewable
Total
1,88,001
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SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Case Study:
Britannia’s Dairy Farmer Welfare Programme
Promotes Sustainable Dairy Practices
Challenges faced by dairy farmers
Most of the farmers in India lack education on good
agricultural practices and lack the income to invest in
new technologies and provide the best healthcare to
their animals. These farmers face financial losses due to
prevalence of Mastitis (bacterial infection), resulting in
deterioration of udder health leading to low quality of milk
and less yield. This is further exacerbated with tied cattle
housing, poor cattle nutrition and improper pregnancy care,
which leads to decreased milk yield and substantial financial
losses.
What we did to address the challenge
Britannia Industries embarked on a programme with the
objective of building capacity of dairy farmers by helping
them generate higher productivity of their cattle, leading
Breeding
•
Artifical insemination with quality semen to
increase milk yield
•
Effective calf rearing programs under the aegis
of Project Kamadhenu which have resulted in
reduced calf mortality and improved weight gain
from 300 gms per day earlier to 800 gms per day
post interventions
Benefits
Our holistic approach includes advisory to farmers that
enables them to produce high quality milk in a clean and
hygienic environment at significantly reduced costs. Farmers
were also educated about the benefits of loose cattle
housing in which animals are kept loose throughout the
day and night, except at the time of milking. The outcomes
of the joint efforts of farmer partners and Britannia were
reflected in healthier calves, heifers and cows. Not only have
the yields and quality of milk improved, but farmers have
also benefited from significant savings as ethnoveterinary
care practices and remedies have seen treatment costs for
mastitis nosedive from Rs 3,000 – 5,000 to Rs 150 per cow.
Additionally, the practice of using available resources such
as maize, sorghum, napier, bajra and sugarcane tops to
make silage has reduced production costs to Rs 3- Rs 3.5
per kg as compared to external procurement costs of Rs 6.5Rs 7 per kg. This resulted in better utilisation
34 |
to enhanced incomes, while improving nutritional security
for milk consumers. Initially, a mass farmer contact program
was executed to educate farmers about the best animal
husbandry practices.
This programme was conceived with the objective of
inculcating sustainable agricultural practices in line with the
Government’s National Mission for Sustainable Agriculture
to make agriculture more productive, remunerative and
climate resilient. Under the scope of this program, Britannia
will also be implementing various developmental schemes
to ensure farmers’ prosperity and welfare, while mitigating
their risks.
In partnership with vendors and other stakeholders, the
program delivers interventions in cattle health and nutrition
as well as management and breeding methods. The
following interventions were undertaken this year:
Health
Cost efficient alternate methods of treating mastitis
resulting in improved cattle health, higher milk yelds
and lower treatment costs
Info on topics like calf
rearing, disease prevention
etc sent in local vernacular
language
Each BMC has a separate
WhatsApp group
66.6% of the farmers we
reached currently use the
Farmer App
Route officer has
view access to look at
aggregate level data
Target to reach to 80% by
mid of next FY
Waste Management
of land for farmers, especially those with lesser land holding
and has increased output of fodder crop, besides providing
better nutrition to cattle.
The program leverages technology through an app
that allows dairy farmers to monitor the performance of
their cattle as well as track milk supplies and payments.
The app currently covers 70% of base operations. The
real-time information and customised knowledge have
enhanced farmers’ ability to take decisions and align their
cattle output with market demand and secure quality and
productivity. Going forward, farmers will be able to use the
app to capture essential details like vaccination, animal
reproductive cycles, milk yield, diseases, treatment, etc.
The program is currently implemented in 54 milk collection
centers, extending to 2,500 farmers across 55 villages
around Ranjangaon and has helped to increase cumulative
milk yields to 53,000 litreseach day.
Food waste is a major concern today, and
we take conscious steps to to reduce and
eliminate food waste in our production
processes. Some of the measures we have
implemented to minimize food waste are:
Kaizen systems implementation, Equipment
Parameters Monitoring and Control, Laminate
waste reduction initiatives through small
group activities and Installation of catch trays.
Broken biscuits at the end of the manufacturing
process or the small amounts of finished
products that don’t meet the weight/quantity
requirements are opened from their packs and
sent back into the process.
We adhere to all the regulations from the
Pollution Control Board. All hazardous waste
is sent to authorized vendors. Non-hazardous
waste, such as paper, plastic is also given to
vendors for further processing or recycling.
Organic waste generated is sent as animal
feed to the local areas around our operations.
Products which have expired are collected
from warehouses or the market and are
appropriately recycled for use as animal feed.
We also track the freshness of our products
post manufacturing and at our warehouses
through a freshness index to reduce food
losses.
| 35
SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
People
The quantities of waste disposed in FY 21-22 from our factories are shown
in the tables below:
Hazardous waste
Waste type
Quantity
Unit
Waste oil (lubrication oil)
17.06
KL
Waste/Residue containing oil
0.78
MT
Bio medical waste
4.3
MT
• CSR Spend in FY 21-22(in Rupees): 38.57 Cr
• 4,000+ malnourished children and
adolescents moved to a healthy status
• 3,000+ Suposhan Sakhis and Nutrition
Champions trained to contribute in the fight
against malnutrition in their communities
Health, Safety and Wellbeing
Non – hazardous waste
Waste type
Quantity
Unit
Metal waste (Scrap metal, cables etc.)
827
MT
Metal waste (Asset machinery, empty tins)
40,979
Nos
Paper and carton waste (Cardboard boxes)
2,181
MT
Paper and carton waste (Paper drums, butter paper)
4,146
Nos
Plastic waste (Wrappers, trays, HDPE, polythene bags, plastic
pallets)
2,563
MT
Plastic waste (PVC jars, wrapper cores)
58,70,214
Nos
Process food waste
6,906
MT
Biomass waste and wooden scrap
1,014
MT
Canvas waste
50
MT
SDG 3
Others
Quantity
Unit
Battery waste
2.3
MT
• Focus on creating a safe working environment for our people
to thrive through a robust occupational health and safety
program
Diversity
SDG 5
• Diversity in hiring of new employees across gender
• 39% share of women at the factory level
• Supporting women and adolescent girls to become leaders
who drive positive change in communities by identifying
malnourished children and educating with good practices in
health and hygiene
Freedom of Association & Human Rights
SDG 8
• Right to freedom of expression and remedial action for
violation of Human Rights
Community Nutrition
SDG 2
• Addressing malnutrition in India among children, adolescents
and women
SDG 3
• Capacity building of Anganwadi workers towards promoting
health of expectant mothers and adolescent girls
• Health camps carried out by the SNWF with connect to the
Wadia hospital
Britannia was awarded as one of the top 15
Best Employers in India (as per the Kincentric
Best Employer Study, 2021, India) This is
the third time in a row we have received the
honour, thereby validating our achievement.
Britannia was also recognized as one of the
top 30 companies with great managers during
36 |
• 12,000+ families benefitted from Poshan
Vatikas (Nutrition Garden)
• 500+ Anganwadi centres where Iron and
Folic acid supplementation got regularized
• Zero fatalities across operations
the Great Manager Awards by Economic Times
and People business and one of our managers
has been recognized as a Great Manager,
2021. This is further to our endeavour to
build, sustain and recognize great people
management capability in the organization.
| 37
SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Wellbeing
Health, Safety & Wellbeing
Occupational Health and Safety
Health and Safety of our employees
and contractors is of the highest priority
at Britannia. We have devised a robust
Risk Control Framework that guides risk
management and compliance to safety
requirements and is implemented at the level
of Businesses. This framework is audited both
internally by our competent internal auditors
and externally through a third-party system
certifying agency that assesses the robustness
of the framework’s components and identifies
areas for improvement.
Our Environment, Health and Safety (EHS)
Policy encourages a Zero Accident work culture
and extends to all employees and contract
personnel, as well as to our contract packing
partners through a safety performance tracker.
We continuously reinforce our culture of safety
through regular safety trainings, inspections,
Kaizens and audits. All our manufacturing units
have transitioned from OHSAS 18001 standards
to the more stringent ISO 45001 standards this
year.
In collaboration with experts in the field, our
Central Medical Council oversees the health
and hygiene needs of Britannians at work
and advises the medical and paramedical
teams located at each factory on proactive
management of employees’ health, safety and
wellbeing.
Britannia has a well-established OHS
management system in place with OHS risk
and hazard assessments to identify what could
cause harm in the workplace. The identified
risks are then prioritized and integrated in our
action plans with quantified targets to address
the risks. We regularly evaluate the progress
in reducing or preventing the risks against the
identified targets taken. These plans also help
us prepare for and respond to emergency
situations effectively.
In FY 2021-22, we implemented Integrated
EHS Maturity Assessment at all factories
through B-SAT to identify material issues in
the workplace. All work-related injuries, ill
health, diseases and incidents are investigated
thoroughly. We are also focusing on Behaviour
Based Safety programs for all employees and
contractors and providing coaching using
planned-personal-contact techniques.
Safety performance is tracked using established
indicators such as LTI, Medical Treatment
Cases (MTC) and TRAFR (Total Recordable
Accident Frequency Rate). TRAFR is a more
comprehensive measure compared to LTIFR
as it records the rate of not only LTIs, but all
accidents. Britannia has achieved a TRAFR of
0.19 in FY 2021-22, sustaining it from
FY 2020-21.
Through these safety measures we have
achieved a remarkable feat of having 6 million
lost time injury free man-hours.
EHS Awards
Our Bidadi Factory has obtained Golden Peacock Safety Award under FMCG
category and we received CII EHS Excellence Award for SBCL, IBPL Chennai
and Perundurai manufacturing plants.
38 |
With the worst of the pandemic hopefully
behind us, our workforce has steadily returned
to work in office and we have embraced the
old normal again. We have continued to
sustain our employee well-being initiatives
this year to ensure everyone is at the top of
their professional, mental, physical, and social
wellness, even post the pandemic.
We always had a work from home policy
wherein employees could work from home
4 days a month, provided their roles allow
feasibility towards the same. This helps
employees manage any personal exigency
while ensuring business continuity.
Apart from the wellness interventions launched
during the pandemic and focussing on the
enhanced need for mental wellness, we
partnered with an external firm for 24/7 access
to expert psychologists, with every Monday
dedicated to Mindfulness. This involves
newsletters / live sessions and awareness about
mental health.
Our outreach to the children of Britannia
employees continues to get a thumbs up
from the parent community at Britannia. We
have a program called Little B Junior which
involves engagement for the little ones and
Little B Senior which involves a career discovery
experience for the elder children (teenagers).
We also curated a program for the special
learning needs of children basis feedback.
Parenting sessions on crucial topics like return
to school /pandemic parenting helps parents
come together as a community and share their
struggles and success notes as parents. As an
organization, we understand the various roles
our employees play beyond work and want
to be invested in the parenting journeys and
support them through this important phase of
their lives.
Our company-sponsored health checks further
reinforce the need for preventive and proactive
health management as well as guide our
programs to be tailored to the aggregated
health concerns of the entire Britannia Family.
Other interventions that form a part of our
holistic wellness journey under the umbrella of
Britannia Cares are listed below, including but
not limited to:
• Fitness Fridays involving newsletters, live
sessions from experts in the field of health
and nutrition
• Mindful Mondays that focus on the
importance of mental health
• Medical concierge desk – one stop shop
for all health needs of employees and their
family
• Doctor, nutritionist and counsellor on call for
Britannians and family members
• Social wellbeing with our collaborative,
digital social network platform that also
enables peer to peer appreciation and
continuous communication
• Continuous listening and acting on the voice
of employees using tools like the annual
engagement survey and AI empowered
platforms throughout the employee life cycle
| 39
SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Employment
Practices and Engagement
We hired 565 new employees in
FY 2021 – 22 across our business regions.
The average hiring cost per employee was Rs.
42,477. The tables below depict the number
of new hires by gender, age and location.
Additionally, 4% of the open positions have
been filled internally this year.
At Britannia, we believe in hiring talent from
diverse backgrounds and providing them with
the right platform and environment to grow
and nurture their potential.
New Hires by age
Turnover by gender
Gender
Employee Turnover FY 20-21
Employee Turnover FY 21-22
Male
262
398
Female
20
63
Turnover by region, FY 2021 - 22
Age category (Years)
New Employee Hires FY 20-21 New Employee Hires FY 21-22
Region
Employee Turnover FY 21-22
< 30
148
290
Central
30
30 - 50
168
273
East
51
> 50
1
2
EO
73
North 1
37
North 2
55
South 1
83
New Hires by gender
Gender
New Employee Hires FY 20-21 New Employee Hires FY 21-22
Male
288
479
South 2
46
Female
29
86
West
86
> 50
1
2
For FY 2020-21, Central region states were part of West and East, North 1 & North 2 were clubbed
as North, and South 1 & South 2 were clubbed as South.
New Hires by region, FY 2021 - 22
Region
New Employee Hires FY 21-22
Central
29
East
61
EO
86
North 1
38
North 2
56
South 1
90
South 2
51
West
154
Parity in remuneration
Employee remuneration is influenced by a host of factors such as education, experience, and the
number of years in the organization. We are an equal opportunity employer, and it is our continuous
endeavour to achieve parity in salaries across gender
Employee Level
Average Women Salary
Executive level
(base salary only)
Average Men Salary
40,15,576
Executive level (base salary +
other cash incentives)
1,89,29,257
For FY 2020-21, Central region states were part of West and East, North 1 & North 2 were clubbed
as North, and South 1 & South 2 were clubbed as South.
Management level
(base salary only)
7,76,088
8,49,698
In FY 2021 -22, we witnessed a voluntary turnover of 461 employees. The turnover rate this year is
18.84%. The tables below represent employee turnover by age, gender and location2
Management level (base salary
+ other cash incentives)
29,04,960
32,72,901
Turnover by age
Non-management level
(base salary only)
2,55,631
2,82,544
40 |
Age category (Years)
Employee Turnover FY 20-21
Employee Turnover FY 21-22
< 30
95
168
30 - 50
165
269
> 50
22
24
2
Figures provided do not include workmen
| 41
SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Learning and
Development
New Hires by region, FY 2021 - 22
Indicator
Difference between men and women employees
(%)
Mean gender pay gap
86%
Median gender pay gap
84%
Mean bonus gap
99%
Median bonus gap
105%
With our philosophy of growing and nurturing internal talent, we provide learning opportunities
to all our employees across levels through the LEAP, STEP, and ASPIRE leadership programs and
various other initiatives such as our internal Learning Management System. The average hours
of training and development per employee this year was 2.13 hours and average amount spent
was Rs. 7,019. The training hours provided this year are as given below (inclusive of our Learning
Management System):
Description
Unit
Employee Categories
Being an equal opportunity employer, we monitor the breakdown of our workforce according to
the following diversity indicators:
Diversity Indicator
% FTE
People with disability
<1%
< 30 years old
26.52%
30-50 years old
67.50%
> 50 years old
5.98%
Junior Management (Assistant Manager,
Deputy Manager & Manager)
No of participants
99
Hours
963
Staff (All Executives, Assistants &
Trainees)
No of participants
643
Hours
3089
Male
Males
Females
Total employees entitled to Parental Leave
100%
100%
Total employees who took parental leave in FY 2021 –
22
66
9
Total employees that returned to work in the reporting
period after parental leave ended
66
Number of employees who returned to work after
parental leave ended (in FY 2020 -21), who were still
employed twelve months after their return to work
42 |
Female
Description of the course
Internal courses for Skill Upgradation
External courses for Skill Upgradation
57
38
Hours of training by gender
No of participants
690
Hours
3754
No of participants
93
Hours
835
Several skill up-gradation courses are provided to the employees, both internally and externally
for their continuous development. Support and recommendations are provided to the employees
for external training that will help them enhance their contribution in their current roles. The
number of employees attending these courses has gone up by more than 5% YoY.
FY 2021 - 22
9
50
533
All of our permanent employees, male and female, are entitled to parental leave. In FY 2021 - 22,
75 employees availed of this benefit, all of whom returned to work after the leave period. Our
supportive work culture enables returning parents to transition back smoothly into their professional
careers.
Indicator
3
Middle Management (Senior Manager to No of participants
Deputy General Manager)
Hours
Gender
Employees who availed of Parental Leave and returned to work, FY 2021 - 22
Hours of training by employee category
Senior Management (General Manager & No of participants
Above)
Hours
Parental leave
The table below shows the number of employees who took parental leave in FY 2021 - 22 and the
numbers who returned to work after completion of the leave period.
FY 2021-22
Number of persons
attended FY 2020 - 21
Number of
persons attended
1250
1400
110
35
8
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SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Diversity and
Inclusion
Britannia has a zero-tolerance policy towards
discrimination, and we have always provided
equal opportunities across functions regardless
of age, gender, religion or any other factor
that discriminates between people. We
conduct trainings for all our employees on
discrimination and harassment at workplace to
educate and raise awareness on these topics.
Diversity in age and gender can be found in
all functions in the company. For many years,
women have comprised an integral part of our
workforce and the trend continues today. They
occupy varied roles throughout the Company
and are present in different functions including
at our factories and in contract jobs.
The tables below depict the number of
permanent staff at different organizational
levels by gender and age3.
Employee Count by Level and Gender
Organizational level
FY 21-22
Male
Female
Executive Level (MD, VP, Manager Grade I)
24
0
Management Level
384
63
Non-Management Level
1538
167
Total
1946
230
Employee Count by Level and Age
FY 21-22
<30
30-50
Male
Female
Executive Level (MD, VP, Manager Grade I)
0
12
12
Management Level
62
333
52
Non-Management Level
515
1124
66
Total
577
1469
130
Across our factories, we have achieved diversity
among 39% of our employees (total workmen
cadre) and continue to work to achieve greater
balance. 11% of women employed are working
in revenue generating functions and 13% are in
management positions. We aim to achieve 50%
representation of women at workmen cadre
and 20% in senior management
by 2023-24.
44 |
Diversity @ NE Factory
Challenge and Commitment to resolve- Our North East
Factory is situated in the outskirts of Guwahati where
the main occupation of the locals was farming, and the
female population were mostly homemakers with minimum
education and exposure to the outer world. The youth were
mostly unemployed and some of them were involved in
local sand and soil businesses. We endeavoured to include
female workforce in shifts especially at night, which was
a colossal task for the HR team because of the orthodox
mindset of the nearby villages, which encouraged females
to stay inside their homes, especially at night.
Opportunity - The gender roles in remote areas especially
in the villages around factories are segregated in socially
constructed classifications. These classifications are inspired
and reinforced by the overarching influence of patriarchy
within the society, communities, and families. We found that
many neighbouring factories had not explored diversity in
workforce, which we saw as an opportunity to tap and take
lead on. A diverse workplace fosters a stronger sense of
belonging among those in traditionally underrepresented
groups. When an employee is no longer the only woman,
they may begin to feel more integrated into the team.
This leads to higher employee engagement and better
productivity.
Additionally, there were 2198 male permanent workmen and 93 females in FY 21-22.
Organizational level
Case Study:
>50
Our Anti - Sexual Harassment and Whistle
Blower policies enable all employees across
levels to find a voice to register grievances.
The escalation process is clearly defined in
our Code of Business Conduct, along with
the disciplinary action taken in case of any
violations. In FY 2021 – 22, a total of 3 incidents
of sexual harassment were reported, which
have all been resolved.
Diversity in NE Factory - The Factory had started its
commercial run in the month of February 2018 with 20
casual female workers, one operator, one female manager
and officers in company roles. Now there are 84% casual
female workers in the direct production process, and a total
of 60% women workers in the overall factory operations.
Our Initiative- Focus on Empowering Women & Safe
working environment - The HR team had initially gone to
the villages and conducted awareness sessions on women
empowerment in the panchayats, village development
groups and for the influential people in the villages.
Extensive communication initiatives were undertaken to
break the barriers of patriarchal society and educate them
on how it would uplift the socio-economic status of their
community. The team attempted to convince the village
elders that our initiative could empower women, improve
living index, and boost local/village economy. Further, we
invited family members and village elders to visit our factory,
which ensures a safe environment to female employees.
canteen facility and female officers in the shifts. The factory
leadership team took lead in ensuring training to female
employees and took care of their safety, by ensuring proper
training and awareness pertaining to safety.
Another barrier to inclusion of females in the workplace
was the lack of a critical mass of senior or visibly successful
female role models and mentors. A female HR manager
along with her HR team of six female officers and cross
functional female colleagues immensely helped the north
east factory to guide and offer support in facilitating the
learning and development of all female workers.
Outcome- As a result, BIL –NE has challenged and broken
all the notions of predetermined gender roles in society
by including the female workforce in its factory operations
which also includes night shifts. It helped us in reducing
absenteeism and attrition, and created bonding and
connect with the local villagers.
Inclusion of female work force has also benefited the factory
operations by increasing its efficiency with a dedicated
female work force. Through this initiative, we also helped in
improving the lives of the underrepresented groups of the
society, making them independent and self-sufficient. With
the inclusion of female work force and regular awareness
sessions in the factory there also have been significant
improvement in health and hygiene standards in the
villages.
Model Factory will groom female diversity – Through
tremendous effort, the North East Factory is the first and
only factory in the entire north east region to induct female
workers in shifts by extending a welcoming and safe work
environment and fostering a sense of belonging to the
individuals’ workplace.
With 84% casual female workers in direct production
process (incl. NAPS) and a total of 60% in overall factory
operations, NE factory aims to identify more areas in the
factory where the female workforce could be included. A
target of 65% in overall factory operations has been taken
for the year 2 022-23.
This initiative illustrates how we look beyond boundaries
by giving training, and grooming female employees, thus
creating role models for the rest of the society.
We demonstrated our diversity of hiring at the Officers and
Management cadre, which helped us to convince family
elders / village elders that working in the factory is safe in all
the three shifts with crèche facility, pickup and drop facilities,
| 45
SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
Freedom of
Association & Human Rights
At Britannia, we take the protection of human
rights of all our employees seriously, as is
reflected in our Human Rights Policy. We
operate in compliance with the applicable labor
regulations and expect our suppliers to ensure
the rights of all their workers as well. We have
not recorded any instances of child labor or
forced labor.
Our employees are encouraged to freely
organize and form unions to represent their
needs. Britannia has a total of 7 employee
unions across our factories that enable
employees to engage with the Company’s
management and resolve disputes if any,
through mediation. At Britannia, we have built
a culture that is free of discrimination, where
everyone feels included and safe. 26% of our
employees are represented by independent
trade unions or covered by collective
bargaining agreements.
We have formulated various policies such as
the Code of Business Conduct, Whistle Blower,
and other Labour and Welfare policies to
support Britannians in ensuring they are aware
of their rights to expression and remediation
in instances of violations. We have established
grievance redressal mechanisms and various
committees such as the Internal Complaints
Committees across locations / units as per the
POSH Act to address complaints related to
sexual harassment and Ethics Committee to
investigate any other complaints and ensure
their swift resolution.
Community Nutrition
At Britannia, CSR stands for Corporate
Sustainable Responsibility, since we believe
that it is our responsibility to ensure the
continuous development and growth of
society through our actions.
The CSR projects undertaken in this financial
46 |
year are focused on promoting health,
growth and development of children from
lower socio-economic sections of society.
These projects are linked not just to our
national agenda, but also to the following
United Nations Sustainable Development
Goals(SDGs)-
| 47
SUSTAINABILITY REPORT | 2021-22
SUSTAINABILITY REPORT | 2021-22
GRI Index
Case Study:
Malnutrition Reduction Programme
The main objectives of the Malnutrition Reduction
Programme that we conducted this year were to improve
the nutritional status of children, adolescents and women,
to foster positive change through community engagement
and to improve the quality and coverage of services. The
programme interventions were implemented in collaboration
with the District Integrated Child Development Services
(ICDS) and the Health & Education Departments in the
8 States of Maharashtra, Gujarat, Madhya Pradesh,
Uttarakhand, Bihar, Assam, Karnataka and Tamil Nadu.
The programme was designed to holistically address the
inter-generational cycle of malnutrition and create a lasting
impact. The interventions were rolled out using a multipronged approach that worked at three levels:
(i) At the Anganwadi Centre (AWC) level; by providing
capacity building support to Anganwadi workers to
strengthen the quality and coverage of nutrition and
health services to young children, adolescent girls,
pregnant women and lactating mothers.
(ii) At the household and community level; through
behaviour change led interventions
which aimed to improve the knowledge and practices of
health, hygiene and nutrition of mothers and caregivers.
Additionally, the intervention targeted the promotion of
community participation in the prevention and management
of malnutrition. To help sustain the impact, the programme
was extended through a robust network of women change
makers or Suposhan Sakhis.
(iii) At the school level; by conducting sessions with
adolescents to improve diets and promote good health
and hygiene practices, and identifying and training
adolescents to become Nutrition Champions to drive
positive change among peers.
The initiative touched the lives of 115,000-beneficiaries
including children, adolescents, women and their
communities. The interventions resulted in the improved
48 |
nutritional status of children and adolescents. Out of the
total identified malnourished children, 47% moved to a
healthy status and out of the total identified malnourished
adolescents, 38% moved to a healthy status.
At all the locations where we conduct CSR activities,
we engage with the key stakeholders to determine the
local community needs, based on which our community
development programs are formed. We make sure that the
voice of the communities is always heard by encouraging
the community representatives to speak up in case of any
grievances, during interactions with our personnel.
Our CSR activities for the year are mentioned in brief below:
1. Bai Jerbai Wadia Hospital for Children (BJWHC) - Focuses
on providing preventive healthcare to women & children
in rural, semi-urban and urban communities
2. Nowrosjee Wadia Maternity Hospital (NWMH) - Provides
affordable comprehensive healthcare and super speciality
services for women
3. Sir Ness Wadia Foundation (SNWF) – Projects on
COVID-19 Relief and Village Development Program such
as Health Camps, Nutrition Garden, Wadi Distribution
and Pullet Distribution, Awareness Sessions, Training
and Capacity Building, Livelihood enhancement, Water
Resource Development, and Infrastructure development
General
Disclosures
Description
Status
Cross Reference/
Page number
Direct Answer
Organisation Profile
GRI 2-1
Organizational details
Reported
About Us
8
GRI 2-2
Entities included in
the organization’s
sustainability reporting
Reported
Stakeholder
Engagement and
Materiality
9-11
GRI 2-3
Reporting period,
frequency and contact
point
Reported
About the Report 9
GRI 2-4
Restatements of
information
Reported
Our Sustainability
12-13
Strategy
GRI 2-5
External Assurance
Reported
About the Report 9
GRI 2-6
Activities, value chain
and other business
relationships
Reported
Britannia
is a Plastic
Waste Neutral
Company
4-5
Reported
Employment
practices and
Engagement;
Diversity and
Inclusion
40-46; 46-48
4. Britannia Nutrition Foundation (BNF) – Malnutrition
reduction programme as illustrated in the case study
below
To ensure that our activities achieve the desired outcome, we
measure their impact based on a participatory process. This
is done in Gwalior (Madhya Pradesh), Rudrapur (Uttarakhand),
Hajipur (Bihar), Madurai (Tamil Nadu), Jhagadia (Gujarat),
Kamrup (Assam), Ranjangaon (Maharashtra), Uttara Kannada
(Karnataka), and Shivpuri (MP). The impact delivered is
disclosed every year in our Annual Report and/or the
Sustainability Report.
GRI 2-7
Employees
GRI 2-9
Governance structure and
Reported
composition
Governance
14-15
GRI 2-11
Chair of the highest
governance body
Reported
Governance
14-15
GRI 2-12
Role of highest
governance body
in overseeing the
management impacts
Reported
Governance
14-15
GRI 2-13
Delegation of
responsibility for
managing impacts
Reported
Governance
14-15
GRI 2-14
Role of the highest
governance body in
sustainability reporting
Reported
Governance of
Sustainability
15
| 49
SUSTAINABILITY REPORT | 2021-22
General
Disclosures
Description
SUSTAINABILITY REPORT | 2021-22
Status
Cross Reference/
Page number
Direct Answer
General
Disclosures
Description
Status
Cross Reference/
Page number
Direct Answer
Reported
Resources;
Renewable
Energy; Fuel
and Energy
Efficiency; GHG
Emissions; Water;
21-39
Sustainable
Packaging;
Sustainable
Sourcing; Waste
Management,
OHS
Ethics and Integrity
GRI 2-16
Communication of critical
Reported
concerns
Ethical labelling,
Marketing and
Influence
16
GRI 2-17
Collective knowledge of
the highest governance
body
Reported
Governance
14
Evaluation of the
performance of the
Reported
highest governance body
Governance;
Economic
performance
18; 17
GRI 2-20
Process to determine
remuneration
Reported
Employment
Practices and
Engagement
41
GRI 2-21
Annual total
compensation ratio
Reported
Annexure ‘C’
to the Board’s
Report
GRI 2-22
Statement on sustainable
development strategy
Reported
Our Sustainability
12
Strategy
Reported
Resources;
Renewable
Energy; Fuel
and Energy
Efficiency; GHG
Emissions; Water;
21-39
Sustainable
Packaging;
Sustainable
Sourcing; Waste
Management<
OHS
GRI 2-25
Processes to remediate
negative impacts
Governance
GRI 2-18
GRI 2-23
GRI 2-24
50 |
Policy commitments
Embedding policy
commitments
Reported
Resources;
Renewable
Energy; Fuel
and Energy
Efficiency; GHG
Emissions; Water;
21-39
Sustainable
Packaging;
Sustainable
Sourcing; Waste
Management,
OHS
Mechanisms for seeking
Reported
advice and raising concerns
Resources;
Renewable
Energy; Fuel
and Energy
Efficiency; GHG
Emissions; Water; 9
Sustainable
Packaging;
Sustainable
Sourcing; Waste
Management
GRI 2-27
Compliance with laws and
regulations
Reported
Resources;
Renewable
Energy; Fuel
and Energy
Efficiency; GHG
Emissions; Water; 21-39
Sustainable
Packaging;
Sustainable
Sourcing; Waste
Management
GRI 2-28
Membership Associations
Reported
About Us
GRI 2-26
18
| 51
SUSTAINABILITY REPORT | 2021-22
General
Disclosures
Description
GRI 2-29
Approach to stakeholder
agreements
GRI 2-30
Collective bargaining
agreements
SUSTAINABILITY REPORT | 2021-22
Status
Cross Reference/
Page number
Direct Answer
Reported
Stakeholder
Engagement and
Materiality
10
Reported
Freedom of
Association and
Human Rights
47
Reported
Stakeholder
Engagement and
Materiality
11
Reported
Stakeholder
Engagement and
Materiality
11
Reported
Various sections
of the report
cover the
material topics
Stakeholder engagement
General
Disclosures
GRI 3-1
GRI 3-2
GRI 3-3
List of material topics
Management of material
topics
GRI 206-1
Direct economic value
Reported
generated and distributed
Proportion of spending
on local suppliers
Reported
17
Sustainable
Sourcing
33
14
GRI 205: Anti-Corruption
Operations assessed for
Reported
risks related to corruption
Governance
GRI 205-2
Communication and
training about anticorruption policies and
procedures
Reported
Governance
Reported
There were
no reported
incidents of
corruption
GRI 205-3
52 |
Confirmed incidents of
corruption and actions
taken
14
Materials used by weight or
volume
Reported
Sustainable
Sourcing
31
GRI 302: Energy and Emissions
Economic
performance
GRI 205-1
Legal actions for anticompetitive behaviours, antitrust, and monopoly practices
GRI 301: Materials
GRI 301
GRI 204: Procurement Practices
GRI 204-1
Reported
There have
been no
legal actions
or instances
of anticompetitive
behaviours,
anti-trust, and
monopoly
practices
Environmental Disclosures
GRI 201: Economic Performance
GRI 201-1
Status
GRI 206: Anti-Competitive Behaviour
Economic Disclosures
Process to determine
material topics
Description
Cross
Reference/
Page number
Direct Answer
14
GRI 302 - 1
Energy consumption within
the organisation.
Reported
Renewable
energy
21
GRI 302 - 3
Energy intensity
Reported
Fuel and
Energy
Efficiency
24
GRI 302 - 4
Reduction of energy
consumption
Reported
Fuel and
Energy
Efficiency
21-24
GRI 303: Water and Effluent
GRI 303 - 1
Interaction with water as a
shared resource
Reported
Water
26-28
GRI 303 - 2
Management of water
discharge related impacts
Reported
Water
26-28
GRI 303 - 3
Water Withdrawal
Reported
Water
26-28
GRI 303 - 4
Water Discharge
Reported
Water
26-28
GRI 305 - 1
Direct (Scope 1) GHG
emissions
Reported
GHG
Emissions
25
GRI 305 - 2
Energy indirect (Scope 2)
GHG emissions
Reported
GHG
Emissions
25
GRI 305 - 4
GHG emission intensity
Reported
GHG
Emissions
25
GRI 305: Emissions
| 53
SUSTAINABILITY REPORT | 2021-22
General
Disclosures
Description
SUSTAINABILITY REPORT | 2021-22
Status
Cross Reference/
Page number
Direct Answer
General
Disclosures
Description
Status
Cross Reference/
Page number
Direct Answer
GRI 403-4
Worker participation,
consultation, and
communication on
occupational health and
safety
Reported
Occupational
Health and
Safety
38-39
GRI 403-5
Worker training on
occupational health and
safety
Reported
Occupational
Health and
Safety
38
GRI 403-6
Promotion of worker
health
Reported
Occupational
Health and
Safety
38-39
GRI 403-7
Prevention and mitigation
of occupational health
and safety impacts
Reported
directly linked by business
relationships
Occupational
Health and
Safety
38
GRI 403 - 8
Workers covered by
an occupational health
and safety management
system
Reported
Occupational
Health and
Safety
38
Reported
Occupational
Health and
Safety
38
GRI 306: Waste
GRI 306 - 1
Waste generation and
significant waste-related
impacts
GRI 306 - 3
Waste generated
GRI 401-3
Parental leave
Reported
Waste
management
35-36
Reported
Waste
management
36
Employee
practices &
Engagement
35
Sustainable
Sourcing
31-32
Sustainable
Sourcing
31-32
Reported
GRI 308: Supplier Environmental Assessment
GRI 308 - 1
GRI 308 - 2
New suppliers that
were screened using
environmental criteria
Reported
Negative environmental
impacts in the supply
chain and actions taken
Reported
Social Disclosures
GRI 401: Employment
Reported
Employee
practices &
Engagement
Benefits provided to
full-time employees
that are not provided to
temporary or part time
employees
Reported
Employee
practices &
Engagement
Parental leave
Reported
GRI 401-1
New employee hires and
employee turnover
GRI 401-2
GRI 401-3
Employee
practices &
Engagement
35
GRI 403 - 9
GRI 404: Training and Education
35
35
GRI 404-1
Average hours of training
per year per employee
Reported
Learning and
Development
43
GRI 404-2
Programs for upgrading
employee skills and
transition assistance
programs
Reported
Learning and
Development
43
GRI 404 - 3
Percentage of total
employees by gender and
by employee category
who received a regular
Reported
performance and career
development review
during the reporting
period
Learning and
Development
43
GRI 403: Occupational Health and Safety
GRI 403-1
Occupational health
and safety management
system
Reported
Occupational
Health and
Safety
40-42
38-39
38-39
GRI 403-2
Hazard identification, risk
assessment, and incident
investigation
Reported
Occupational
Health and
Safety
GRI 403-3
Occupational health
services
Reported
Occupational
Health and
Safety
54 |
Work-related injuries
| 55
SUSTAINABILITY REPORT | 2021-22
General
Disclosures
Description
SUSTAINABILITY REPORT | 2021-22
Status
Cross Reference/
Page number
Direct Answer
GRI 405: Diversity and Equal Opportunity
Diversity of governance
bodies and employees
Reported
Diversity &
Inclusion
44
GRI 405 -2
Ratio of basic salary and
remuneration of women
to men
Reported
Diversity and
Inclusion
42
GRI 406: Non-discrimination
Incidents of discrimination
and corrective actions
Reported
taken
Diversity and
Inclusion
GRI 407-1
Reported
Freedom of
Association &
Human Rights
Reported
Product Safety &
Quality
16
GRI 416-2
Incidents of noncompliance concerning
the health and safety
impacts of products and
services
Reported
Product Safety &
Quality
16
GRI 417-1
Requirements for product
and service information
Reported
and labelling
Ethical Labelling,
Marketing and
16
Influence
GRI 417-2
Incidents of noncompliance concerning
product and service
information and labelling
Ethical Labelling,
Marketing and
16
Influence
47
Reported
Sustainable
Sourcing
30, 32
Reported
Sustainable
Sourcing
30, 32
Reported
Community
Nutrition
37, 47, 48
GRI 414-1
New suppliers that were
screened using social
criteria
Reported
Sustainable
Sourcing
22
GRI 414-2
Negative social impacts
in the supply chain and
actions taken
Not
Reported
Sustainable
Sourcing
32
GRI 408-1
GRI 416-1
Assessment of the health
and safety impacts of
product and service
category
GRI 417: Marketing and Labelling
GRI 408: Child Labour
Operations and suppliers
at significant risk for
incidents of child labour
Cross Reference/
Page number
Direct Answer
44
GRI 407: Freedom of Association and Collective Bargaining
Operations and suppliers
in which the right to
freedom of association
and collective bargaining
may be at risk
Status
Description
GRI 416: Customer Health and Safety
GRI 405-1
GRI 406-1
General
Disclosures
Reported
GRI 409: Forced or Compulsory Labour
GRI 409-1
Operations and suppliers
at significant risk for
incidents of forced or
compulsory labour
GRI 413: Local Communities
GRI 413 - 1
Operations with local
community engagement,
impact assessments, and
development programs
GRI 414: Supplier Social Assessment
56 |
| 57