Reimagining the future - Agility in a climate of change
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Reimagining
the future
Agility in a climate of change
Integrated Report
Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
What’s in the Report Agility in a
climate of change
Introduction
Approach to Reporting 03
Performance Highlights 04
COVID-19 Response 09 ITC believes that when enterprises economic, environmental and social with agility, fast-tracking innovation
Company Overview make societal value creation an capital, thus embedding sustainability across every dimension of operations
ITC at a Glance 14 integral part of their corporate at the core of ITC’s strategy. Today, – across the value chain. This was
ITC’s Businesses 17
strategy, powerful drivers of this strategy has not only contributed accompanied by large scale efforts
ITC’s Brandscape 18
innovation emerge that make growth to building strong businesses of to provide relief and support to
Operational Footprint 19
ITC’s Value Chain 20
more enduring for all stakeholders. the future as well as a portfolio of communities in need, around our
Sustainability Ambitions 21 At ITC, we call this paradigm winning world-class brands, but it operational areas, across the country.
‘Responsible Competitiveness’ - also continues to guide our thoughts,
Approach to Value-creation At the same time - as the world
an abiding strategy that focuses strategies and actions as we address
Creating Integrated Value 26 prepares for a post-pandemic future,
Value-creation Model 27 on extreme competitiveness but the many challenges posed by the
ITC is actively working towards
Stakeholder Engagement 28 in a manner that replenishes the unprecedented COVID-19 pandemic.
Sustainability 2.0, an agenda which
Materiality Assessment 29 environment and supports sustainable
While navigating this ‘new normal’, reimagines sustainability under
Strategy 30 livelihoods. Our innovative business
Agility at scale underlined our the pressing challenges of climate
Value-creation for Stakeholders models synergise the building of
Delighting Customers 41
approach at each step. ITC responded change.
Creating Shareholder Value 49
Preserving and Nurturing the Environment 56
Serving and Empowering Communities 70 Key Stories
Workforce of Tomorrow 74
ollaborating with Suppliers and
C
Value Chain Partners 78
Governance
ITC’s Corporate Governance 81
overnance Structure and
G
Interlinkage with Management 82
Board of Directors and Executive Management 83
ESG Risk Management 86
Ratings and Awards 87 Corporate Overview Approach to Value-creation Value-creation for Stakeholders Governance
Certifications 89
Agility in Driving Agile in Creating Agile in Reimagining Enabling Agility
Innovation Enduring Value Sustainability & Responsibility
page 13 page 25 page 40 page 80
Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
APPROACH TO REPORTING
Reporting Framework Data Management System and
This is ITC’s 4 Integrated Report, prepared in addition to the
th
Reporting Boundary
Company’s 18th Sustainability Report, which attempts to present
ITC has deployed an Integrated Sustainability Data Management
a range of financial and non-financial disclosures to inform its
System to collect, collate and analyse the environmental and social
stakeholders about how different ‘capitals’ are being deployed to
data. The system is equipped with strong internal controls to ensure
enable the creation of enduring value. ITC’s Integrated Report has
source-credibility and that the disclosures made in this Integrated
been prepared in line with the requirements of the International
Report are backed by integrity of the underlying data that have
Framework developed by the International Integrated Reporting
been appropriately verified. The data for environmental and social
Council (IIRC).
performance are based on the Company’s performance of various
businesses, units, hotels and office complexes and third-party
Independent Audit and Assurance manufacturers (TPMs)/subsidiaries as included in the Sustainability
The financial information in this Integrated Report for the year Reporting boundary, details of which are available in the Report
2020-21 has been taken from the standalone financial statements Profile section of ITC’s Sustainability Report 2021.
of the Company, which have been audited by independent
auditors, Messrs. S R B C & Co LLP. The non-financial information
(environmental and social performance data) presented in this Report
for year 2020-21, also appears in ITC’s Sustainability Report 2021
which is prepared on the basis of the Global Reporting Initiative (GRI)
Standards and meets the ’In Accordance - Comprehensive‘ criteria,
and has also been independently assured by Messrs. Deloitte
Haskins & Sells LLP.
ITC has computed its greenhouse gas (GHG) inventory, including
GHG emissions, biogenic Carbon Dioxide (CO2) emissions and GHG
removals, in accordance with ISO 14064:2006. The GHG inventory
of 2020-21 has been verified by Messrs. Deloitte Haskins & Sells LLP
at the ‘Reasonable Assurance’ level. ITC accounts for the following
gases in its GHG inventory: Carbon Dioxide (CO2), Methane (CH4),
Nitrous Oxide (N2O), Hydrofluorocarbons (HFCs), Perfluorocarbons
(PFCs) and Sulphur Hexafluoride (SF6), GHG Emissions and also CO2
sequestered.
Integrated Report 2021 | 03 |
Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
PERFORMANCE HIGHLIGHTS
Steady performance
amid uncertainties
Highlights
Financial
Operational
Environmental
Social
Human Capital
D 48,151 crores D 32,110 crores Among Top 3
contributors
Gross Revenue Contribution to the National
Exchequer (67% of Value-added) to the National Exchequer
in private sector
D33,557 crores D 2,68,948 crores 16.9%
Non-Cigarette Segment Market Capitalisation CAGR over the Last
Revenue As on 31st March, 2021 Two Decades
Total Shareholder Returns
Integrated Report 2021 | 04 |
Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
PERFORMANCE HIGHLIGHTS
Steady performance
amid uncertainties
Highlights
Financial
Operational
Environmental
Social
Human Capital
200+ 107 25 120+ 13
Manufacturing Hotels FMCG Brands Products Businesses
Units Launched of Tomorrow
Integrated Report 2021 | 05 |
Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
PERFORMANCE HIGHLIGHTS
Steady performance
amid uncertainties
Highlights
Financial
Operational
Environmental
Social
Human Capital
41% 33 42.95 million kl
ITC’s Energy from No. of USGBC/IGBC Total Rainwater Harvesting
Renewable Sources Certified Platinum Buildings (RWH) Potential Created
99% 78,000 MT+ 31,000 MT+
Of the total solid waste Of Dry Waste Sustainably Of Post-Consumer Plastic Waste
generated in ITC units was Managed by ITC Programmes – equivalent to more than 80%
either reused or recycled of plastic packaging films utilised
by ITC
Integrated Report 2021 | 06 |
Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
PERFORMANCE HIGHLIGHTS
Steady performance
amid uncertainties
Highlights
Financial
Operational
Environmental
Social
Human Capital
6 million 160 million
Sustainable Livelihoods Person-days of Employment Generated
supported through Social and Farm Forestry Initiatives
4 million+ 18 million+
Farmers Empowered Citizens Covered through ITC’s
by ITC e-Choupal Solid Waste Management
Programmes
Integrated Report 2021 | 07 |
Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
PERFORMANCE HIGHLIGHTS
Steady performance
amid uncertainties
Highlights
Financial
Operational
Environmental
Social
Human Capital
35,900+ 7.5 lakh+
Total Employees in Total Training (person-days)
ITC Group
95% ITC Hotels certified as a
Great Place
Of employees are proud to work at
ITC, as per a company-wide iEngage to Work
Survey - amongst the highest globally In FY 2020-21
Integrated Report 2021 | 08 |
Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
COVID-19 RESPONSE
Agility in Adversity,
Compassionate
in Crisis
The COVID-19 pandemic has impacted nearly
every nation on earth, at a scale and depth never
experienced before. In response, governments,
businesses, healthcare providers and individuals
came together to adapt to the new normal.
D 215 crores
Set up for COVID-19 Contingency
Committed to its credo of putting ‘Nation First: Fund which is being used to
provide relief to the poor and
Sab Saath Badhein’ ITC made concerted efforts
vulnerable sections of the society
to contribute to India’s fight against COVID-19.
Responding with agility and compassion,
Schemes under MGNREGA
ITC undertook several initiatives to support
generated over
communities in distress, crafting innovative
solutions to ensure business continuity and
addressing consumers’ emerging needs speedily.
5.5 million
Person-days of employment
ITC responded proactively to support its in 16 states
stakeholders.
25
States and Union Territories
supported with a combination
of cooked meals, packaged food
and hygiene products
Integrated Report 2021 | 09 |
Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
COVID-19 RESPONSE
Communities Farmers, Supply Chain Consumers
and Distribution
• ITC worked with Government's MGNREGS programme to create • Ensured efficient market servicing and availability of the • ITC ramped up production capacity of essential products,
55 lakh person-days of work worth ₹ 90.5 crores. Company’s products through concerted actions across and resumed distribution in record time while ensuring total
all nodes of operations including extension of support to compliance with safety protocols.
• ITC along with ITC Education and Healthcare Trust and ITC
trade partners, realignment of the distribution infrastructure,
Rural Development Trust has set up a ₹ 215 crores COVID-19 • ITC launched new and innovative solutions to meet the
deployment of innovative delivery models, strategic
contingency fund. A large part of the fund has been utilised heightened nutritional and hygiene requirements of its
partnerships and enhanced usage of digital technologies.
towards providing relief to the poor and vulnerable sections consumers.
of the society who are facing severe disruptions to their • ITC was amongst the first in the industry to launch an online
• Enhanced the presence of its product portfolio in alternative
livelihoods. ordering system for retailers to mitigate the disruption in sales
channels and entered into collaboration with new partners
operations.
• Together with local authorities, a combination of cooked meals, (viz., Dominos, Swiggy, Zomato and Dunzo) to efficiently
packaged food and hygiene products were distributed across • Business Continuity Plans have been activated by various service consumers.
25 States and Union Territories. business teams to secure key material supplies including usage
• Pioneered an innovative model - 'ITC Store on Wheels' - to
of substitute materials, identification of alternate/domestic
directly service consumers in 900+ residential societies in top
vendors, identification and activation of potential alternative
markets.
manufacturing capacities to supplement existing facilities.
• The recently-launched exclusive ‘ITC e-store’, was also
• ITC also extended financial support to its supply chain partners
leveraged effectively to provide on demand access to
for obtaining COVID-19 Insurance Cover for their associates,
consumers in select markets.
covering hospitalisation and diagnostic expenses, apart from
sharing COVID-19 safety protocols and providing training.
Integrated Report 2021 | 10 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
COVID-19 RESPONSE
Standing with Team ITC
ITC salutes its frontline warriors • Contingency Management Teams deployed at • Employees have been provided secure remote • Risk mitigation protocols such as zoning in
all locations. connectivity to facilitate Work from Home. factories and restrictions on travel and office
who worked relentlessly to serve its
presence.
consumers and the nation amidst • Detailed advisories have been issued to • The Company’s employees, trade partners,
employees on how to safeguard themselves, transporters and their associates were provided • The Company has made arrangements with
such adversity. The Company has
their colleagues and associates, and their extensive training – both online and at the place various medical establishments to facilitate
taken a host of measures to ensure families, both at the workplace as well as at their of work - in COVID-19 safety protocols. COVID-19 vaccination among eligible employees
employee wellbeing: homes. and their families as well as value chain partners
• Medical advisories through a network of
across India.
• Covid care centres for employees and their Company Doctors and webinars, on preventive
families, assistance with hospitalisation and measures and counselling services.
treatment, and paid leave for those infected or
in quarantine.
Integrated Report 2021 | 11 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Approach to Reporting Performance Highlights COVID-19 Response
COVID-19 RESPONSE
Business response Some key interventions
Swift Resumption of Operations ‘WeAssure’ programme for hotels
In the wake of the pandemic, Over 90% of the factories manufacturing ITC’s Hotels business launched the ‘WeAssure’
ITC maintained a strict vigil on essential products were operational within two programme in collaboration with medical
weeks of imposition of the lockdown. professionals and disinfection experts to reassure
emerging trends, and responded
guests, and to provide best-in-class experience in
swiftly, leveraging opportunities More than 85% of the Company’s WDs and
hygiene and safety at the Company’s iconic Hotels.
associated warehouses were made operational
and mitigating risks. The Company within 10 days of the lockdown, serving million of
initiated a three-pronged consumers with highly motivated frontline teams.
‘Flavours’ and ‘Gourmet Couch’ menus as
approach of ‘Survive, Revive and home delivery and takeaway offerings
Reimagine’ to combat the evolving For presenting unique cuisine experiences to
situation and guide its business discerning guests during the lockdown, ITC Hotels
launched ‘Flavours’ and ‘Gourmet Couch’ menus
continuity.
as home delivery and takeaway offerings. These
ITC responded with agility by were further augmented with the introduction of
‘Biryani & Pulao Collection’ comprising timeless
innovating, ideating and launching Capacity Augmentation flavours of classic culinary dishes.
120+ products, and delivery The Personal Care Business rapidly expanded
manufacturing capacity manifold and enhanced
mechanisms in fast-track mode
availability of ‘Savlon’ antiseptic liquid, soap,
to meet the evolving needs of the handwash, hand sanitiser and ‘Fiama’ handwash accelerated digital transformation
consumers. These included several products in the market.
The pandemic has given wings to the trend of Digitalisation that
first-to-market products as well. was already gathering momentum. Apart from e-Commerce, digital
Agility was also reflected in the Purposeful innovation entertainment, work-from-home conferencing, telemedicine,
way the Company reconfigured In record time, several exciting and relevant offerings education, learning and skill development, e-services and social
under the ‘Savlon’ brand were launched viz., media communications, have all experienced exponential surge.
its supply chain, recalibrated
Surface Disinfectant Spray, Clothes Disinfectant and
manufacturing capacities, Refreshing Spray, Spray and Wipe, Multi-purpose
Accelerated digital transformation is integral to ITC’s future-
ready strategy and is increasingly being harnessed to enhance
collaborated effectively with Disinfectant Liquid, Germ Protection Wipes, Face
competitive advantage. Cutting-edge digital technologies are
partners and utilised digitalisation Mask, ‘Hexa’ range of soaps and hand sanitising liquid.
being increasingly deployed across key touch points spanning
to power processes. Repurposing manufacturing plants
Consumer Experience, Smart and Agile Manufacturing & Supply
Chain Operations, Employee Experience and Intelligent Insights
Repurposed its newly set up perfume
Platforms. Foundational initiatives such as the ‘DigiNext’ and ‘Young
manufacturing plant in Manpura, Himachal
Digital Leaders Forum’ have been implemented towards steering the
Pradesh in quick time to manufacture hand
Company through its digital journey and fostering a data driven and
sanitisers and service increased demand.
‘digital first’ culture across the organisation.
Integrated Report 2021 | 12 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
COMPANY OVERVIEW ITC’s Core Values are aimed at
Agility
developing a customer-focused,
high-performance organisation,
which creates larger value for all
in Driving
its stakeholders.
ITC’s commitment to create a robust and
future-ready organisation that addresses the
Innovation
aspirations of the nation and its stakeholders
is at the core of its organisational vitality. This
commitment drives continuous innovation across
all products, processes and systems of its
diverse businesses.
ITC’s Life Sciences and Technology Centre (LSTC)
works continuously to churn out game-changing,
science-led innovative products and other
business solutions. This has enabled ITC to launch
first-to-market brands that delight customers
and retain the competitive edge in a
fast-changing operating environment. To
strengthen its digital infrastructure across the
value chain, ITC has formulated comprehensive
business-wise strategies. The Company’s
businesses are housed in state-of-the-art
manufacturing facilities, supported by
ITC at a Glance
ITC’s Businesses
14
17
120+ new-generation technologies to step up
resource productivity and the quality of its
New and innovative products were
launched in record time during products and services with speed and precision.
ITC’s Brandscape 18
FY2020-21 with compelling value
Operational Footprint 19 propositions, demonstrating agility
ITC’s Value Chain 20 and execution excellence
Sustainability Ambitions 21
Integrated Report 2021 | 13 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
ITC AT A GLANCE
ITC’s
‘Nation First: Sab VISION
Sustain ITC’s position as one of India’s
Saath Badhein’
most valuable corporations through
world-class performance, creating
growing value for the Indian economy
Philosophy
and the Company’s stakeholders.
MISSION
To enhance the
ITC’s ‘Nation First: Sab Saath Badhein’ wealth-generating capability
philosophy has inspired the Company to of the enterprise in a globalising
integrate sustainability as a bedrock of environment, delivering superior and • The Company is creating multiple drivers of agriculture and industry, generating largescale
sustainable stakeholder value.
its corporate strategy even as it builds a growth across its leading businesses that employment opportunities and supporting
span all three sectors of the Indian economy - sustainable livelihoods, driving import
globally competitive Indian enterprise of
agriculture, manufacturing and services. These substitution by enhancing the competitiveness
tomorrow. VALUES include Fast Moving Consumer Goods (FMCG), of domestic agri-value chains and industry,
ITC’s Core Values are aimed at Hotels, Paperboards, Paper and Packaging, and creating national brands to maximise value
developing a customer-focused, Agri Businesses. capture in India, increasing Indian agri-exports
high-performance organisation which and promoting sustainable business practices.
• ITC derives its strengths from its deep consumer
creates value for all its stakeholders:
insights, cutting-edge Research & Development, • ITC’s sustainability initiatives seek to serve
differentiated product development capacity, national priorities through creation of largescale
cuisine expertise, brand-building capability, sustainable livelihoods and augmentation of
world-class manufacturing infrastructure, natural resources, reflecting the Company’s
Trusteeship Excellence extensive rural linkages, efficient trade commitment to its credo of ‘Nation First: Sab
marketing and distribution network and Saath Badhein’.
dedicated human resources.
• ITC is investing in the future through fortification
Customer focus Innovation
of its robust product portfolio, seeding of new Investments made by ITC continue to
categories, sharper alignment of R&D and be guided by the national objectives
innovation to business outcomes, harnessing
the power of digital, and an agile and efficient
of ‘Make in India’, ‘Doubling Farmers’
Respect Nation
for people orientation supply chain. Income’ and the overarching theme
• The Company’s interventions across its
of ‘Atmanirbhar Bharat’ that seeks
operating segments are aligned to the national to make the country stronger,
priorities of enhancing competitiveness of Indian resilient and more competitive.
Integrated Report 2021 | 14 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
ITC AT A GLANCE
Highlights
A Global Exemplar in ‘Triple Clear leader in the FMCG industry Deep rural linkages and agri- Cutting-edge R&D capability with
Bottom Line’ Performance. in terms of Cash Flow generation. commodity sourcing expertise. over 350 highly qualified scientists
in Life Sciences & Technology
Centre (LSTC), Bengaluru, with
over 900 patents and design
Demonstrated track World-class distributed Leveraging digital technologies across
registration applications.
record of creating superior manufacturing footprint and a areas such as consumer engagement
shareholder value. multi-channel distribution network. and insight discovery, smart Leveraging synergies residing
manufacturing, agri value chains, across diverse businesses.
supply chain agility and
Consistent Dividend Payouts Building purpose-led brands front-end execution.
backed by a clear and robust anchored on larger consumer needs. Trailblazer in Green hoteliering.
dividend policy.
Zero Debt Company. Pursuing value-accretive and harnessing the power of digital
synergistic opportunities for
inorganic growth. cturing Insig
nufa hts
& Ma Pla
in tfo
ha rm
lyC
pp
Su
Em
ce
pl
en
oy
Building Intellectual Property through Cutting-edge R&D
eri
ee
Exp
Eng
The Company’s state-of-the-art ITC Life scientific infrastructure and state-of-the-art
mer
age
Sciences and Technology Centre (LSTC) in facilities to create knowledge, build intellectual
Consu
Digital-first Culture
ment
Bengaluru is at the core of driving science-led property through experimental research, rapid DigiNext / Young
Digital Leaders Forum
product innovation to support and build ITC’s prototyping and process development.
portfolio of world-class brands.
Centres of Excellence in Biosciences,
State-of-the-Art Digital Technologies, Infrastructure and Security
The LSTC team comprising over 350 highly Agrisciences and Materials, and robust research
qualified scientists have a mandate to work platforms such as Beauty & Hygiene, Heath
on future-ready science platforms, design & Wellness, Agro-forestry & Crop Sciences, The pandemic has given wings to the trend of areas spanning Consumer Experience, Smart and
differentiated products to address unique Sustainable Packaging materials continue to Digitalisation that was already gathering momentum. Agile Manufacturing & Supply Chain Operations,
Accelerated digital transformation is integral to Employee Experience and Intelligent Insights
needs and deliver superior benefits to Indian drive world-class innovation. Rigorous systems,
ITC’s future-ready strategy and is increasingly being Platforms. Foundational initiatives such as the
consumers. R&D teams seamlessly integrate processes and industry best practices have harnessed to enhance competitive advantage. ‘DigiNext’ and ‘Young Digital Leaders Forum’ have
classical concepts of product development enabled securing global quality certifications - a been implemented towards steering the Company
Cutting-edge digital technologies are being
to explore and harness cross-business key enabler in delivering products that follow increasingly deployed across strategic impact through its digital journey and fostering a data driven
synergies. LSTC has evolved over the years the highest standards in quality, safety and and ‘digital first’ culture across the organisation.
and is presently resourced with world-class efficacy to the Indian consumer.
Integrated Report 2021 | 15 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
HARNESSING THE POWER OF DIGITAL
The FMCG Businesses continue to increasingly leverage ‘Sixth Several digitally powered interventions are underway towards
Sense’, the Marketing Command Centre and Consumer Data enhancing productivity, driving efficiency and reducing costs.
Hub – an AI powered hyper-personalised platform backed by a These initiatives are anchored on the key pillars of synchronised
robust partner ecosystem for content and data - to gain insights planning and forecasting, next generation agile supply chain,
on market trends and consumer behaviour and synthesise the smart manufacturing and sourcing, and smart demand capture
same to craft contextual brand communication and product and fulfilment. Strategic investments are also being made
development. Over 2,000 content assets have been deployed towards enhancing value creation leveraging data and analytics.
leveraging this platform within a relatively short span of time at Key interventions include augmenting the Company’s NextGen
significantly lower cost. data architecture powered by Artificial Intelligence/Machine
Learning (AI/ML), identifying and prioritising use cases for
impactful outcomes and setting up a Data Science academy
comprising data scientists and engineers to drive and sustain
data and analytics programmes.
The Company’s TM&D vertical continues to leverage digital
The year also marked the scale up of the Company’s Direct- technologies to drive productivity, improve market servicing,
to-Consumer (D2C) channel, the ‘ITC e-Store’. Launched draw actionable insights for sharp-focused interventions,
just prior to the lockdown in March 2020, this initiative was augment sales force capability and deepen connect with
extended to 11 cities during the year. Powered by state-of-the- retailers.
Superior Consumer Impactful Brand art digital technologies and a robust fulfilment infrastructure,
Insights and Campaigns and Several Robotic Process Automation BOTs are operational
the platform offers consumers on-demand access to a wide
Innovation Engagement across businesses thereby eliminating non-value adding and
range of the Company’s FMCG products under one roof.
repetitive work. Access to secure and contemporary platforms
Cutting-edge digital technologies including Industry 4.0, has been provided by seamlessly and securely implementing
Advanced Analytics, Big Data and industrial Internet of remote working for its employees through extensive IT
Things (IoT) continue to be deployed towards strengthening enablement.
the Company’s real time operations and execution platform.
Continuous Enhanced Synchronised Agile
Tracking and Shopper Planning Supply Chain
Feedback Experience
Leveraging Digital for Empowering Retailers
A virtual summit on ‘Digital Enablement for Kirana Outlets’ was
Smart
held to educate and upskill retailers on best practices in retail Operations
management. The summit saw an overwhelming participation
of 1500+ retailers, securing a place in the GUINNESS WORLD
RECORDS® for ‘Most viewers for a retail management live stream Smart Demand Smart Manufacturing
on a bespoke platform’. Capture & Fulfilment And Sourcing
Integrated Report 2021 | 16 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
ITC’S BUSINESSES
Businesses that Build Value ITC is one of India's foremost private sector companies and
a diversified conglomerate with businesses spanning FMCG,
for the Indian Economy
Hotels, Paperboards, Paper & Packaging and Agri Business.
FMCG - Others FMCG Cigarettes Hotels Paperboards, Paper & Agri Business
• ITC’s FMCG-Others segment includes • Clear market leader. • 2nd Largest Hotel Chain in India; 4 brands - Packaging • Leading Agri Business player in India.
Branded Packaged Foods, Personal • Well-laddered portfolio of brands; Wide 107 iconic luxury properties. • Pioneer in Rural Transformation.
Care Products, Education and Stationery • Clear market leader in the Indian Paperboards &
and deep distribution network. • Trailblazer in ‘Responsible Luxury’ with all Specialty Papers industry. • Sourcing & Supply operations in 22 states
Products, Incense Sticks (Agarbattis) and Premium Luxury hotels being LEED Platinum
• World-class products & processes • Fully integrated business model – secure, encompassing over 20 agri value chain
Safety Matches. certified.
anchored on innovation. renewable and cost competitive fibre base, clusters.
• The diverse portfolio is anchored on over • Globally acknowledged for its iconic cuisine
• State-of-the-art manufacturing facilities. in-house pulp manufacturing. • Largest procurer of wheat after FCI (Food
25 world-class purpose-led Indian brands brands.
• Strong vertical integration with Leaf • India’s largest, technologically advanced and Corporation of India).
- creating, capturing & retaining value in
tobacco and Packaging & Paperboards • World’s first hotel chain to receive Platinum most eco-friendly Paper & Paperboards business; • Leveraging Information Technology for
India.
businesses. certification in infection risk management by ‘Make In India’ exemplar. the transformational ‘e-Choupal’ initiative;
• The Company’s FMCG products reach M/s DNV.
• Best-in-class profitability & returns globally. • No. 1 player in the Value-added Paperboards Empowering over 4 million farmers.
over 150 million households in India.
• ITC Windsor, Bengaluru - First hotel in the segment. • Quality & Cost-optimised agri commodity
• One of the fastest growing Branded world to receive the prestigious LEED Zero
• 40+ B2B Brands with Innovative & Differentiated sourcing.
Packaged Foods Businesses in India. Carbon Certification by USGBC.
Offerings. • Providing institutional support & empowering
• Purposeful innovation anchored on robust • ‘Asset-right’ growth strategy; robust pipeline
• World-class environmental performance; grassroots institutions.
R&D platforms nurtured by LSTC. of management contracts.
renewable energy consumption and large scale • Delivering competitive advantage to ITC’s
• Distributed state-of-the-art manufacturing
afforestation programmes. Branded Packaged Foods Businesses - high
facilities; 9 ICMLs operational.
• One-stop packaging solutions provider - quality & cost competitive agri-sourcing.
• Multi-channel Go-To-Market model; smart,
diversified manufacturing base and • Focus on scaling up Value-added segment
agile and responsive Supply Chain.
multi-technology platform capabilities. (Processed Fruits, Spices, Aqua, etc.).
• Strong growth platforms; chosen
• Largest value added convertor of paperboard • Enhancing competitiveness of domestic
categories offer significant headroom for B Y I T C H OT E L S
packaging in South Asia. value chains through e-Choupal 4.0, a crop
growth.
• Leveraging Industry 4.0 & Digital technologies to agnostic ‘phygital’ integrated agri solutions
» Fortifying the Core, Addressing platform.
Adjacencies through Mother Brands, improve operational efficiency, reduce wastages
and costs. • No 1. leaf tobacco exporter in India (5th largest
Building the New Core.
• Cutting-edge innovation and deep understanding in the world); One-Stop Shop for Quality
of end-user needs being leveraged for Indian Tobaccos; best-in-class profitability
developing sustainable Paperboards & Packaging • Pioneering cultivation of Flue-cured and
solutions. superior Burley tobaccos in India.
Segment Revenue* D20,333.12 crores D 14,728.21 crores D627.51 crores D5,618.55 crores D12,582.24 crores
FMCG-Cigarettes FMCG-Others Hotels Paperboards, Paper and Agri Business
*Figures for the year ended 31st March, 2021 Packaging
For more details on Segment-wise Revenue, Results, Assets and Liabilities, refer to Page 207 of Report and Accounts 2021
Integrated Report 2021 | 17 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
ITC’S BRANDSCAPE
ITC’s building brands with purpose
World-Class No.1 in No. 1 in the Bridges segment No. 1 in
Indian Brands Branded Atta of Snack Foods (No. 2 overall
in Snacks & Potato Chips)
Cream Biscuits
Offerings Offerings Offerings
ITC has built over 25 world-class Atta, Salt and Spices, Bridges, Potato Chips and Namkeens Biscuits and Cakes Savlon Swasth India
brands across its diversified Fresh Dairy under Healthier Children, Healthier India
Aashirvaad Svasti
business portfolio of Branded
Packaged Foods, Personal Care
Products, Education and Stationery
Products and Incense Sticks
(Agarbattis) and Safety Matches,
garnering an annual consumer
Vivel
spend of over D 22,000 crores. No.1 in No. 2 in No. 2 in
Notebooks Noodles Deodorants Women Empowerment
Offerings Offerings Offerings
Educational and Noodles and Pasta Perfumes & Deodorants
Stationery products
YiPPee!
A Better World
D 1,200 crores
No. 2 in Agarbattis
No. 1 in Dhoop segment
Offerings
Matches, Dhoop & Agarbatti Significant growth in
consumer spends for ‘Savlon’ Mom’s Magic
portfolio Saluting Mothers
Source: Nielsen
Integrated Report 2021 | 18 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
OPERATIONAL FOOTPRINT
Highlights
Expanding FMCG
Over the years, ITC has invested in setting
the Operational up multiple Integrated Consumer Goods
Manufacturing and Logistics facilities (ICML)
towards augmenting its manufacturing and
Canvas
sourcing footprint across categories and will
enable its FMCG businesses to rapidly scale up.
These ICMLs provide structural advantages
to the Company's businesses by enhancing
product freshness, improving market
responsiveness, reducing the cost of servicing
Manufacturing Locations proximal markets and ensuring the highest
standards of product hygiene, safety and
Agri Business Division (ABD) Agri
quality.
Agri Business Division (ABD) Tobacco Capacity utilisation at the 9 operational
ICMLs is being ramped up along with focused
Packaging & Printing Business (PPB)
smart manufacturing interventions leveraging
automation and Industry 4.0 technologies to
Education & Stationery Products Business (ESPB) drive operational efficiencies, yield and energy
management and further enhance safety
Matches and Agarbattis Business (MAB) and quality.
Paperboards & Specialty Papers Division (PSPD)
PAPERBOARDS AND SPECIALTY PAPERS
Foods
Recently, the Bhadrachalam unit augmented
its Value-added Paperboards (VAP) capacity
Personal Care Products Business (PCPB) Division
by 45000 TPA which will further strengthen
its market standing. The additional capacity is
India Tobacco Division
expected to be fully deployed in FY2021-22.
HOTELS
Construction of 3 properties - ITC Narmada,
200+
a Luxury Collection hotel in Ahmedabad and
Welcomhotels at Bhubaneswar and Guntur -
with around 500 rooms is nearing completion.
Manufacturing Units
During the year, in line with the ‘asset-right’
strategy, three new properties were added
Over 100
to the portfolio of ‘Welcomhotel’ brand of
ITC Hotels Business - Welcomhotel Bay Island
in Port Blair (formerly, Fortune Resort Bay
Island), Welcomhotel Shimla, and Welcomhotel
Countries where ITC exports Ahmedabad.
Integrated Report 2021 | 19 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
ITC’S VALUE CHAIN
Building Sustainable ITC’s Vertically Integrated Sustainable Value Chain
Value Chains
ITC Brands
ITC Businesses
Empowering Indian Farmers and anchoring inclusive and sustainable value chains.
Wheat Potato Pulpwood Spices Milk Fruits Bamboo Leaf Tobacco
As a conglomerate with diversified interests in both • In addition, ‘Mangaldeep’ agarbattis
products and services businesses, ITC maintains support an indigenous bamboo value Cigarette
a vertically integrated supply chain for most of its chain with plantation interventions in
Ingredients Culinary insights
businesses, which facilitates optimum utilisation North East India. Foods
of raw materials, as well as efficient logistic Leveraging
Packaging
These vibrant value-chains provide Personal Care Synergies
operations. It also builds on intra-group synergies, across
consumers high quality products whilst Businesses
which further adds to organisational efficiency. Agri Business Paper
supporting substantial livelihoods for (Leaf tobacco)
Education & Stationery
Particularly in the FMCG segment, ITC is
farmers.
powered by: Agri Business Paperboards & Speciality Papers Matches & Agarbatti Packing & Printing Hotels
• Building of digitally-powered and climate-smart Deep rural linkages and agri-commodity
agri value chains. sourcing expertise resident in ITC’s Agri Paperboard
Value Chain
Business coupled with the ability to offer
• Smart and agile supply chain. differentiated value-added services of FMCG (B2C) Industrial Supplies and Exports (B2B) Services
• Distributed manufacturing and sustainable identity preservation, traceability and
operations. certification continue to be critical sources Responsible Sustainable Manufacturing Sustainable
Sustainable
Delighting
Responsible
Logistics & End-of-Life
of competitive advantage. Sourcing & Services Packaging
Warehousing
Consumers
Management
• Resilient and robust sales & distribution.
Through a diverse portfolio of food products,
Regenerative Optimal Health and ITC Hotels' Improving Strategically Responsible Sustainable
anchored on inclusive agri value chains, ITC has and climate- resource use safety, and ‘WeAssure’ recyclability located marketing models
Sustainability Interventions
resilient employee Programme of packaging manufacturing for managing
helped empower India’s farming community with Sourcing of superior quality of agriculture well-being focuses on units optimising post-consumer
health, hygiene distance packaging waste
varied interventions. A few examples of how ITC’s
brands enable inclusive agri value chains include:
milk laid the platform for launch and safety to market
• ‘Aashirvaad’ for wheat and spices.
of premium category milk Sustainable Climate Commitment Managing Phasing Strategically Consumer
forestry resilience and to highest talent, out hard located satisfaction
‘Aashirvaad Svasti Select’, which water risk
management
standards of
quality and
upholding
human rights
to recycle
plastics
automated
warehouses
and feedback
management
• ‘Bingo!’ Snacks for potato.
is first-of-its-kind in the country product safety and fostering
diversity
• ‘B Natural’, ‘Farmland’, ‘ITC MasterChef’ for fruits providing complete traceability
and vegetables. Sustainable Green Cutting-edge Sustainable
of milk quality across the bamboo
plantations
buildings R&D and
innovation
packaging
solutions for
• ‘Aashirvaad Svasti’ for dairy. supply chain the industry
with Omega
and Filo series
• ‘Classmate’ and ‘Paperkraft’ for 'Tree to
notebook' value chain. Responsible FSC-certified
sourcing in line paper and
with supplier’s paperboards
Code of for packaging
Conduct
Integrated Report 2021 | 20 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
SUSTAINABILITY AMBITIONS
Building a
Collective Future
with Sustainability
2.0
As the world prepares for a post-pandemic
future, your Company is actively working
towards Sustainability 2.0, an agenda which
reimagines sustainability under the pressing
challenges of climate change and the The future will certainly belong
pandemic. to purposeful enterprises
that constantly build
With a view to ‘Building Back Better’, competitiveness with agility
Sustainability 2.0 calls for inclusive strategies and innovation to swiftly
that can support sustainable livelihoods, respond to shocks, evolving
pursue newer ways to fight climate change trends and opportunities.”
and enable the transition to a net zero
Sanjiv Puri,
economy, work towards ensuring water security Chairman & Managing Director, ITC
for all and create an effective circular economy
for post-consumer packaging waste. It also
entails protecting and restoring biodiversity.
Integrated Report 2021 | 21 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
SUSTAINABILITY AMBITIONS
ITC believes that agility in thought Sustainability 2.0 Ambitions: 2030 Targets
and action, meaningful public-
private-people partnerships
and responsible competitiveness
will act as core enablers of
this new agenda. With its bold
Sustainability 2.0 agenda, ITC Climate Change
is setting the bar higher, and
remains committed to making a Goal Key Performance Indicators Target Target Year Baseline Year Performance 2020-21 Progress SDG Mapping
meaningful contribution to the 50% of Total Energy from % of Total Energy Consumed from 50% 2030 - 41% On Track
Nation’s future while retaining its Renewable Sources Renewable Sources
status as a sustainable business 100% Purchased Grid Electricity % of Total Electrical Energy (Grid 100% 2030 - 51% On Track
Requirements1 from Renewable Purchased) from Renewable Sources
exemplar. Sources
50% reduction in Specific GHG % Reduction in GHG Emissions 50% 2030 2018-19 Paper Business – 7.4% On Track
Emissions2 (Scope 1, 2) per Unit of Production Foods Business – 21.4%
Hotels – 4.2%3
Agri Business – 1.1%
Packaging & Printing – 30%
Tobacco – 2.0%
30% reduction in Specific Energy % Reduction in Energy Consumed 30% 2030 2018-19 Paper Business – 5.5% On Track
Consumption4 per Unit of Production Foods Business – 20%
Hotels – 14%5
Agri Business – 2.5%
Packaging & Printing – 6.6%
Tobacco – 0.5%
Sustain and enhance carbon Area under Social Forestry (Acres) 630,000 2030 - 394,678 On Track
sequestration by expanding forestry
projects on wastelands through ITC’s
Social and Farm Forestry programme
and other such initiatives
Improvement in KPIs Decline in KPIs
1
This includes all electricity sources except onsite power from co-generation plant.
2
For details, refer to ‘Building Climate Resilience’ section of this report.
3
For Hotels Business, specific GHG emissions went up because of low occupancy during the pandemic, though absolute GHG emissions has reduced.
4
For details, refer to ‘Building Climate Resilience’ section of this report.
5
For Hotels Business, specific energy consumption went up because of low occupancy during the pandemic, though absolute energy consumption has reduced.
Integrated Report 2021 | 22 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
Water Stewardship
SUSTAINABILITY AMBITIONS
Goal Key Performance Indicators Target Target Year Baseline Year Performance 2020-21 Progress SDG Mapping
40% reduction in Specific Water % Reduction in Water Consumed 40% 2030 2018-19 Paper Business – 3.4% On Track
ITC believes that agility in thought Consumption6 per Unit of Production Foods Business - 33%
and action, meaningful public- Hotels – 22.6% 7
Tobacco – 4.5%
private-people partnerships
and responsible competitiveness Creation of Rainwater Harvesting Ratio of Rainwater Harvesting 5X 2030 - 4X On Track
Potential equivalent to over 5 times Potential created and Net Water
will act as core enablers of the Net Water Consumption from Consumed in Operations.
this new agenda. With its bold Operations
Sustainability 2.0 agenda, ITC All Sites in High Water Stressed Areas No. of AWS Certfied Sites 8 sites 2035 - 1 Site AWS certified. On Track
to be certified as per the International by 2023 ITC's Kovai unit received the
is setting the bar higher, and Water Stewardship Standard by AWS All high-risk Platinum-level certification in
remains committed to making a (Alliance for Water Stewardship) sites by 2035 2019-20. Certification of other
Units in Progress
meaningful contribution to the
Nation’s future while retaining its Ensure Water Security for All Watershed Area (Acres) 2,200,000 2030 2016-17 1,231,251 (cumulative) On Track
Stakeholders through Watershed On Track
status as a sustainable business Development & Managed Aquifer
Water Harvesting Structures (Nos) 50,000 2030 2016-17 21,991 (cumulative)
Storage Potential (million kl) 60 2030 2016-17 41.95 (cumulative) On Track
exemplar. Recharge
Improve Crop Water Use Efficiency in million kls of Water Saved 2,000 2030 - 208 On Track
Agri Value Chains through Demand (Annually)
Side Management Interventions
Plastic Waste and Circular Economy
Goal Key Performance Indicators Target Target Year Baseline Year Performance 2020-21 Progress SDG Mapping
100% of Packaging to be Reusable, % of Plastic Packaging Utilised that is 100% 2028 - 99.9% (less than 0.1% of On Track
Recyclable or Compostable Recyclable, Reusable or Compostable Packaging Portfolio is Non-
Recyclable or Hard to Recycle
– Phase out plans in place)
ITC is also actively working to
increase the collection and
recycling rates for Multi-Layered
Plastic (MLP) packaging waste
by implementing replicable,
scalable and sustainable models
of solid waste management
Plastic Neutrality: Enable Sustainable % of Plastic Packaging Waste >100% 2021 - 80%+ On Track
Management of Waste in Excess of Sustainably Managed
the Amount of Packaging Utilised
Improvement in KPIs Decline in KPIs
6
For details, refer to ‘Towards Water Security For All’ section of this report.
7
For Hotels Business, specific water consumption went up because of low occupancy during the pandemic, though absolute water consumption has reduced.
Integrated Report 2021 | 23 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
ITC at a Glance ITC’s Businesses ITC’s Brandscape Operational Footprint ITC’s Value Chain Sustainability Ambitions
SUSTAINABILITY AMBITIONS
ITC believes that agility in thought
Sustainable Agriculture
and action, meaningful public-
private-people partnerships Goal Key Performance Indicators Target Target Year Baseline Year Performance 2020-21 Progress SDG Mapping
and responsible competitiveness Promote Climate Smart Village Area Covered (Acres) 3,000,000 2030 2016-17 771,119 (cumulative) On Track
will act as core enablers of Approach in Core Agri-business
Catchments
this new agenda. With its bold
Sustainability 2.0 agenda, ITC
is setting the bar higher, and
remains committed to making a
meaningful contribution to the
Nation’s future while retaining its
Biodiversity Conservation
status as a sustainable business
exemplar. Goal Key Performance Indicators Target Target Year Baseline Year Performance 2020-21 Progress SDG Mapping
Revive & Sustain Ecosystem Area Covered (Acres) 250,000 2030 - 44,044 (cumulative) On Track
Services and Products provided
by Nature, through adoption
of Nature-based Solutions and
Biodiversity Conservation
Sustainable Livelihoods
Goal Key Performance Indicators Target Target Year Baseline Year Performance 2020-21 Progress SDG Mapping
Supporting Sustainable Sustainable Livelihoods 10,000,000 2030 - 6 million On Track
Livelihoods for 10 million supported (No.)
People by 2030
Integrated Report 2021 | 24 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Creating Integrated Value Value-creation Model Stakeholder Engagement Materiality Assessment Strategy
APPROACH TO VALUE-CREATION ITC partners India’s journey towards
Agile in Creating
inclusive growth with an expanding
presence across all three sectors
of the economy - agriculture,
Enduring Value
manufacturing and services. Over the
years, ITC’s multiple growth catalysts
have been meticulously crafted to
match internal competencies with the
emerging opportunities of a growing
Indian economy.
In agriculture, ITC’s deep engagements with farmers
across the country, have empowered million of
them. In the manufacturing sector, ITC has created
world-class manufacturing facilities in India for its
FMCG, Paperboards and Packaging businesses.
In the services sector, ITC Hotels is a trendsetter in
‘Responsible Luxury’.
From best-in-class manufacturing facilities, iconic
luxury hotels, logistics hubs to Life Sciences and
Technology Centre, ITC’s value-generating assets
contribute to strengthening ITC’s competitiveness
while contributing to the Government of India’s vision
for an ‘Atmanirbhar Bharat’.
Creating Integrated Value 26 Over the last five years, the
Value-Added by ITC, i.e. the value
Value-creation Model 27 created by the economic activities of
Stakeholder Engagement 28 ITC and its employees, aggregated
around ` 2,39,000 crores of which
Materiality Assessment 29 over ` 1,67,000 crores accrued to the
Strategy 30 Exchequer
Integrated Report 2021 | 25 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Creating Integrated Value Value-creation Model Stakeholder Engagement Materiality Assessment Strategy
Creating Integrated Value
Executing an Agile Business
Operating in a Materiality Creating Enduring Value
Model to Develop a Portfolio
Dynamic Environment Assessments for its Stakeholders
of World-class Businesses
India is One of the Largest Consumer
Customers
Markets in the World
• Rising disposable income. FMCG Hotels Paperboards Environment page 41
• Over 60% working population. • Climate-resilient • Biodiversity
agriculture. management.
• Emerging aspiring and affluent class. Paper and Agri • Water security for all. • Climate resilient
Packaging Business • Sustainable operations. Shareholders
packaging. page 49
Changing consumer Behaviour
Aligned to
• Elevated demand for Health & Hygiene,
Immunity, and Ayurveda products. • Mission, Vision and Core Values.
• Corporate Objectives and Strategies. Social
• With growing urbanisation and higher Environment
• Business specific strategies.
disposable incomes, discretionary • Consumer • Sustainable page 56
consumption is gaining in momentum. experience. livelihoods.
• Responsible • Health and safety
• Relatively stronger rural demand.
marketing. • Human rights.
Robust Brand
• Contactless payment and online shopping • Sustainable products • Diversity and
Portfolio Communities
becoming the order of the day. and brands. inclusion.
• Responsible • Learning and page 70
• Preference for responsible and sourcing practices. development.
sustainable products and brands. Purposeful Operating
Innovation Levers of Leverage
Margin
Expansion
Human Capital
(FMCG) Governance
page 74
• Ethics and • ESG risk
governance. management.
Power of Supply Chain
• Business success. • Innovation.
Digital Efficiencies
Refer Section Mitigating risks, managing values
page 36 Suppliers & Partners
Refer Section Strategy page 78
Refer Section Materiality Assessment
page 30
page 29
Integrated Report 2021 | 26 |Introduction Company Overview Approach to Value-creation Value-creation for Stakeholders Governance
Creating Integrated Value Value-creation Model Stakeholder Engagement Materiality Assessment Strategy
VALUE-CREATION MODEL
Designed to Deliver with Innovation and Resilience
Inputs Business Activities Outcomes
D59,005 crores D12,651 crores D17,164 D10.59 per share Amongst Top 3
Shareholders’ Funds Capital Expenditure
in the last 5 years
crores EPS Indian corporates in
the private sector in
Financial D34,000 crores+ Financial PBT 16.9% terms of Contribution
Total Shareholder Returns to the Exchequer
Revenue Expenditure D13,032
Agri FMCG crores
(CAGR over the last 2 decades)
Business PAT
200+ 10 million sq. ft.+
Manufacturing Units Warehousing Space
25+ 120+
Manufactured 107 World- class New Products Launches
Hotels Business Indian Brands in FY 2020-21
Intellectual
Capital Created, Preserved and Replenished
Activities
D774 crores State-of-the-art ITC’s Life Sciences &
Technology Centre (LSTC) spread over
Employee Engagement
R&D Spend in the last 5 year Survey Recipient of awards
3,42,000 Sq.Ft.+ 95%
demonstrating its ethos
Intellectual 350+ Paperboards, Hotels Human Of survey respondents
to encourage good labour
and employee practices
World-class scientists are proud to work at ITC as also enhance skilling for
Paper and manufacturing excellence
Packaging
35,900+ ~D2,821 crores
Total Employees in ITC Group Employee benefits
expenditure
6 million 8,08,462
Human 7.5 lakh+ Sustainable
livelihoods supported
Children covered under
education programme
Person days of
formal t raining Social and
Relationship 4 million 160 million
Farmers empowered Person-days of employment
Output through e-Choupal generated through social and
D353 crores 10,524 farm forestry initiatives
CSR Expenditure across 216 Grass-root Institution/
Social districts in 25 States/Union Community-based
D 2.69 lakh crores D 32,110 crores
Territories Organisations (CBOs) created
5,827 KT 78,000+ Tonnes
CO2 GHG Removals Dry waste sustainably managed
through ITC Programmes
Market Capitalisation Contribution to the National
D12,000 crores Distribution network:
As on 31st March, 2021 Exchequer (67% of Value-added) 42.95 million kl 31,000 Tonnes
Spend on indigenous 100,000+ 6 million+ during the year Rainwater Harvesting Post-Consumer Plastic Waste,
procurement of raw materials, Markets Retail Outlets Potential created sustainably managed by ITC’s
Relationship stores and supplies (As per Neilsen) Natural programmes – equivalent to more
(87% of total procurement)
99% than 80% of plastic packaging films
utilised by ITC
D 48,151 crores D33,557 crores
Of the total solid waste
generated in ITC units was
22,369 Terra 10 million kl either reused or recycled The Kovai unit of Paperboards
& Speciality Papers Business
Joules (TJ) Net Water Consumption Gross Revenue Non-Cigarette Revenue earned a unique distinction of
Of energy consumed over 41% 2,454 Kilo Tonnes Unit level water being the only facility in India
Natural (9,247 TJ) from renewable Of Raw materials processed, with
security interventions
at key units
to be awarded the Alliance
for Water Stewardship (AWS)
sources 97% (2,373 kilo tonnes) from agro/
Platinum- level certification
forestry based renewable sources
Integrated Report 2021 | 27 |You can also read
