“Now we have to do every thing we should to take a look at scale, we’ve got to take a look at focus,” he stated in an interview. “We do have a barely lengthy tail of smaller companies – all of them have nice potential. Recognising this distinction is important for our long-term success.”
The Godrej household enterprise was formally divided in April 2024 into the Godrej Industries Group (GIG), led by brothers Adi and Nadir Godrej, and GEG, helmed by their cousin Jamshyd Godrej and his niece Nyrika Holkar, who’s govt director.
“Seventy % of our turnover comes from giant companies, however even the smaller ones have sturdy potential,” stated Jamshyd Godrej, 76, at Godrej Bhavan in south Mumbai. “Development can not observe a uniform path – some companies demand scale, others demand depth.”
The three clusters are akin to mission statements: consumer-first, nation-first and future-first. The patron-first portfolio, accounting for about 60% of income, anchors progress by home equipment, furnishings model Interio, locks and safety.
The nation-first cluster, contributing about 40%, spans aerospace, superior engineering and infrastructure tasks such because the Atal Setu (Mumbai Trans Harbour Hyperlink), metro techniques and airports. The nascent future-first vertical targets rising industries together with inexperienced hydrogen, warehouse automation, battery innovation and recycled development supplies.Godrej was clear that GEG was not eager to go public.‘Innovation should additionally form cities’
“So long as we’ve got wholesome money flows and might fund our investments internally, there is no such thing as a want for us to record,” he stated.
“Itemizing brings in complexities. In our case, I’m not so positive it makes any sense in any respect. If tomorrow, as a substitute of rising 15% we need to develop at 30%, then there could also be a case. However why ought to I develop at 30%? It’s too dangerous. I imagine in a prudent degree of progress that’s manageable.”
Many corporations flip to markets as a result of they lack entry to capital, he added.
Reflecting on the group’s legacy, Godrej stated its energy has all the time come from core competencies in metal processing.
“My father (Naval Godrej) used to imagine that something to do with metal processing was our area. We made safes, we made furnishings — all steel-based. That was the considering. Even at this time, these capabilities stay integral to us,” he stated.
Over the a long time, GEG has shifted factories out of Vikhroli in Mumbai, repurposing older websites for industrial use whereas consolidating manufacturing at Khalapur, which now homes hubs for furnishings, interiors, forklifts, safety gear and defence. On the similar time, the group is constructing a big, built-in township in a 1,000-acre land parcel in Vikhroli.
“Innovation should form not solely companies, but additionally the cities we stay in. India’s future relies on how we reimagine progress — in methods which might be sustainable, inclusive and transformative,” Godrej stated.
A protracted-time champion of city planning, he pointed to tasks corresponding to Dharavi’s redevelopment and the Bandra Kurla Complex, drawing comparisons with France’s emphasis on hubs and walkable neighbourhoods. “It is going to take a long time, possibly 50 years. Cities are engines of progress, however they will solely fulfil that position if we make them environment friendly,” he stated.
Betting on superior tech
GEG is betting on superior applied sciences corresponding to zinc-manganese battery backup techniques and semiconductors for energy and cooling, with a watch to environmental steadiness.
“We selected zinc and manganese as sustainable alternate options to lithium and cobalt,” he stated, including {that a} pilot plant in Mumbai is operational with industrial rollout quickly.
The group needs to spice up the income contribution of exports to 25% from 15%, strengthening competitiveness and buyer insights. GEG is increasing course of gear manufacturing for oil, gasoline and petrochemicals, supported by a brand new Dahej, Gujarat, facility with a jetty for outsized consignments.
Defence, aerospace and house stay priorities, with participation in missiles, aero engines and different techniques. “Our a long time of involvement positions us properly, however success will hinge on exports, since international defence commerce is basically export-driven,” he stated.
Extreme controls
Godrej is of the view that India has the potential to turn out to be a worldwide manufacturing hub however is constrained by extreme controls and lack of transparency.
“These are behavioural modifications that should come first,” he stated, citing iPhone meeting in India as proof of what’s doable when coverage intent matches execution.
Whereas companies have expanded, manufacturing’s share in GDP has declined, he famous.
“There’s monumental potential. Nevertheless it takes management with a transparent mandate to make it occur,” he stated.
On India’s long-term progress, he was optimistic but pragmatic.
“Sure, I imagine in it very a lot. However we should first be clear about what meaning,” he added.
High quality of life
Development should improve high quality of life.
“Our cities depart a lot to be desired,” he stated. “Development can’t be measured solely within the tallest towers or expressways — it must be about making cities extra habitable, environment friendly and sustainable.”
A key thrust space is digital transformation, with Rs 1,200 crore being invested over three years throughout manufacturing, buyer expertise and worker studying.
The group is embedding IoT, AI and generative AI by tasks corresponding to AI-led provide chain forecasting, energy-optimising sensible home equipment, linked forklifts with real-time monitoring, and customer support platforms which have lowered response occasions by 40%.
Half the workforce is being skilled in digital expertise, supported by in-house generative AI instruments for customised assistants in HR, finance, authorized and repair.
“These programmes usually are not nearly expertise adoption,” Godrej stated. “They’re about reimagining how we create worth for our prospects, companions and workers in a digital-first world.”
Trying forward, Godrej stays bullish on India’s prospects.
“The ecosystem is vibrant, alternatives are considerable, and the momentum for transformation is stronger than ever. This can be a significantly thrilling time to suppose boldly and construct for the long run,” he stated.
