SHAPING
THE FUTURE
INNOVATIVE. INCLUSIVE. IMPACTFUL.
Sustainability Report

Contents
Chairman’s Message	
1
About this Report	
5
About ITC	
8
20 Years of Sustainability  
Reporting at ITC	
10
ITC’s Approach to  
Value-creation	
13
Strategic Pillars	
15
ITC Businesses	
18
Value Creation Model	
24
Environmental 
Stewardship	
51
Climate Change	
53
Sustainable and Climate 
Resilient Agriculture	
63
Biodiversity Management	
73
Water Security	
81
Towards Circularity	
93
Chemical Safety  
Management	
101
Air Emissions Management	
101
Social Stewardship:
Sustainable and 
Inclusive Growth	
102
Sustainable Supply Chain and 
Responsible Sourcing	
103
Product Sustainability	
111
Workforce for Tomorrow	
133
Human Rights	
142
Occupational  
Health and Safety	
143
Mission Sunehra Kal for 
Sustainable and Inclusive 
Growth	
148
Annexures	
181
Contribution to UN SDGs	
182
Annexures	
187
GRI Content Index	
187
Quantification Methodologies	
195
Certifications	
196
Awards and Recognitions	
198
Independent External Assurance	 200
Scan here to know more about 
Sustainability at ITC
Approach to  
Sustainability 2.0	
25
Strengthening Relationships 
with All Stakeholders	
25
Material Issues	
30
Strategic Risk Management	
31
Sustainability 2.0  
Management Framework	
37
Sustainability 2.0 Ambitions	 38
Governance	
40
Creating Sustained 	
48 
Economic Value
|  Sustainability Report 2023

It is with a deep sense of satisfaction and 
pride that I present ITC’s 20th Sustainability 
Report, combined this year again with our 
Integrated Report, now in its sixth year. As in 
the previous years, this report has received 
the “In Accordance” rating of GRI Standards 
and is externally verified by Deloitte Haskins 
& Sells.
ITC’s sustainability performance continues to 
be acknowledged across the globe. We have 
sustained our ‘AA’ rating by MSCI-ESG, for  
the 5th consecutive year. We have also 
featured in the Dow Jones Sustainability 
Emerging Markets Index. Additionally, ITC has 
been rated 
‘A -’ at the Leadership Level for Climate 
Change, Supply Chain and Water Security  
by CDP.
Two Glorious Decades of Sustainability 
Reporting 
This Report marks a momentous occasion in 
ITC’s sustainability journey as we complete 
2 decades of reporting. The theme “Shaping 
the Future” encapsulates the pathways that 
we have defined to pursue our vision of 
“Responsible Competitiveness” and contribute 
to a world that’s greener and cleaner while 
supporting livelihoods at scale. It is immensely 
heartening that ITC is today recognised as 
a global exemplar in sustainability, having 
achieved many a milestone over the years 
with multi-dimensional interventions that 
have been innovative, inclusive and impactful. 
It is a matter of pride that our innovative 
business models have enabled ITC to achieve 
the global environmental distinction of being 
carbon, water and solid waste re-cycling 
positive enterprise for over 18, 21 and 16 
years respectively and support sustainable 
livelihoods of over 6 million people.  It is 
immensely satisfying that the first 12 LEED 
Zero Carbon hotels in the world and the first 
2 LEED Zero Water properties are ITC Hotels. 
ITC’s Foods unit at Malur became Asia’s first 
food processing facility to be awarded the 
AWS Platinum level certification, the highest 
recognition for water stewardship in the world, 
which follows a similar achievement for our 
Paperboards Unit in Kovai, the first site in India 
and the first paper mill in the world to achieve 
this certification. ITC Sankhya in Bengaluru 
became the first data centre in the world to be 
awarded the LEED Zero Carbon certification. 
ITC has also implemented large-scale 
interventions for empowerment of farmers and 
rural communities. Today, many corporates 
are mainstreaming sustainability - some even 
embracing it as their core brand identity. 
However, it is evident that our collective efforts 
need to be scaled up further to address the 
risks posed by the mounting 
sustainability threats.
A World in Permacrisis 
We live today in a world of permacrisis 
and uncertainty. Unprecedented change 
is upon us given the mega threats of 
geopolitical dynamics, existential climate 
crisis, reglobalisation as well as technological 
advancements and digital acceleration. The 
consequences are starkly visible- be it in 
supply chain disruptions, structural inflation, 
the danger of food and livelihood security and 
indeed widening inequality. Terming 2023 as 
the year of ‘polycrisis’, the World Economic 
Forum has called out several areas, like climate 
change, food and energy shortages, etc, where 
the world is at an inflection point.
The threats of livelihood generation and 
growing inequalities are also making societies 
vulnerable. The stark inequalities of income 
and wealth are reflected in the fact that the 
top 1% of the world’s adults own around 48% of 
total global wealth, while the bottom 53% own 
around 1%. Nearly 345 million people face acute 
food insecurity worldwide. Such challenges 
are threatening the very fabric of society, 
triggering dissonance and unrest. As reports 
have pointed out, between 2011 and 2019, there 
was significant increase in riots, general strike 
and anti-government demonstrations around 
the world.
Climate change has spiralled into an existential 
threat, despite the heightened awareness and 
efforts by nations across the globe. Its impact 
is borderless. The recent IPCC Synthesis Report 
on Climate Change has warned that current 
policies could take global warming to 3.2°C 
rise by 2100. To limit temperature rise to 1.5°C, 
emissions would have to be reduced by at 
least 43% by 2030 compared to 2019 levels, and 
at least 60% by 2035. New research suggests 
Chairman's 
Message
Sanjiv Puri
Chairman & Managing Director
1 |  Sustainability Report 2023

climate change could push up to 132 million 
people into extreme poverty by 2030. Between 
2030 and 2050, climate change can cause 
approximately 250,000 additional deaths per 
year from malnutrition, malaria, diarrhoea and 
heat stress alone. The WEF Global Risks Report 
2023 has highlighted that climate change and 
related issues are the top 3 risks in terms of 
severity facing the world in the next decade. 
The IPCC has pointed out that globally nearly 
3.6 billion people were ‘dangerously exposed 
and vulnerable to climate impacts. 
We are already witnessing the catastrophic 
effects of climate change. In 2022, Europe 
experienced the worst drought since the Middle 
Ages, resulting in the loss of thousands of lives. 
Rivers ran at historic low levels compromising 
agri yields and disrupting supply chains. 
Drought-stricken waters of river Danube ran so 
low that 20 hulks of explosives-laden German 
warships sunk during World War Two were 
exposed. Erratic rainfall also led to devastating 
floods across the world. A cyclone of record-
breaking duration devastated parts of south-
eastern Africa. 
India is also reeling under the effects of climate 
change. In 2023, the country experienced its 
hottest February in the past 122 years. The IPCC 
report has warned that India is among the 
countries that face the highest risk from climate 
change related events like heat waves to 
cyclones and displacement. India experienced 
extreme weather events on 84 of the 120 days 
in the first four months of 2023. Cities like 
Kolkata, Mumbai, Chennai, Goa and Kochi will 
be adversely affected by sea-level rise. 
Pathways to Greener, Cleaner  
and Inclusive World
The enormous environmental and social 
challenges make it evident that progress 
cannot take place unless we redefine our 
strategies for growth and competitiveness to 
make sustainability and inclusivity the core 
of business transformation. Reimagining a 
cleaner and greener future will necessitate 
giant strides in transitioning to a net zero 
economy together with large-scale adaptation 
measures. The world over, nations and 
policymakers are accelerating mitigation and 
decarbonisation initiatives to battle climate 
change. However, it is clear that breaching 1.5 
degrees is an inevitability in the short term. 
Therefore, solutions for better adaptation must 
find equal focus as mitigation measures. The 
IPCC report has emphasised ‘climate resilient 
development’ that integrates adaptation and 
mitigation to safeguard against the inevitable 
climate hazards. A sustainable future will also 
necessitate adoption of green technologies, 
implementation of nature-based solutions, 
building resilience while simultaneously scaling 
up investments in R&D to define new pathways 
to address climate risks. R&D and Innovation, 
particularly in agriculture and hard-to-abate 
sectors, joint efforts in carbon capture, usage 
and storage, green energy and mobility will 
enable a cost-efficient energy transition. 
Collaboration among nations and enterprises, 
removal of barriers to knowledge sharing and 
transfer of technology including intellectual 
property rights will ensure a just transition, 
particularly for developing nations. 
It is indeed heartening to note how India is 
leading in climate action. The nation ranks 
first among all G20 members in terms of 
overall climate performance in the Climate 
Performance Index. India’s updated NDCs also 
reinforce its commitment to climate action. 
India has already forged a global collaboration 
“One Sun, One World, One Grid” to promote 
solar energy. A National Hydrogen Mission has 
also been launched. India’s G20 presidency, 
with the theme of “One Earth, One Family, 
One Future” which is extremely relevant in 
today’s context, also provides the nation with a 
huge opportunity to lead the world in climate 
action and promote a new dimension of global 
progress though collaboration.  
ITC – Vision and Strategy
It is ITC’s firm belief that businesses exist to 
serve society. Enterprises with their immense 
and multi-dimensional resources can play 
a significant role in alleviating societal 
challenges. In their own enlightened self-
interest, corporates must not only be agile, 
consumer centric and innovative, but also 
purpose-driven and responsibly competitive. 
Inspired by its credo of Nation First: Sab Saath 
Badhein, ITC has made sustainable and 
inclusive growth the bedrock of its corporate 
strategy. ITC has crafted innovative business 
models that work towards building economic, 
environmental and social capital as a unified 
strategy. ITC’s large-scale programmes address 
the challenges of climate change with focus 
on both mitigation and adaptation measures, 
replenish the environment, create sustainable 
livelihoods and empower rural communities. ITC 
is now actively working towards Sustainability 
2.0, an agenda which reimagines sustainability 
under the pressing challenges of climate change 
and social inequity. The goals envisaged in S2.0 
will further strengthen ITC’s large-scale efforts 
to combat climate change, enable the transition 
to a net zero economy, work towards ensuring 
water security for all, restore biodiversity through 
adoption of nature-based solutions, create an 
effective circular economy for post-consumer 
packaging waste and scale up programmes that 
support large-scale sustainable livelihoods. 
ITC’s Climate Action 
Recognising the urgent need to combat 
climate change for building a more secure 
future, ITC has crafted a comprehensive 
climate action plan that includes pursuing a 
low carbon growth strategy through extensive 
decarbonisation programmes across its 
operations and value chains, increasing the 
share of renewable energy, reduction of 
specific energy, adoption of circular economy 
models, construction of green buildings and 
greening logistics. Accelerating adaptation 
efforts, ITC is building climate resilience by 
promoting regenerative agriculture practices 
in agri value chains and stepping up nature-
based solutions, among others. 
ITC has undertaken comprehensive climate risk 
assessments with the help of climate experts 
to identify site-specific solutions for adaptation 
and the same is also being spearheaded to 
enable mitigation measures.
Chairman's Message
2 |  Sustainability Report 2023

Building Climate Resilience in Agriculture 
One of our major efforts is the Climate Smart 
Agriculture programme that aims to de-risk 
farmers from erratic weather events through 
the promotion of Climate Smart Agriculture 
practices. The initiative focuses on promoting 
high yielding & climate resilient crop varieties, 
adoption of appropriate mechanisation, 
reduction in stubble burning, and provision 
of institutional services. The initiative has 
benefitted 740,000 farmers, covering 2.3 million 
acres in 17 states. As per a study of 43 villages 
across 3 states in the first phase, 70% of the 
villages have moved into the High-Resilience, 
High-Yield category. GHG emissions of select 
crops reduced by 13% to 66% as per assessment 
done in 2021. Net returns of farmers increased 
upto 90%, over a period of five years from 2016 
to 2021. We expect to achieve our target of 
making 3 million acres climate-resilient much 
ahead of time.
In order to sharp target research and crop 
development efforts aligned to the changing 
conditions in the identified climate hot 
spots, ITC has been undertaking climate 
risk modelling across key agri value chains. 
ITCMAARS, the ‘phygital’ ecosystem with 
FPOs at the core, are supported by field 
demonstrations, which enable farmers to adopt 
recommended practices to combat the threat 
of climate change. 
It would be appropriate to make a special 
mention of ITC Mission Millets, a programme 
that we have launched recently, recognising 
the immense benefits of the crop for the 
planet, the farmer and the consumer. ITC 
Mission Millets encompasses development of a 
'good-for-you' foods portfolio, implementation 
of sustainable farming systems as well as 
enhancing consumer awareness on the 
benefits of millets, a nutritionally superior 
food option. Indeed, with low carbon and 
water footprint, greater resilience to high 
temperatures and the ability to grow in poor 
soils, millets are a comprehensive answer for 
sustained food security in the face of drought, 
water shortage and climate change. Millets 
are nutrient-dense super foods that are rich 
in protein, fibre, calcium, iron, vitamins and 
can help address micronutrient deficiency in 
developing countries. ITC Mission Millets is 
aligned to the Government’s vision to introduce 
India’s ‘super-grain’ to the global audience.
Biodiversity 
ITC has also spearheaded a holistic Biodiversity 
Conservation programme that aims to protect 
and enrich biodiversity, including in catchments 
linked to its agri value chains. The focus of 
the programme is on reviving ecosystem 
services provided to agriculture such as 
natural regulation of pests, pollination, nutrient 
cycling, soil health retention and genetic 
diversity, which have witnessed considerable 
erosion over the past few decades. We also 
involve communities in landscape restoration 
& rehabilitation of degraded plots. I am 
pleased to announce that we have restored 
290,000 acres in 12 States. We are committed 
to restoring degraded village commons & 
pasturelands and enrich biodiversity across 1 
million acres by 2030.
Water Stewardship
Currently, 54% of India is confronted with high 
water stress and almost 600 million people 
are at higher risk of surface-water supply 
disruptions. Given the critical role water plays 
in sustaining life and agriculture, ITC has 
implemented an integrated water stewardship 
programme that includes both demand side 
and supply side management initiatives. 
ITC’s Integrated Watershed Development 
Programme has cumulatively covered around 
1.47 million acres of water-stressed area, 
benefitting over 400,000 people. Over 28,000 
water harvesting structures have been built, 
creating storage capacity of over 48.9 million 
kl of water in our catchment areas. In addition, 
to reduce water use in agriculture, we have 
launched a focused demand side management 
programme that has led to potential water 
savings of over 780 million kl. ITC has also 
undertaken 4 river basin regeneration projects, 
including one in the river Ghod in Maharashtra 
which turned water positive in 5 years. ITC's 
water stewardship programme is aligned to the 
Government initiatives of ‘Jal Shakti Abhiyan’ 
and ‘More Crop Per Drop’.
ITC also works to maximise water-use 
efficiency across its operations through 
adoption of water-efficient technologies, 
minimising water withdrawal, enhancing 
recycling and reuse, and continuous reduction 
in specific water intake. Today, it is a matter of 
great pride that ITC’s unit at Malur became 
the first foods processing facility in Asia to be 
awarded the AWS Platinum level certification, 
the highest recognition for water stewardship 
in the world. ITC’s Kovai unit was the first site 
in India and the first paper mill in the world to 
achieve this AWS Platinum certification. We aim 
to get all water-stressed sites AWS Platinum 
certified by 2035. 
Decarbonisation and Green 
Infrastructure
ITC has adopted a low carbon growth path 
through extensive decarbonisation efforts. 
During the year, around 43% of ITC’s total 
energy requirements were met from renewable 
sources. In addition, 12 ITC units met more than 
90% of their electrical energy requirements 
from renewable sources. ITC is at the forefront 
of Green Infrastructure movement in India with 
40 Platinum certified green buildings. 12 of ITC’s 
hotels were the first in the world to be LEED 
Zero Carbon certified while ITC Mughal in Agra 
and ITC Sonar in Kolkata are the first two hotels 
in the world to be LEED Zero Water certified. 
In addition, ITC’s largescale Afforestation 
initiatives, besides mitigating the impact of 
increasing levels of GHG emissions, help green 
degraded wasteland, prevent soil erosion, 
and enhance organic matter content in soil. 
Cumulatively, ITC has greened more than 
1 million acres, generating over 190 million 
person-days of employment among small and 
marginal farmers. 
Circular Economy and Sustainable 
Packaging 
Waste management has assumed critical 
importance in the past decade or so, posing 
increasing pressure on landfills, clogging 
Chairman's Message
3 |  Sustainability Report 2023

rivers and polluting oceans. For more than a 
decade, ITC has implemented a unique Well-
being Out of Waste (WOW) programme that 
has covered over 22 million citizens in over 5.5 
million households. It has promoted sustainable 
livelihood for over 17,750 waste collectors. 
To tackle the growing challenge of plastic 
waste, ITC has spearheaded a first-of-its-kind 
Multi-Layer Plastic collection and recycling 
programme in Pune. ITC has sustained its 
plastic neutrality status for the 2nd year in a row 
by collecting and sustainably managing more 
than 60,000 tonnes of plastic waste in 2022-23. 
In addition, ITC’s Paperboards and Specialty 
Papers Division has been relentlessly developing 
sustainable packaging solutions on laminated 
and moulded fibre platforms. Our sustainable 
products portfolio comprises recyclable 
paperboards, ‘FiloPack’ and ‘FiloServe’, and 
biodegradable paperboards, ‘OmegaBev’ 
and ‘OmegaBarr’, which are alternatives to 
plastic coated containers, cups and other 
deep freeze applications. To replace plastic 
containers in Food delivery, we have introduced 
the paperboard-based ‘IndoBowl’. We also 
innovated the ‘WrapWell’ food wrapping paper 
roll, which is food-grade and eco-friendly. In 
the Personal Care space, ITC’s brands such as 
Vivel and Fiama are progressively adopting 
recyclable packaging options.
ITC - Supporting Livelihoods
Rural India is home to two-thirds of the 
country’s population. Aligned to the national 
priorities of empowering rural communities, 
ITC has adopted a 2-horizon approach to 
support livelihood generation and inclusive 
growth. While the first horizon aims at securing 
and strengthening the dominant sources of 
livelihood through extensive programmes for 
farmer empowerment, the second focuses on 
building capabilities for the future in areas 
such as primary education, vocational training, 
women empowerment, healthcare and so 
on. It is a matter of immense satisfaction that 
over the years, women are playing a larger 
role in ITC’s Social Investments Programme, 
branded Mission Sunehra Kal. Our women 
focused initiatives catalyse a range of gainful 
opportunities in areas such as economic 
empowerment, agri-entrepreneurship, 
financial inclusion, skilling, health and well-
being. These multi-dimensional interventions 
have reached out to over 5 million women so 
far across different parts of the country.
Towards a Better Future – Building a 
Competitive, Climate Positive & Inclusive 
Enterprise
A few years ago, when the disruptions and 
devastations caused by the pandemic jolted 
the world into reimagining the future, ITC 
orchestrated an extensive strategy reset titled 
‘ITC Next’, strengthening its vision to become 
a Competitive, Climate Positive and Inclusive 
enterprise. Accordingly, we are providing 
accelerated impetus to digital transformation, 
agile and purposeful innovation, resilient 
supply chains, talent empowerment as well as 
sustainability leadership. Recognising that the 
mega trends of digital and sustainability will be 
the defining pivots of competitiveness, we are 
pursuing business opportunities that lie in the 
intersection of these trends and our enterprise 
strengths. Examples include ITCMAARS that 
bring the power of digital revolution to farmers, 
tech-enabled cloud kitchens in the food 
service space, sustainable packaging solutions 
with innovative plant-based moulded fibre 
Chairman's Message
technology, focussing on plastic substitution. 
With its bold Sustainability 2.0 agenda, ITC 
remains committed to making a meaningful 
contribution across all the three sectors of the 
economy – Agri, Manufacturing and Services, 
while strengthening its status as a sustainability 
exemplar and a competitive enterprise.
As we move into the future, it will be our 
constant endeavour to dial up our efforts to 
build an exemplary Indian enterprise that will 
create sustained value for all our stakeholders 
and shape pathways to building a brighter 
future for the generations to come. We will look 
forward to your support, as always.
Sanjiv Puri 
Chairman & Managing Director, 
ITC Limited
4 |  Sustainability Report 2023

Reporting Framework
ITC has been reporting its sustainability 
performance annually for the last 20 years, 
and the Sustainability & Integrated Report 
2023 covers the sustainability performance 
for the period April 1, 2022 to March 31, 2023. 
ITC’s Sustainability & Integrated Report 2023 
has been prepared in accordance with the 
Global Reporting Initiative (GRI) Standards. 
Reporting on sustainability topics continues to 
be on the basis of materiality. The Reporting 
Principles, Universal Standards and Topic 
Standards detailed in the GRI Standards 
have been considered while preparing the 
Report. Additionally, the Report has also been 
prepared in line with the requirements of the 
International <IR> Framework published by 
the Value Reporting Foundation. It presents 
a range of financial and non-financial 
disclosures to inform its stakeholders about 
how different ‘capitals’ are being deployed to 
enable the creation of enduring value. 
The Report contains disclosures pertaining 
to Task Force on Climate-related Financial 
Disclosures (TCFD) recommendations as 
well. ITC also discloses its climate change 
and water security related approach 
and performance through CDP, a global 
non-profit that runs the world’s leading 
environmental disclosure platform.
Independent Audit  
and Assurance
The financial data included in the report 
is excerpted from the Company’s Report 
& Accounts 2023, audited by independent 
External Auditors – Messrs. S R B C & Co LLP. 
ITC has obtained independent third-party 
assurance for its Sustainability Reports since 
it started reporting in 2004. In the reporting 
year, authenticity of the data and systems 
disclosed in the Sustainability Report 2023 
has been assured by Messrs. Deloitte Haskins 
& Sells LLP, an independent third-party 
assurance provider. They have provided the 
assurance as per the International Standard 
for Assurance Engagements (ISAE) 3000 at a 
‘Reasonable Assurance’ level. The assurance 
statement of Messrs. Deloitte Haskins & Sells LLP 
is included in the report and covers the summary 
of the work performed, the manner in which the 
assurance engagement has been conducted, the 
extent to which ITC has applied GRI Standards, 
and their conclusions on the Report.
ITC has computed its greenhouse gas (GHG) 
inventory, including GHG emissions, biogenic 
emissions and GHG removals, in accordance 
with ISO 14064:2018. The GHG inventory of 
FY 2022-23 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) and CO2 
Sequestration.
Contact Point
For any clarifications and requesting 
additional copies of this Report, contact at 
below mentioned address:
Corporate Sustainability & Corporate 
Communications Departments
ITC Limited, 37 J. L. Nehru Road,  
Kolkata - 700 071
e-mail: enduringvalue@itc.in
Reporting Boundary
ITC has deployed an Integrated Sustainability 
Data Management System to collect, collate 
and analyse environmental and social data. 
The system is equipped with strong internal 
controls to support the underlying integrity and 
credibility of disclosures made in the Report. 
The data related to environment and social 
performance unless otherwise specified in 
the respective sections is based on the actual 
performance of various businesses of the 
Company (including units, hotels and office 
complexes), Subsidiaries, Associate Companies 
and Third-Party Manufacturers (TPMs) 
included in the reporting boundary. 
For the current reporting period, the reporting 
boundary has been further expanded 
to incorporate  performance of newly 
commissioned factories namely Spices factory 
in Guntur, Packaging and Printing Factory at 
Nadiad- Gujarat, Integrated Consumer Goods 
Manufacturing and Logistics (ICML) facility 
at Medak-Telangana, and Hotel namely ITC 
Narmada at Gujarat. The state-of-the-art 
Ancillary Manufacturing cum Logistics Facilities 
(AMLF) at Pudukkottai and Kapurthala co-
located with the respective ICMLs are also 
included in this year’s reporting boundary.  
In line with ITC’s Policy on Sustainable Supply 
Chain and Responsible Sourcing, the Company 
continues its efforts to encourage best-in-
class sustainability practices along the value 
chain. In the current year, ITC continues 
to incorporate the performance of four 
TPMs of Cigarette Business, eight TPMs 
of the Notebooks segment of Education 
and Stationery Products Business and 
two Associate Companies. ITC intends to 
progressively include more supply chain 
members in the reporting boundary, and will 
continue to build capacity of its key supply 
chain partners and regularly review their 
sustainability performance.
CSR Programmes: ITC’s CSR footprint is 
spread across 27 States/ Union Territories.
ITC Registered Office: Kolkata (West Bengal).
About this Report
5 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC’s Businesses
FMCG Cigarettes
India Tobacco Division (ITD)
Divisional Headquarters:  
Kolkata (West Bengal) 
Units: Kolkata (West Bengal), Bengaluru 
(Karnataka), Munger (Bihar), Saharanpur 
(Uttar Pradesh) and Pune (Maharashtra) 
Third Party Manufacturers (TPMs): Four 
nos.
FMCG-Others
Branded Packaged Foods Businesses 
Divisional Headquarters:  
Bengaluru (Karnataka) 
Units: Haridwar (Uttarakhand), Pune 
(Maharashtra), Munger (Bihar), Panchla, 
Uluberia and Sankrail$ (West Bengal), 
Guwahati (Assam), Kapurthala (Punjab), 
Pudukkottai (Tamil Nadu), Malur & Mysuru 
(Karnataka), Medak (Telangana), Bikaner$, 
Reengus$ & Jaitpura$ (Rajasthan) and Agra$ 
(Uttar Pradesh)
$ For these factories, data related to materials, 
energy and social indicators have been included 
in the report. Other parameters will be included 
in subsequent years. 
Personal Care Products  
Business Division (PCPBD)
Divisional Headquarters:  
Kolkata (West Bengal) 
Units: Haridwar (Uttarakhand), Manpura 
(Himachal Pradesh) and Guwahati (Assam)
Education and Stationery Products 
Business (ESPB)
Headquarters: Chennai (Tamil Nadu) 
Third Party Manufacturers (TPMs) of 
Notebooks: 8 nos.
Incense Sticks (Agarbattis) and  
Safety Matches 
Headquarters: Chennai (Tamil Nadu)
Hotels Division
Divisional Headquarters:  
ITC Green Centre, Gurugram (Haryana) 
Hotels: ITC Maurya (New Delhi), ITC 
Maratha and ITC Grand Central (Mumbai), 
ITC Sonar and ITC Royal Bengal (Kolkata), 
ITC Mughal (Agra), ITC Grand Bharat 
(Gurugram), ITC Windsor and ITC 
Gardenia (Bengaluru), ITC Rajputana 
(Jaipur), ITC Grand Chola (Chennai), 
ITC Grand Goa Resort and Spa (Goa), 
ITC Kohenur (Hyderabad), ITC Narmada 
(Gujarat), Sheraton New Delhi (New Delhi), 
Welcomhotel Bengaluru, Welcomhotel 
Chennai, Welcomhotel Coimbatore, 
Welcomhotel Amritsar, Welcomhotel 
Bhubaneswar, Welcomhotel Guntur
Agri Business Division (ABD)
Divisional Headquarters:  
Guntur (Andhra Pradesh) 
Units: Anaparti, Chirala, Mysuru (Karnataka) 
and Research Centre, Rajahmundry (Andhra 
Pradesh), Spices Factory (Guntur)
Paperboards and Specialty Papers 
Division (PSPD)
Divisional Headquarters:  
Secunderabad (Telangana) 
Units: Tribeni (West Bengal), Bhadrachalam 
(Telangana), Bollaram (Telangana) and 
Kovai (Tamil Nadu)
Packaging and Printing Business (PPB)
Headquarters: Chennai (Tamil Nadu) 
Units: Haridwar (Uttarakhand), Munger 
(Bihar), Nadiad (Gujarat) and Tiruvottiyur 
(Tamil Nadu)
Others 
Trade Marketing and Distribution (TM&D) 
TM&D Headquarters: Kolkata (West Bengal) 
District Offices: Kolkata (West Bengal), 
Mumbai (Maharashtra)
Owned Warehouses: Ambernath 
(Maharashtra), Hyderabad (Telangana), 
Malur (Karnataka), Chennai (Tamil Nadu), 
AMLF Pudukkottai (Tamil Nadu) and AMLF 
Kapurthala (Punjab) 
ITC Life Sciences & Technology Centre, 
Bengaluru (Karnataka) 
Central Projects Organisation, Bengaluru 
(Karnataka)
Subsidiaries 
ITC Infotech India Limited
Units: Bengaluru (Karnataka), Kolkata (West 
Bengal) and Pune (Maharashtra)
Technico Agri Sciences Limited
Units: Chandigarh and Manpura (Himachal 
Pradesh)
Srinivasa Resorts Limited
Hotel: ITC Kakatiya, Hyderabad (Telangana)
Bay Islands Hotels Limited
Hotel: Welcomhotel Bay Island in Port Blair
Landbase India Limited
Classic Golf & Country Club, Gurugram 
(Haryana)
North East Nutrients Private Limited
Unit: Mangaldoi (Assam)
Surya Nepal Private Limited
Units: Simara and Seratar (Nepal)
Associates
ATC Limited
Unit: Hosur (Tamil Nadu)
Gujarat Hotels Limited
Hotel: Welcomhotel Vadodara (Gujarat)
About this Report
6 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

About this Report
Reporting Scope Exclusions**
The following subsidiaries included in ITC’s Consolidated Financial Statements are not  
included in the Sustainability Report 2023. 
Names of  
Subsidiaries
% of Shares Held by 
Listed Entity*
ITC Infotech Limited
100
ITC Infotech (USA), Inc.
100
Indivate Inc.
100
ITC Infotech Do Brasil LTDA.
100
ITC Infotech Malaysia SDN. BHD.
100
ITC Infotech France SAS
100
ITC Infotech GmbH
100
Technico Pty Limited
100
Technico Technologies Inc.
100
Technico Asia Holdings Pty Limited
100
Technico Horticultural (Kunming) Co. Limited
100
Fortune Park Hotels Limited
100
WelcomHotels Lanka (Private) Limited
100
Russell Credit Limited
100
Greenacre Holdings Limited
100
Wimco Limited
100
Gold Flake Corporation Limited
100
ITC Integrated Business Services Limited (formerly known as ITC 
Investments & Holdings Limited)
100
MRR Trading & Investment Company Limited
100
Prag Agro Farm Limited
100
Pavan Poplar Limited
100
ITC IndiVision Limited
100
ITC Fibre Innovations Limited
100
Names of  
Joint Ventures
% of Shares Held by  
Listed Entity*
Espirit Hotels Private Limited
26
Logix Developers Private Limited
27.9
ITC Essentra Limited
50
Maharaja Heritage Resorts Limited
50
The following jointly controlled entities (incorporated Joint Ventures) included in ITC’s Consolidated 
Financial Statements are not included in the Sustainability Report 2023:
The following Group’s Associates included in ITC’s Consolidated Financial Statements are not 
included in the Sustainability Report 2023:
Names of  
Associates
% of Shares Held by  
Listed Entity*
International Travel House Limited
48.96
Russell Investments Limited
25.43
Divya Management Limited
33.33
Antrang Finance Limited
33.33
Delectable Technologies Private Limited
33.42#
Mother Sparsh Baby Care Private Limited
22.00#
* held directly or through subsidiary companies.
# on a fully diluted basis.
Note: Refer Note 28(iii) of Consolidated Financial Statements forming part of Report and Accounts 2023 for 
further details on subsidiaries, associates and joint ventures.
**ITC developed the process of defining the system for inclusion/ exclusion of these entities in the Sustainability 
Reporting boundary. Going forward, the performance of these entities against identified material topics will be 
reported in a progressive manner. 
7 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

About ITC
K69,480.89 crores
Gross Revenue
K18,573.31 crores
Profit After Tax
12
Future Ready Businesses 
across 5 Segments
23,725
Full Time Employees
ITC is one of India’s foremost private sector 
companies with a diversified presence in 
FMCG, Hotels, Packaging, Paperboards 
& Specialty Papers, Agri-Business and 
Information Technology.
Driven by the ‘Nation First: Sab Saath 
Badhein’ philosophy and the abiding strategy 
of ‘Responsible Competitiveness’, ITC has 
brought about transformational change 
in society by pursuing innovative business 
models that synergise creation of shareholder 
value with social and natural capital. This 
strategy has not only contributed to building 
strong businesses of the future as well as a 
portfolio of winning world-class brands, but 
also in making ITC a global exemplar in ‘Triple 
Bottom Line’ performance.
Fast Moving 
Consumer Goods
With over 25 mother brands, ITC’s FMCG 
businesses are present in:
Cigarettes
Branded Packaged Foods
Education and Stationery 
Products
Personal Care Products
Incense Sticks and Safety 
Matches
Hotels
ITC’s Hotels Business is a trailblazer in 
‘Responsible Luxury’.
It is one of world’s pre-eminent and 
fastest growing hospitality chains with 
over 120 properties and 11,500 rooms 
under distinguished and distinctive brands 
– ‘ITC Hotels’ in the Luxury segment, 
‘Welcomhotel’ in the Premium segment, 
‘Fortune’ in the Mid-market to Upscale 
segment and ‘WelcomHeritage’ in the 
Leisure & Heritage segment.
Further expanding its footprint, the 
Business launched two new brands in 
the previous year - ‘Mementos’ in the 
Luxury Lifestyle segment and ‘Storii’ in 
the Premium segment, targeting new age 
travellers looking for varied experiences.
Paperboards 
and Packaging
ITC’s Paperboards and Specialty Papers 
Business is a leader in the Value-Added 
Paperboards (VAP) segment.
The Business is also a leading player in the 
eco-labelled products segment as well as 
the premium recycled paperboards space.
ITC’s Packaging & Printing Business is 
a leading provider of superior value-
added packaging solutions leveraging its 
comprehensive capability-set spanning 
multiple technology platforms coupled with 
in-house cylinder making and blown film 
manufacturing lines.
8 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Agri Business
A pioneer in rural transformation, ITC is 
one of India’s largest exporters of agri 
commodities.   
The scale of operations encompass over 
4.5 million tonnes of annual volume 
throughput in 22 states and over  
20 agri-value chains.
The Business aims to scale up its value-
added portfolio across categories like 
organic, food safe, attribute specific, as 
well as medicinal & aromatic plants. 
ITC’s e-Choupal initiative empowers over  
4 million farmers.
ITCMAARS (Metamarket for Advanced 
Agriculture and Rural Services)  – a crop-
agnostic ‘phygital’ full stack AgriTech 
platform will bring the power of digital 
technologies to farmers.
The Business is powering NextGen 
Agriculture through value addition, digital 
adoption and climate smart agriculture.
Information Technology
ITC Infotech – a wholly-owned subsidiary 
of ITC.
Leading global technology services and 
solutions provider with presence in 40 
countries.
Partner of choice for customers in their 
Digital Transformation and Software as a 
Service (SaaS) adoption journey.
About ITC
A Bouquet of Leading FMCG Brands
#1 in Branded Atta
Atta, Salt & Spices
#1 in Cream Biscuits
Biscuits & Cakes
#1 in Bridges Segment
Bridges, Potato chips & Namkeen
#2 in Noodles
Noodles & Pasta
#1 in Notebooks
Educational & Stationery products
#1 in Dhoop, #2 in Agarbattis
Matches, Dhoop & Agarbatti
#2 in Floor Cleaner
Floor Cleaner
Source: Nielsen, Kantar Household Panel
9 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

20 Years of Sustainability 
Reporting at ITC
ITC has traversed an incredible journey of 
transformation over the past quarter of a 
century, achieving several de­fining milestones 
in its endeavour to create enduring value for 
the nation and its stakeholders.  
As ITC marks two glorious decades of its 
Sustainability Report, here are some of the 
milestones that have made ITC not only one of 
India’s foremost private sector enterprises but 
also a global exemplar in Sustainability
2007
ITC becomes first in India to  
publish Sustainability Report as  
per GRI G3 guidelines 
ITC Sonar is 1st hotel in the world to  
receive carbon credits for energy efficiency
Personal Care brand, Fiama launched
Mission Sunehra Kal launches Sustainable 
Agriculture Programme
2006
CII-ITC Centre of Excellence for  
Sustainable Development set up
ITC turns carbon positive 
2005
Sunfeast breaks Guinness World Record for 
simultaneous tree plantation 
Forays into Personal Care with launch of 
Essenza Di Wills
ITC pioneers ECF packaging for the  
Foods and Pharma sectors
ITC Grand Central opens in Mumbai 
2010
ITC completes momentous  
milestone of 100 glorious years
BCG ranks ITC as the world’s 6th largest 
sustainable value creator 
ITC Gardenia becomes the world’s largest 
LEED Platinum rated Green Hotel
Afforestation initiative crosses 2.5 Lakh Acres 
Bhadrachalam Facility gets FSC® CoC 
Certification (FSC®-C064218) 
ITC Hotels adopts credo of  
‘Responsible Luxury’
ITC Foods launches  
Sunfeast YiPPee!
2009
ITC is first Indian company to  
gain WWF GFTN membership  
for responsible forestry 
ITC’s market capitalisation touches  
`100,000 crores 
ITC Gardenia opens in Bengaluru
2008
ITC wins UNIDO Award for e-Choupal 
ITC turns solid waste recycling positive  
Launches ‘Well Being Out of Waste (WOW)’ 
initiative
ITC ranks 2nd in S&P ESG India Index 
Forays into wind energy for meeting energy 
requirements in Packaging and Printing 
Business
Eco-friendly Paperkraft Premium  
Business Paper launched
Personal Care brand, Vivel launched
2003
 
ITC brings out Environment,  
Health and Safety Report
ITC turns water positive 
ITC Foods  
launches Sunfeast
ITC launches  
Classmate notebooks
ITC forays into Agarbatti segment
Launches ‘Let’s Put India First’ campaign
ITC acquires Paperboards Mill at Kovai
Inaugurates 1st Choupal Saagar 
2004
ITC releases 1st Sustainability  
Report as per GRI guidelines 
‘e-Choupal’ wins inaugural  
UNDP World Business Award 
‘e-Choupal’ becomes a Case Study at 
Harvard Business School 
ITC Green Centre, Gurgaon is world’s 
largest green building to win LEED 
Platinum Rating 
ITC Hotels Limited merges with ITC 
10 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures
10
10
10
10 |  Sustainability Report 2023

2017
Foods factory in Kapurthala unveiled
Forays into fresh fruits and vegetables 
segment with launch of brand, Farmland 
Wins Porter Prize for Corporate 
Governance and Creating Shared Value
Paperboards Business commissions 
India’s first Bleached Chemical Thermo 
Mechanical Pulp mill at Bhadrachalam 
2016
Over 47% of ITC’s total energy  
requirements met from renewable sources
ITC Sankhya is world’s first  
LEED Platinum certified  
data centre 
ITC unveils 2 new factories  
in West Bengal
Bukhara recognised amongst  
‘best restaurants in the world’
ITC launches Sunbean Gourmet Coffee
2019
ITC ranks 1st globally amongst  
peers for ESG models by Sustainalytics
Paperboards factory in Kovai is first factory 
in India to get AWS Platinum certification 
for water stewardship
Watershed Development  
Programme covers 10 Lakh Acres
ITC ranks 3rd globally in ESG performance 
in Food Products industry by Sustainalytics
ITC launches MLP (Multi-layered Plastic) 
Collection Programme in Pune
ITC Royal Bengal opens in Kolkata
ITC Foods launches Aashirvaad Natures 
Superfoods
ITC Foods launches world’s most  
expensive chocolate, Fabelle 
Accelerates digital adoption for efficiency 
in distribution
Accelerates Industry 4.0 adoption leading 
to increased efficiency
2018
Commits to making 100% of  
product packaging reusable,  
recyclable, compostable or  
biodegradable
ITC receives AA rating by MSCI
Collaborates with NITI Aayog for 
Aspirational Districts Programme
Signs voluntary pledge with FSSAI to 
support The Eat Right Movement on 
product reformulations
Ventures into frozen snacks with launch of 
ITC MasterChef 
ITC’s Personal Care business launches the 
premium skincare brand, Dermafique
ITC unveils Pudukkottai factory 
ITC acquires  
floor-cleaning brand, Nimyle 
Savlon wins Grand Prix for  
‘Creative Effectiveness’ at Cannes Lions
ITC sets up Consumer Data Hub,  
Sixth Sense
ITC Kohenur opens in Hyderabad 
ITC Grand Goa opens in Goa
 ITC builds 25,000+ toilets as part of its 
Health and Sanitation programme
2020
ITC Mission Sunehra Kal (MSK)  
completes twenty years 
ITC launches digital farmer training 
initiatives during COVID-19 
D2C platform, ITC e-Store launched
ITC acquires Sunrise Foods
20 Years of Sustainability Reporting at ITC
2015
ITC acquires ‘Savlon’and ‘Shower to Shower’
ITC Grand Bharat opens in Gurugram 
2013
ITC adopts “CII Code of Conduct for 
Affirmative Action’’ 
Iconic hotel ITC Grand Chola opens  
in Chennai
2012
HBR ranks then ITC Chairman  
YC Deveshwar as the 7th Best  
Performing CEO in the World
ITC conferred World Business and 
Development Award by UNDP 
2014
ITC’s Sustainability Report among first 
in India to follow GRI G4 guidelines
Announces Board approved sustainability 
policies
ITC Grand Chola secures 5 Star GRIHA 
rating, highest national rating for green 
buildings 
ITC Hotels forays into hospitality in 
Colombo
ITC acquires Juice Brand,  
B Natural
2011
ITC Hotels becomes the greenest  
luxury hotel chain in the world
11 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures
11
11
11
11 |  Sustainability Report 2023

20 Years of Sustainability Reporting at ITC
2023
 
ITC brings out its 20th  
Sustainability Report
World’s first 12 hotels to  receive 
LEED Zero Carbon Certification are 
ITC hotels 
World’s first 2 hotels to receive LEED 
Zero Water Certification are ITC hotels
ITC’s Climate Smart Village programme 
covers 10 Lakh Acres
ITC’s Vocational Training initiative benefits 
over 1 lakh candidates 
ITC’s Women Economic Empowerment 
programme covers over 1 lakh women
ITC’s Primary Education initiative helps over 
10 lakh children
ITC launches  
‘Mission Millets’
ITC unveils Foods factories  
in Medak, Khordha
ITC acquires Yoga Bar 
ITC Hotels launches first  
Mementos property in Udaipur
ITC’s demand side management of  
water leads to water savings of nearly  
500 million kl
Over 5 lakh women, adolescents and 
children benefited under its Mother &  
Child Health interventions including 
Swasthya Choupal
Crosses milestone with 40 LEED  
Platinum certified green buildings
ITC Foods forays into food service online 
space 
ITC Foods launches India’s first pouch 
packaged lactose free milk under 
Aashirvaad Svasti 
ITC Foods launches nutrition projects, 
Project Samposhan & Project Balposhan 
ITC Foods launches plant-based meat 
products 
ITC Narmada opens in Ahmedabad 
ITC unveils Global Spices Processing 
Facility in Guntur 
ITC’s Chirala factory completes  
100 glorious years
ITC’s Trichy plant employs around  
75% women in its workforce
ITC’s Mysuru factory employs  
50% women in its workforce 
2022
ITC turns Plastic Neutral
ITC Malur is the first Foods Factory in Asia 
to get Platinum level AWS Certification
Two decades of being water positive
ITC strengthens its Diversity & Inclusion policy
ITC wins ‘Leadership Level’ score for 
climate change, water security by CDP 
ITC sustains AA rating by MSCI for 
5th consecutive year 
ITC’s Solid Waste Management 
programme including WoW, covers  
5 million households
ITC’s Afforestation Programme greens 10 
Lakh Acres
ITC’s Biodiversity Conservation  
programme covers 1 lakh acre
2021
ITC articulates targets for  
Sustainability 2.0 vision
Unveils extensive strategy reset  
with ITC Next 
ITC launches ITCMAARS, ‘Phygital’ farmer 
empowerment platform
ITC Foods launches Nutrition strategy – 
Help India Eat Better
ITC Windsor becomes 1st LEED Zero Carbon 
certified hotel in the world 
ITC launches 110 products during COVID-19 
Sets up Covid Contingency Fund  
of `215 crores
ITC helps set up 200-bed  
Covid-19 medical facility in Kolkata
ITC’s Bhadrachalam unit supplies medical 
oxygen to Telangana hospitals 
Mission Sunehra Kal launches 
Integrated Rural Healthcare  
Programme, ‘ITC Swaasth Kiran’
ITC Hotels announces two new brands, 
Mementos and Storii
ITC Foods business launches India’s 1st Fruit 
Beverages with goodness of clinically proven 
ingredient that supports immunity
ITC commissions first offsite  
solar plant in Tamil Nadu
ITC Paperboards Business launches 
sustainable packaging solutions 
Collaborates with D2C brands – Amway, 
McDonald’s to launch specialised products
ITC Paperboards Business commissions 
High Efficiency Recovery Boiler to increase 
renewable energy share
ITC turns Ghod river basin in Maharashtra 
water positive through supply and demand 
management
12 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Strategic Framework
Driven by the vision of being an Agile, Future 
ready and Consumer Centric enterprise, ITC’s 
Corporate Strategy is anchored around 6 key 
pillars of creating Multiple Drivers of Growth, 
focussing on Purposeful Innovation and R&D, 
bringing in structural interventions across 
each element of the supply chain for Agility, 
Resilience and Efficiency, nurturing World-class 
talent, and crafting new business models at 
the intersection of Digital and Sustainability, 
leveraging institutional strengths. ITC’s vibrant 
and synergistic portfolio of businesses with 
a growing presence across all three sectors 
of the economy - agriculture, manufacturing 
and services, ensures seamless access to 
institutional strengths resident across various 
businesses of the Company to drive synergistic 
growth and enhance the competitive power of 
the portfolio.
ITC is actively working towards Sustainability 
2.0, an agenda which reimagines sustainability, 
under the pressing challenges of climate 
change and social inequity. Sustainability 2.0 
calls for inclusive strategies that can support 
sustainable livelihoods, pursue newer ways to 
fight climate change, enable the transition to 
a net zero economy, work towards ensuring 
water security for all and create an effective 
circular economy for post-consumer packaging 
waste. It also entails protecting and restoring 
biodiversity and ecosystem services through 
adoption of nature-based solutions. 
ITC’s Approach 
to Value-creation
ITC’s Corporate Strategy leverages the 
competitive advantages based on strong 
foundation of institutional strengths. The 
Company believes that when enterprises 
make societal value creation an integral 
part of their corporate strategy, powerful 
drivers of innovation emerge that make 
growth more enduring for all stakeholders. 
At ITC, this paradigm is called ‘Responsible 
Competitiveness’ - an abiding strategy that 
focuses on extreme competitiveness but in a 
manner that replenishes the environment and 
creates sustainable livelihoods. The Company’s 
innovative business models synergise the 
building of economic, environmental and 
social capital, thus embedding sustainability 
at the core of its corporate strategy. Today, this 
strategy has not only contributed to building 
strong businesses of the future as well as a 
portfolio of winning world-class brands, but 
also in making ITC a global exemplar in 
‘Triple Bottom Line’ performance.
ITC’s governance, strategy and business 
actions are guided by its Vision, Mission and 
Values. 
Vision
Sustain ITC’s position as one of India’s 
most valuable corporations through 
world-class performance, creating 
growing value for the Indian economy 
and the Company’s stakeholders.
Mission
To enhance the wealth-generating 
capability of the enterprise in a globalising 
environment, delivering superior and 
sustainable stakeholder value.
Values
ITC’s Core Values are aimed at developing 
a customer-focused, high performance 
organisation which creates value for all its 
stakeholders:
Trusteeship
Excellence
Customer Focus
Innovation
Respect for People
Nation Orientation
Multiple Drivers of 
Growth
Innovation and R&D
Agile, Resilient and 
Efficient Supply 
Chains
Sustainability 2.0
Harnessing Power  
of Digital
World-class Talent
13 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Corporate Strategy 
Cascades Down to Businesses
Operating in Large 
Consumer Market - India
Evolving Consumer Behaviour
Impacts of Climate Change
Emergence of 
Stakeholder Capitalism
Rising Social Inequality, Economic 
Disparity Amidst Geopolitical 
Instability
Consumers & Customers
Page 111
Shareholders
Page 48
Communities
Page 148
Our People
Page 133
Value Chain Partners
Page 103
World Class Products & Services
A Vibrant and Synergistic Portfolio of Businesses
Creating Enduring 
Value
Strategic Pillars of ITC Next - 
Future Ready | Consumer Centric | Agile
Elements of 
Competitive Advantage
ITC’s FMCG products reach
over 200 million households in India
Operating
 Environment
Preference for responsible and 
sustainable products and brands
Relatively stronger rural demand
With growing urbanisation and higher 
disposable incomes, discretionary 
consumption gaining momentum
Elevated demand for Health & Hygiene,
Immunity, and Natural products
Physical risks on operating assets and 
value chains, especially agri-value chainst
Transition risks to business models
Evolving national and international 
regulations on sustainability issues, 
including climate change,circularity, 
biodiversity,human rights, among others
Over 60% working population
Emerging aspiring and aﬄuent class
Rising disposable income
Evolving Regulatory Environment
Multiple Drivers
of Growth
Innovation 
and R&D
Agile, Resilient 
and Eﬃcient 
Supply Chains 
World-class
Talent
Sustainability 2.0
Digital
Deep Consumer Insights
Brand Building Capability
Innovation and Digital Focus
Cutting Edge R&D and Innovation
Extensive Rural Linkages 
and Agri Sourcing
Product Packaging Excellence
Engaged and Empowered Teams
Service Excellence
Eﬃcient Trade Marketing 
and Distribution
Globally Benchmarked 
Manufacturing Infrastructure
Agility and Fexibility 
in Manufacturing Capability
Fast Moving
Consumer Goods
Paper-boards, 
Paper and 
Packaging
Hotels
Information Technology
Agri Business 
Division
Six Capitals
Investment decisions increasingly 
integrating environmental, social 
and governance (ESG) criteria
Financial Capital
Manufactured Capital
Intellectual Capital
Human Capital
Natural Capital
Social and Relationship Capital
Read more in the ITC Report
and Accounts 2023 here
Environment
Page 51
ITC’s Approach to Value-creation
14 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Strategic 
Pillars
ITC’s Corporate Strategy 
is crafted in response to its 
unique operating context, 
material issues and stakeholder 
expectations, embedding the 
key tenets of ITC’s corporate 
philosophy.
Multiple Drivers of Growth
Innovation and R&D
Agile, Resilient and Efficient Supply Chains
Sustainability 2.0
Digital
World-class Talent
15 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures
15

Strategic 
Pillars
	
⬤Create multiple drivers of growth by 
developing a portfolio of world-class 
businesses that best matches organisational 
capability with market opportunities
	
⬤Enhance the competitive power of the 
portfolio by blending diverse skills and 
capabilities residing across businesses
	
⬤Extend and defend core businesses while 
rapidly scaling up adjacencies 
	
⬤Incubate and build emerging businesses
	
⬤Craft disruptive business models and value 
propositions anchored at the intersection 
of Digital and Sustainability leveraging the 
Company’s institutional strengths
	
⬤Proactively pursue acquisition, joint 
venture and collaboration opportunities in 
strategic areas towards accelerating growth 
and value creation
	
⬤Map risks and opportunities arising out of 
climate crisis and other external shocks; build 
	
⬤Focus on agile and purposeful innovation 
sharply aligned with business strategy
	
⬤Continue to strengthen and leverage 
LSTC platform to build a robust pipeline of 
innovative products, thereby securing long-
term competitiveness
	
⬤Drive cutting-edge innovation to 
scale up portfolio of sustainable products 
such as bio-degradable and recyclable 
paperboards, bio-compostable solutions, 
plastic substitution; focus on the key vectors 
of Coating, New Materials, Technology 
Platforms and Packaging Formats to 
accelerate adoption of sustainable product 
portfolio by end-users
Multiple Drivers  
of Growth
Innovation  
and R&D
Business Success
Innovation
Responsible Sourcing
ESG Risk Management
Sustainable Products and Brands
Business Success
Innovation
	
⬤Continuously build adaptive, agile and 
resilient supply chains to effectively manage 
complexities arising from evolving consumer 
preferences, increasing salience of alternate 
channels, geopolitical dynamics etc. 
	
⬤Drive cost agility by adopting a multi-
pronged approach centered around ‘3Rs’: 
Remove, Reduce, Re-engineer
	
⬤Continuously focus on enhancing supply 
chain agility, responsiveness and market 
servicing by leveraging digital technologies 
and best-in-class planning, manufacturing, 
logistics and distribution processes
Agile, Resilient and 
Efficient Supply Chains 
adaptive capacity and invest in mitigative 
measures to strengthen resilience across the 
value chain; identify global hot spots that could 
potentially provide new vectors of growth
Market Standing
	
⬤Build scale and develop economic moats in 
each business to drive sustainable competitive 
advantage and profitable growth
	
⬤Strengthen and expand the Company’s 
portfolio of brands and multichannel 
distribution network to serve consumers 
across market segments
	
⬤Build a future-ready product portfolio 
in each business to cater to relevant and 
emerging segments through continuous 
innovation
Material Issues Addressed
Multiple Drivers  
of Growth
1
Innovation 
and R&D
2
Agile, Resilient and 
Efficient Supply Chains
3
Harnessing 
Power of Digital
5
World-class 
Talent
6
Sustainability 2.0
4
16 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Strategic Pillars
	
⬤Institutionalise a data driven and digital-
first culture across the organisation through 
structural interventions such as Digital Council 
and Young Digital Innovator’s Lab (YDIL)
	
⬤Build a dynamic ‘Future-Tech’ enterprise 
powered by state-of-the-art digital 
technologies and infrastructure across the 
value chain to create unique sources of 
competitive advantage
	
⬤Deploy robust, scalable and secure digital 
technologies and infrastructure to enhance 
agility, accelerate innovation and drive 
impactful business outcomes
	
⬤Build platforms of insights by harmonising 
and integrating large and isolated datasets 
powered by AI/ML technologies and ‘human-
centred design’ & visualisation tools
	
⬤Reimagine consumer engagement using 
digital technologies to deliver delightful brand 
experiences
	
⬤Transform supply chain, sourcing, logistics, 
manufacturing and warehousing systems 
into a resilient and agile next-generation 
connected platform
	
⬤Continuously strengthen the cybersecurity 
practices across the Company’s operations, 
assets, devices and network perimeter
Digital
Innovation
Consumer Experience
	
⬤Create a shared mindset across the 
organisation where people are inspired, 
engaged and aligned to the Company’s 
Mission, Vision, Values and Strategic Agenda
	
⬤Reinforce the Company’s standing as a 
top employer through the value proposition 
of building diverse businesses, creating 
winning Indian brands and embedding 
sustainability in value chains
	
⬤Champion the Diversity, Equity & Inclusion 
agenda through various enabling measures 
and focused actions
	
⬤Build a high performance, nimble 
and customer-centric organisation while 
nurturing a culture of creativity and 
innovation that enables the organisation to 
respond proactively and with agility
	
⬤Build a pipeline of highly engaged and 
aligned talent pool across responsibility levels 
in an extremely competitive talent market
World-class Talent
Diversity and Inclusion
Learning and Development
Material Issues Addressed
Climate Resilient Operations
Climate Resilient Agriculture
	
⬤Sustain the Company’s status as a global 
exemplar in sustainable business practices 
by pursuing the S2.0 vision through multi-
dimensional interventions 
	−Build climate resilience and adaptive 
capacity of value chains 
	−Develop inclusive value chains that 
support 10 million livelihoods
	
⬤Enhance the Company’s renewable energy 
footprint in line with 2030 S2.0 targets of 
achieving 50% of total energy and 100% of 
grid purchased electricity requirements from 
renewable sources; improve energy efficiency 
of own operations.
	
⬤Enhance the Company’s resilience against 
climate change; climate proof agri-value 
chains and physical assets based on detailed 
risk assessments through climate modelling 
Sustainability 2.0
Water Security for All
Biodiversity Management
Sustainable Livelihoods
	
⬤Spearhead water stewardship to address 
water security risks of units located in high 
water stress areas; scale up interventions to 
augment water supply in catchment areas
	
⬤Build on the Company’s existing solid 
waste recycling initiatives and sustain the 
‘plastic neutrality’ status achieved in 
2021-22, while also implementing sustainable 
packaging initiatives across Businesses
	
⬤Build capacity of value chain partners 
to ensure adoption of sustainable business 
practices in their operations
17 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC 
Businesses
ITC ensures that its Corporate 
Strategy and Sustainability 
2.0 goals are cascaded down 
to all of its Businesses, while 
leveraging the institutional 
strengths of each Business.
Fast Moving Consumer Goods
Paperboards, Paper and Packaging
Hotels
Agri Business
Information Technology
18 |  Sustainability Report 2023
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures
Approach to  
Sustainability 2.0
18 |  Sustainability Report 2023

Fast Moving 
Consumer Goods
ITC Businesses
  	Multiple Drivers  
	
of Growth
Build a robust FMCG Business anchored on 
strong growth platforms and a future-ready 
portfolio, focused on categories with significant 
addressable market expansion potential 
•	 Fortify the Core: Scale-up and strengthen 
market standing in existing categories and 
expand to newer regions/channels.
•	 Address adjacent opportunities by 
leveraging powerful mother brands. 
•	 Incubate/validate business models and 
establish ‘right to win’ in newer categories 
prior to full-scale roll out; build categories of 
the future by progressively scaling up select 
nascent businesses.
•	 Proactively pursue value accretive 
acquisitions, Joint Ventures and 
collaboration opportunities towards 
accelerating growth and value creation.
•	 Rapidly scale up exports as a potential 
vector of growth leveraging the equity of its 
world-class brands; explore opportunities 
for organic/inorganic growth in proximal 
markets.
  	Innovation  
	
and R&D
Build purpose-led brands powered by agile 
innovation
•	 Leverage deep consumer insights and 
cutting-edge R&D capability to fuel growth 
by addressing present and emergent 
consumer need spaces.
•	 Anchor innovation on the vectors of Health 
& Nutrition, Hygiene, Protection & Care, 
Convenience & On-the-Go, Indulgence etc.
•	 Drive purposeful innovations that fulfil the 
needs of the Indian consumer through 
superior offerings leveraging the Company’s 
Life Sciences and Technology Centre.
  	Harnessing Power  
of Digital
Leverage the power of digital and cut-through 
communication to drive superior consumer 
insights & innovation, deepen consumer 
engagement and enhance brand loyalty.
Drive structural competitive advantage 
by leveraging world-class distributed 
infrastructure, multi-channel distribution 
network, delayering operations, smart buying & 
value engineering and smart manufacturing.
Invest in smart & agile value chains anchored 
on best-in-class digital technologies to 
drive operational efficiencies in planning, 
manufacturing, distribution and delivery.
 
	 Agile, Resilient and  
Efficient Supply Chains 
Leverage multi-channel Go-to-Market 
capability to drive penetration and accessibility 
by strengthening core channels, winning in 
emerging channels, scaling up D2C & ‘Digital 
First’ brands, enhancing omni channel capability 
and pioneering new routes to market .
Sustain improvement in profitability 
through multiple levers of margin 
expansion – purposeful innovation, portfolio 
premiumisation, supply chain efficiencies and 
power of digital.
  	Sustainability 2.0
Approaching the Sustainability 2.0 targets, by 
sourcing responsibly, focusing on sustainable 
agriculture, optimising operational efficiency, 
integrating principles of circularity in 
packaging, progressively reduce agriculture 
related carbon emissions, among others.
19 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Paperboards, Paper 
and Packaging
ITC Businesses
  	Multiple Drivers  
	
of Growth
Sustain market leadership and competitive 
advantage by augmenting the value-added 
portfolio. 
Focus on growing exports leveraging value 
added portfolio, sustainability credentials and 
strong customer relationships.
Pursue Greenfield/Brownfield expansion 
opportunities to create viable growth options 
for the future; explore value accretive inorganic 
opportunities to accelerate growth.
Foray into the fast-growing premium Moulded 
Fibre Products (MFP) space.
Scale up bio-degradable and recyclable 
paperboards; bio-compostable solutions; 
plastic substitution.
In the Packaging and Printing Business, focus 
on accelerating growth in sustainable product 
portfolio, while continuing to leverage world 
class infrastructure to grow existing lines of 
business.
  	Innovation  
	
and R&D
Drive cutting-edge innovation towards 
developing differentiated paperboards and 
packaging solutions for specific end-user 
segments leveraging LSTC capability and 
external collaborations.
 
	 Agile, Resilient and  
Efficient Supply Chains 
Build sustainable competitive advantage 
through structural interventions across the 
value chain
•	 Focus on expanding plantations of new and 
superior clones.
•	 Enhance productivity through introduction 
of high yielding and, pest and disease 
resistant clone.
•	 Augment value added paperboard and in-
house pulp manufacturing capacity.
•	 Scale-up capacity utilisation of the recently 
commissioned Nadiad Printing Factory.
Continue to practice the principles of Total 
Productive Maintenance (TPM), Lean and Six 
Sigma reaping substantial benefits through 
Business Excellence initiatives.
Leverage comprehensive Digital 
Transformation Programme across the vectors 
of manufacturing, supply chain and support 
services to achieve operational excellence and 
drive improvement in profitability.
  	Harnessing  
	 	
Power of Digital
Leverage digital technologies such as Industry 
4.0 to enhance operational efficiency, 
productivity, reduce wastage and costs.
Leverage digital and emergent technologies 
towards enhancing operational efficiency, 
reducing wastages, enabling cost optimisation 
and improving safety across the value chain. 
Leverage multi-dimensional digital 
interventions encompassing Industrial IoT for 
Smart Operations, Integrated Data Platform, 
AI/ML algorithms for optimisation in the 
manufacturing process, AI/ML based image 
analytics and IoT based crop monitoring & 
advisory, computer vision-based solutions to 
improve workforce safety.
  	Sustainability 2.0
Reduce the carbon footprint of operations 
•	 Leverage investments in green boiler, solar 
and wind energy.
•	 Leverage the recently commissioned 
state-of-the-art and future-ready high 
pressure recovery boiler to enhance share 
of renewable energy and reduce fossil fuel 
consumption.
•	 Continuously scan and identify technologies 
to decarbonise operations, enhance 
resource efficiency, reduce emissions 
intensity and scale up carbon sequestration.
In the Paperboards Business, strengthen the 
end-user reach with key customers by offering 
differentiated and innovative products.
Pioneer several innovative solutions towards 
‘Reducing, Reusing and Recycling’ of plastic 
substrates and continue to invest resources to 
develop sustainable packaging solutions.
20 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Hotels
ITC Businesses
  	Multiple Drivers  
	
of Growth
Offer a host of curated propositions across 
accommodation, dining and banqueting to 
augment revenues across properties. These 
include, introduction of special packages 
offering distinct value propositions and 
flexibility, targeting short getaways/staycations, 
revamped packages for the MICE (Meeting, 
Incentives, Conferencing, Exhibition) & 
wedding segments and extension of exclusive 
privileges to members of the Club ITC Loyalty 
programme. 
Strengthen the positioning of ‘ITC Hotels’ and 
‘Welcomhotel’ brands in their respective market 
segments.
Adopt an ‘asset-right’ strategy to accelerate 
growth while reducing the capital intensity of 
the business
•	 Drive growth through management 
contracts.
•	 Leverage recently launched brands, ‘Storii’ 
and ‘Mementos’.
  	Innovation  
	
and R&D
Be at the forefront of presenting gastronomical 
delights to food connoisseurs leveraging 
culinary excellence, illustrious brands, dishes 
and concepts revolving around indigenous 
ingredients and signature dining experiences
•	 Expand the range of millet-based gourmet 
cuisine across its signature restaurants.
 
	 Agile, Resilient and  
Efficient Supply Chains 
Focus on sweating existing assets and creating 
additional revenue streams to enhance capital 
productivity and profit pool.
Maintain extreme cost focus and continue to 
deploy structural interventions across all nodes 
of operations towards enhancing profitability 
and returns.
  	Harnessing  
	 	
Power of Digital
Leverage state-of-the-art digital infrastructure 
and capability with a view to enhancing guest 
experience and servicing, increasing brand 
awareness, deployment of loyalty programmes, 
augmenting distribution and enabling agile 
revenue management.
Continue to promote full stack ITC Hotels App 
for Food Delivery, Room & Table Reservations, 
Loyalty Benefits, Exclusive Offers and more.
  	Sustainability 2.0
Leverage Green credentials of ITC hotels. 
Continue being a leader in ‘Responsible Luxury’ 
with focus on green buildings, achieving zero 
carbon certifications for hotels, and sustain 
efforts on waste management and water 
security.
21 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Agri Business
ITC Businesses
  	Multiple Drivers  
	
of Growth
Develop a future ready portfolio of value 
added agri products to accelerate growth and 
enhance value capture  
•	 ‘Produce the Buy’ - strengthen and 
customise supply chains for traceable 
and identity preserved sourcing of agri-
commodities.
•	 Enhance scope of operations to include 
fresh, processed and branded products.
•	 Build scale and improve profitability in niche 
segments.
•	 Leverage the multi-dimensional capabilities 
of the new state-of-the-art value-added 
spices processing facility in Guntur.
  	Innovation  
	
and R&D
Leverage ITC LSTC’s expertise in the Agri-
sciences domain to address future demand for 
food security, improving yields & quality and 
developing new varieties.
Focused crop development initiatives to enable 
expansion of crop size across both FCV and 
Burley crops to meet internal and export 
requirements leveraging climate resilient crop 
production techniques. 
 
	 Agile, Resilient and  
Efficient Supply Chains 
Re-engineer commodity sourcing through 
a robust network of Farmer Producer 
Organisations (FPOs) – facilitate efficient price 
discovery for farmers, reduce transaction costs, 
drive supply chain efficiency and higher levels 
of traceability in the supply chain.
Deliver sustainable competitive advantage 
to ITC’s FMCG Businesses straddling multiple 
agri value chains through high quality and 
cost competitive agri-sourcing leveraging the 
Company’s strong farm linkages, focused crop 
development programmes and agile supply 
chain operations.
  	Harnessing  
	 	
Power of Digital
ITCMAARS: create a robust 'phygital' eco-
system anchored by FPOs to seamlessly deliver 
customised solutions to farmers, while creating 
new revenue streams, strengthening sourcing 
efficiencies and powering the Company's 
world-class FMCG brands.
Leverage smart / digital technologies to 
deliver hyperlocal / personalised solutions to 
the farming community (e.g. access to inputs, 
market linkages, advisory services etc.).
  	Sustainability 2.0
Strengthen rural engagement and farmer 
linkages to enhance societal value and build 
competitive & sustainable platform. 
Leverage strong customer relationships, deep 
domain knowledge and stellar Sustainability 
credentials to address opportunities emanating 
from global supply chain re-alignment 
on account of climatic change, focus on 
sustainable supply chains and geopolitical 
developments.
Continue to make focused investments 
across the tobacco value chain 
anchored on the key vectors of 
Quality, Consistency, Compliance and 
Sustainability.
22 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Information
Technology
ITC Businesses
  	Multiple Drivers  
	
of Growth
Continue to sharpen focus on the strategic 
pillars of Customer Centricity, Employee 
Centricity and Operational Excellence, while 
building differentiated offerings around the 
strategic areas of Cloud Technologies, Digital 
Workplace Solutions, Digital Manufacturing, 
Customer Experience and Data Analytics.
Pursue opportunities identified in strategic 
priority areas including Cloud, Data/Analytics, 
Industrial IOT.
Strategic partnership with PTC Inc., (US-
headquartered, global technology company) 
to start new Service Line, DxP Services, 
comprising a global ecosystem of PLM-led 
Digital Thread and SaaS experts.
  	Innovation  
	
and R&D
Build Business friendly solutions and new 
age capabilities especially in the areas of 
automation, digital workplace and digital 
manufacturing to drive cost efficiencies while 
sustaining growth momentum, for clients.
Continue to make client and employee-focused 
investments to enable clients accelerate 
journey of growth and differentiation.
Capability-led differentiation through portfolio 
of client and industry-led capabilities including 
PLM-led Digital Thread Solutions, Digital 
Manufacturing, Open Hospitality, Cloud, and 
Sustainability.
1ITC Infotech provides business-friendly solutions to help 
clients succeed and be future-ready and sustainable, 
by bringing together digital expertise, strong industry 
specific alliances and the unique ability to leverage 
deep domain expertise from ITC Group businesses.
Strategic Pillar on ‘World-class Talent’ is implemented 
and driven through corporate policies and each business 
has a plan to nurture talent and provide platforms for the 
right skill sets as per the sectoral requirements. 
 
	 Agile, Resilient and  
Efficient Supply Chains 
Strengthen industry-defining ‘ITC Infotech 
Work From Anywhere’ (IWFA) framework which 
provides employees the flexibility to work from 
anywhere, with a sustained focus on client 
priorities and security.
  	Harnessing  
	 	
Power of Digital
Leveraging Industry 4.0 solutions, Global In-
house Centre services and Digital Experience 
using data analytics and Infrastructure services.
Forging new alliances and strengthening 
existing relationships with Independent 
Software Vendors (ISVs) in focus areas 
such as Digital Workplace Solutions, Digital 
Manufacturing and Data analytics. 
Taking a leadership role in enabling the Digital 
Transformation and Software as a Service 
(SaaS) adoption of its clients.
Amplifying new-age Digital capabilities with 
sustained Analyst recognition across CPG 
Digital Services, Digital CX Services, Digital 
Workplace Services, Manufacturing Digital 
Solutions and Intelligent Automation Services.
23 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Value Creation Model
Outputs
Contributing to UN SDGs
Outcomes
Business Activities
Inputs
Financial Capital
₨67,594 crores
Shareholders’ funds
₨48,000+ crores
Revenue Expenditure
₨10,400+ crores
Capital expenditure over last 5 years
Manufactured  Capital
200+
Manufacturing units
120+ 
Hotels
Intellectual Capital
₨806 crores 
R&D Spend in last 5 years(cumulative)
800+
Patents ﬁled
400+
Scientists
Human Capital
23,725
Full Time Employees*
₨3,569.46 crores
Employee beneﬁts expense
Social Capital
₨365.5 crores
CSR Expenditure across, more 
than 300 districts in 27 states/ 
Union territories
15,400+
Grass-root institution/ 
Community-based 
Organisations(CBOs) created
Natural Capital
26,885 TJ
Total energy consumed
2.7 million tonnes
Raw materials processed with 97% from
agri/forestry based renewable sources
14.5 million KL
Net water consumption
Relationship Capital
₨17,500+ crores
Spend on indegenous procurement 
of raw materials, stores & supplies 
(86% of total procurement)
160,000+
Markets-Distribution Network
11,505 TJ
Total energy from renewable sources
~7 million
Retail Outlets
₨24,678 crores
PBT
₨18,753 crores
PAT
22.7 %
Total Shareholders’ 
Return CAGR over the 
last 2 decades
90+
New Product Launches
25+
World Class Indian 
Brands
Human Capital
94 %* 
Employee 
Satisfaction score
0.019
Injury rate
Social Capital
Intellectual Capital
Financial Capital
6 million+
Sustainable livelihoods 
supported
Natural Capital
Business Segments
Business Activities
5,993 kilo tCO2e
GHG Removals
99%
of the total solid waste
generated in ITC units was 
either reused or recycled
49.83 million KL
Rainwater Harvesting
Potential created
60,000+ tonnes
Post-Consumer Plastic
Waste, sustainably
managed by ITC’s
programmes - Achieved
‘Plastic Neutrality’
190 million
Person days of 
employment generated 
through social and farm 
forestry initiatives
Strategic Pillars of ITC Next
Multiple 
Drivers of
Growth
Innovation 
and R&D
Agile, Resilient
and Eﬃcient 
Supply Chains 
World-class
talent
Sustainability
2.0
Digital
Sourcing and supply operations in 22 states 
encompassing over 20 agri-value chain clusters
No.1 Leaf Tobacco exporter in India
120 Properties and 
over 11,500 rooms
Global technology 
services and solutions 
with presence in 40 
countries
Business and 
technology consulting
Fast Moving
Consumer Goods
Agri Business Division
Hotels
Information
Technology
In-house pulp 
manufacturing
Value-added 
paperboards
Specialty Papers
Paper-boards, 
Paper and Packaging
Cigarettes
Branded packaged foods
Personal Care Products
Incense Sticks
Safety Matches
Education and Stationery 
Products
Sustainable Sourcing
Warehousing and Distribution
Delighting Customers Marketing
End-of-life Management
Manufacturing
Transportation and Logistics
R&D
*proud to be associated with ITC
*ITC Standalone
24 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures
24

|  Sustainability Report 2023
Periodic review of action taken
Strengthening Relationships 
with All Stakeholders
As an Enterprise of Tomorrow, ITC 
acknowledges its responsibility in meeting 
stakeholder expectations in today’s evolving 
business and regulatory landscape. An 
increasing stakeholder awareness on effective 
engagement with stakeholder groups plays an 
important role in ensuring that ITC continues to 
create larger societal value.
In line with the Board approved Policy on 
Stakeholder Engagement, ITC has evolved 
a structured framework for engaging with 
its stakeholders and fostering enduring 
relationships with each one of them. ITC’s 
engagement approach is anchored on the 
principles of materiality, completeness and 
responsiveness. 
ITC’s Process of Stakeholder Engagement
Identification of Key 
Stakeholders
who are directly/indirectly impacted by  
business activities as well as directly/indirectly 
influence business activities
Consultation with the  
Key Stakeholders 
with due weightage given to each 
stakeholder based on the nature of 
engagement with the organisation
Identification and 
Prioritisation of  
Concerns and Needs
Transparency and accountability
Addressing the  
Prioritised Concerns  
and Needs 
in a consistent and transparent manner
The engagement approach 
takes into cognisance the fact 
that each stakeholder group is 
unique and has a distinctive set 
of priorities. Insights gathered 
from stakeholder engagements, 
help validate the Company’s 
performance and shape new 
perspectives.
Shareholders
Central & State Governments, 
Regulatory Authorities
Customers
Employees
Value Chain Partners 
including Farmers, Suppliers 
and Service Providers
Media
Civil Society
Local Communities
Experts & 
Knowledge Partners
ITC’s Key Stakeholder Groups Include: 
1
2
3
5
6
7
8
9
4
25
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

|  Sustainability Report 2023
Strengthening Relationships with All Stakeholders
Consultation with Key Stakeholders  
for Sustainable Solutions
Creating enduring value for the stakeholders 
in accordance with the triple bottom line 
approach has been ITC’s core strategy. To 
understand the stakeholder needs and evolving 
expectations of stakeholder, ITC engages in 
regular interactions with various stakeholders 
including Governments, development agencies, 
research organisations and communities. Such 
multi-disciplinary engagement processes 
stimulate deeper and nuanced understanding 
of challenges and enable the emergence of 
customised solutions which help in creating 
enduring value.
Consultation Mechanism
Key issues
	
⬤Annual General Meeting 
	
⬤Exclusive section in Corporate Website on 
‘Investor Relations’ which serves to inform 
and service shareholders 
	
⬤Exclusive e-mail id: isc@itc.in for direct 
interaction with shareholders and for 
receiving investor complaints
	
⬤Regular interaction with institutional 
investors
	
⬤Representation on policy issues through 
industry associations and other bodies
	
⬤Participation in policy advocacy 
discussions at various forums
	
⬤Periodic meetings related to 
collaborations and Public Private 
Partnership (PPP) programmes
Providers of Financial Capital/Shareholders
Government  
and Regulatory 
Authorities
Ongoing
Ongoing
Frequency of engagement
	
⬤Improved profitability and growth of the 
organisation
	
⬤Transparent and effective communication
	
⬤Investor servicing
	
⬤Sound corporate governance mechanisms
	
⬤Providing deeper insights into the 
Company’s Corporate Strategy and  
operating segments
	
⬤Sustainability 2.0
	
⬤Regulatory compliance
	
⬤Sound corporate governance 
mechanisms 
	
⬤Tax revenues
	
⬤Improvement in use of natural resources 
	
⬤Transparency in disclosures
	
⬤Livelihood generation
	
⬤Annual General Meeting of the Company 
held on 20th July, 2022 through virtual mode
	
⬤Communicating quarterly performance 
takeaways through press releases, 
followed by presentations and post-result 
calls with analysts. 
	
⬤Key performance highlights shared with 
all shareholders via e-mail.
	
⬤More than 200 meetings with analysts 
representing institutional equity investors, 
fund/portfolio managers in top FIIs, 
Domestic Mutual Funds, FPIs, Private 
Insurance Companies etc. were organised 
in FY 2022-23 in physical and virtual 
mode.
	
⬤The Company engaged on one-on-one 
basis with ESG specialists of fund houses/
brokerage firms covering, inter alia, 
progress towards achieving its ambitious 
Sustainability 2.0 goals by 2030.
	
⬤Representations on policy issues 
submitted to regulatory authorities 
through industry associations and other 
bodies
	
⬤86 PPPs signed till date of which 25 
were operational in 2022-23. 
	
⬤Product/ service quality and safety 
	
⬤Adequate information on products
	
⬤Transparent communication 
	
⬤Product/ service availability
	
⬤Timely delivery of product/ service
	
⬤Maintenance of privacy/ confidentiality
	
⬤Fair and competitive pricing
	
⬤Market surveys
	
⬤Direct connect/ visits
	
⬤Personalised lifestyle privilege programme
	
⬤Customer satisfaction surveys
	
⬤Key account management
Customers
Ongoing
	
⬤Dedicated Consumer Response Cell for 
capturing customer complaints, queries, 
feedback and suggestions
	
⬤Rapidly evolving consumer needs are 
constantly being monitored through social 
listening, in-depth immersions and are 
being carefully synthesised to transform into 
relevant solutions
	
⬤Collaborative engagements on sustainability 
with key B2B Customers
	
⬤Sustainable Tobacco Programme (STP 2.0) 
Assessments by Global Tobacco Majors, 
Participation in ‘Thrive’ programme with 
British American Tobacco (BAT), and Leaf 
Partnership Programme with Imperial 
Group – 5,043 beneficiaries under Energy 
Conservation & School Infrastructure up-
gradation programme
Select stakeholder engagements conducted during FY 2022-23
26
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

|  Sustainability Report 2023
	
⬤Induction programmes/ trainings/ 
workshops
	
⬤Individual performance appraisal
	
⬤Employee engagement survey
	
⬤Grievance handling processes
	
⬤Trade union meetings
	
⬤Regular formal/ informal conversations
	
⬤Farmer training programmes and 
workshops
	
⬤Agreements for all procurement activities
	
⬤e-Choupal and Choupal Pradarshan Khets 
(demonstration farms)
	
⬤Participatory rural appraisals to identify 
needs and challenges 
Employees
Farmers
Ongoing
	
⬤Caring and empowering work environment 
	
⬤Personal development and growth 
	
⬤Health and safety 
	
⬤Grievance resolution 
	
⬤Competitive compensation
	
⬤Sustainable and accelerated growth in 
livelihoods and farm incomes 
	
⬤Know-how on improvement of productivity 
and profitability
	
⬤Capacity development for enabling further 
investment
	
⬤Easy, affordable and reliable access to 
inputs such as quality seeds, fertilisers, 
pesticides etc.
	
⬤Regeneration and replenishment of 
common resources like water, village 
commons, biomass and biodiversity
	
⬤Building resilience against emerging 
sustainability risks like climate change and 
water stress. 
	
⬤Studio One Chairman’s townhall
	
⬤Studio One Xchange – Personalised 
interactions of employees with senior 
leadership
	
⬤Townhalls with Business Heads and 
Leadership Teams
	
⬤Grievance redressal platforms
	
⬤Skip level meetings
	
⬤ITC’s employee engagement survey, 
namely iEngage
	
⬤Interactions with Employee Resource 
Groups, Diversity Councils, Reflections 
360o feedback system
	
⬤Trade Union Meetings
	
⬤Comprehensive induction programmes for 
new employees
	
⬤Ongoing Sustainability 2.0 culture building 
efforts for engaging employees on 
dedicated days of national & international 
significance like World Water Day, Global 
Recycling Day, and World Wetlands Day.
	
⬤ITC Annual Sustainability 2.0 Strategy 
Meet
	
⬤More than 8,200 Farmer Field Schools 
and over 2,300 Choupal Pradarshan 
Khets were capacitated to disseminate 
Knowledge to farmers
	
⬤916 Agri-business Centres, and over 1,150 
Farmer Producer Organisations (FPOs) 
were created or strengthened to facilitate 
extension services to farmers, equipment 
hiring, aggregation of produce, collective 
procurement and sales, etc
	
⬤Aimed at boosting agricultural and allied 
activities in 81 districts of 17 states benefitting 
over 7.4 lakh farmers. Out of these districts, 
27 are the Aspirational Districts programme 
in 8 states where the engagement is in 
partnership with NITI Aayog
	
⬤Over 10 lakh farmers have been trained 
using physical mode as well as leveraging 
digital modes through over 8,000 
WhatsApp groups, in collaboration with 
NITI Aayog. Farmers have been covered 
through physical trainings as well
ITC Annual Sustainability 2.0 (S2.0) 
Strategy Meet
In January 2023, ITC organised Sustainability 
2.0 Strategy Meet in Kolkata which had 
participation from senior leadership, 
functional experts and sustainability 
practitioners from across ITC Businesses.  
The meeting served as a collaborative 
platform for brainstorming, and jointly 
working towards devising short-medium 
term strategies and action plans for all S2.0 
priority areas. 
Page 148
Refer ‘Sustainable 
Agriculture’ and ‘Mission 
Sunehra Kal’  
section of this Report
Continuous
Consultation Mechanism
Key issues
Frequency of engagement
Select stakeholder engagements conducted during FY 2022-23
Strengthening Relationships with All Stakeholders
Sustainability Strategy Meet -2023 at Kolkata
27
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Environmental  
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Social Stewardship - Sustainable 
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|  Sustainability Report 2023
	
⬤Manufacturers’ meets 
	
⬤Vendor meets 
	
⬤Pre-agreement negotiations 
	
⬤Procurement agreements
	
⬤Reporting of breaches 
	
⬤Capacity building programme
	
⬤Assessment of sustainability risks
Value Chain Partners  
(Suppliers and Service Providers)
	
⬤Knowledge and infrastructure support 
	
⬤Resource-use efficiency, including 
sustainable natural resource management, 
greenhouse gas reduction and sustainable 
waste management
	
⬤Regular communication and updates on 
business plans
	
⬤Inclusion of local medium and small-scale 
enterprises in vendor base
	
⬤Competency development of local vendors
	
⬤Stability/ tenure of relationship
	
⬤Ordering and payment routines
	
⬤Purchase prices
	
⬤Corrective action plans to address  the 
sustainability risks 
	
⬤ITC has a robust process of evaluating 
its Suppliers and Service Providers 
before engaging with them, proactively 
making them aware of its expectations / 
requirements, and seeking commitment 
for compliance through contractual 
agreements.
	
⬤ITC’s Sustainable Supply Chain 
Programme is focussed on working 
closely with the set of identified critical 
suppliers. Accordingly, all ITC businesses 
have identified Critical Tier-1 suppliers 
based on factors like ITC’s buy value, ESG 
risk exposure, importance to business 
continuity, among others.
	
⬤Various tech-enabled avenues have been 
deployed to constantly receive feedback 
and ideas from value chain partners. 
	
⬤ITC facilitated 4 capacity building 
workshops covering ~ 60% of the identified 
Critical Tier-1 vendors on Environmental 
Compliance, Fair Business Practice, 
Corporate Governance and Ethics, 
Occupational Health and Safety and Fair 
Labour Practices and Human Rights.
	
⬤Supplier sustainability assessments for 
Critical Tier 1 suppliers (across Businesses) 
are being conducted.
	
⬤One-on-one media interviews with the 
Senior Management 
	
⬤Press conferences by Senior Leadership 
	
⬤Press releases 
	
⬤Advertisements 
	
⬤Media partnerships & campaigns
Media
Ongoing
Ongoing
	
⬤Transparent and accurate disclosure to 
stakeholders 
	
⬤Awareness on ITC’s Businesses, Brands & 
Sustainability initiatives 
	
⬤Enhancing corporate reputation
Details of latest press releases, media 
reports and senior management interviews 
are available on the ‘Media Centre’ section 
of ITC portal.
https://www.itcportal.com/media-centre/
index.aspx
	
⬤Partnerships for implementation of CSR 
programmes under ‘Mission Sunehra Kal’
	
⬤Discussions on community issues with 
civil society organisations
Civil Society
Need Based
	
⬤Financial support for community 
development programmes
	
⬤Managerial support
	
⬤Environmental impacts 
	
⬤Safe products and services
	
⬤Responsible corporate citizenship
	
⬤ITC’s Social Investments Programme has 
established implementation partnerships 
with 78 NGOs for execution of the 129 
projects pan-India.
	
⬤Two engagements were organised 
during the year in Vijayawada and 
Jaipur for capacity building of 102 
representatives from NGO partners in 
Telangana, Andhra Pradesh, Rajasthan 
and Madhya Pradesh states on 
company’s Financial Systems  
& Procedures, due diligence  
requirements, etc.
Consultation Mechanism
Key issues
Frequency of engagement
Select stakeholder engagements conducted during FY 2022-23
Strengthening Relationships with All Stakeholders
28
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|  Sustainability Report 2023
	
⬤Community needs assessment activities 
undertaken in collaboration with 
independent parties/ civil society 
organisations
	
⬤Formation of village institutions and 
regular meetings thereon
	
⬤Public hearings for greenfield/ expansion 
projects
	
⬤Assessment of direct and indirect impacts 
of ITC’s social investments on communities
Local Communities
Continuous
	
⬤Community development programmes 
based on local communities’ needs
	
⬤Strengthening of livelihood opportunities
	
⬤Improvement of social infrastructure for 
hygienic and healthy living environment
	
⬤Dignity of life through economic and social 
empowerment
	
⬤Comprehensive needs assessment 
exercise was revisited in 2021-22, referred 
to as Core Area Perspective Plan (CAPP 
2.0) in 21 factory and 7 agri catchments. 
As a continuation to CAPP 2.0 exercise, 
26,000 household surveys were taken up 
in 14 states by SIP team members and 
NGO partners to estimate the household 
level gaps that need to be addressed. 
	
⬤In addition to the other community 
interactions and stakeholder 
engagements, 66 community 
engagements were held across 14 
states where ITC’s Social Investments 
Programme (SIP) is implemented to 
discuss and capture views, issues and 
complains, if any, of the community 
members. 
	
⬤Over 15,400 grassroots institutions have 
been strengthened so far including Water 
User Groups, Vanikaran Sanghas, Self-
help groups, Agri-business Centres, School 
Management Committees, etc. 
	
⬤Expert Forums & Knowledge Platforms
	
⬤Events & Conferences
	
⬤Collaborative Platforms like the India 
Plastics Pact, CII- ITC Centre Of Excellence 
For Sustainable Development, Global 
Reporting Initiative (GRI), Alliance for 
Water Stewardship (AWS)
	
⬤Ongoing Discussions & Scoping Meetings 
for developing projects aligned with 
Sustainability 2.0
Experts & Knowledge Partners
	
⬤Sustainability 2.0 priority areas like 
climate change, water security, sustainable 
packaging, biodiversity and human rights.
	
⬤To plan and collaborate for undertaking 
need-based studies, planning 
interventions, providing technical support 
in guiding an intervention plan, design, 
validation of impacts and outcomes.
	
⬤Engagement with the agencies for various 
activities including field assessments, 
capability building of Government, ITC 
and partner NGO teams and beneficiaries.
	
⬤Knowledge partnerships are with Indian 
Agri Institutes – Tamil Nadu Agricultural 
University, Indian Institute of Rice 
Research, Indian Institute of Soyabean 
Research and Vasant Dada Sugar Institute 
etc. and with Krishi Vigyan Kendras in 
the districts where Climate Smart Agri 
programmes are implemented.
	
⬤Partnerships are also with CRISIL for 
women financial literacy, CGIAR for 
Climate Smart Village and IWMI for 
drought proofing framework.
Page 148
Refer Mission Sunehra Kal  
section of this Report
Page 148
Refer Mission Sunehra Kal  
section of this Report for details
Consultation Mechanism
Key issues
Frequency of engagement
Select stakeholder engagements conducted during FY 2022-23
Strengthening Relationships with All Stakeholders
Need Based
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Social Stewardship - Sustainable 
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|  Sustainability Report 2023
Identification of Material Topics and 
Assessment of Impacts 
	
⬤Periodic testing of existing relevance of 
material topics in terms of boundary of 
impacts
	
⬤Periodic scan of sector specific issues 
using formal and informal processes
	
⬤Evaluation of relevance to stakeholders
Determination of Material Topics 
	
⬤Evaluation of stakeholders’ perception of 
ITC’s impact with respect to material topics
	
⬤Prioritisation of a particular topic 
(as high, medium or low) based on 
stakeholder engagement 
	
⬤Significance of a material topic to ITC’s 
business based on corporate strategy, 
policies, risks and opportunities identified
	
⬤Periodic consultation with the internal 
and external experts
	
⬤Organisational level aggregation and 
prioritisation of material topics
Validation of Material Topics 
	
⬤Periodic Review by Management on 
mitigation strategy and its impact on 
stakeholders
ITC’s Materiality  
Analysis
The process of materiality assessment involves 
periodic scan of stakeholder expectations 
across Businesses and validation with senior 
management in line with business priorities. 
ITC’s materiality analysis is based on 
the following three-pronged approach
Disclosures on Material Topics
Material issues are one of the key inputs 
for medium and long-term planning. The 
sensitivity of an issue to stakeholders and to 
ITC, in terms of importance, forms the basis of 
the materiality analysis, which in turn guides 
the processes for identifying, managing and 
devising specific action plans for addressing 
them. ITC’s approach towards managing each 
material issue has been presented through-
out this report. A mapping of all the material 
issues with respective sections of the report is 
available in the table below:
Ethics and Governance
Business Success
Innovation
ESG Risk Management
Climate Resilient Agriculture
Water Security for All
Sustainable Packaging 
Biodiversity Management
Climate Resilient Operations
Consumer Experience
Sustainable Products and Brands
Responsible Marketing
Responsible Sourcing Practices
Health and Safety
Human Rights
Learning and Development 
Diversity and Inclusion 
Sustainable Livelihoods
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
1
2
4
3
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Importance to ITC
Importance to Stakeholders
High Importance
Medium Importance
Low Importance
30
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Social Stewardship - Sustainable 
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|  Sustainability Report 2023
This year three additional Divisions/SBUs have 
been assessed for compliance with the ISO 
31000 Risk Management Standard. This is in 
addition to the nine Divisions/SBUs which were 
previously assessed for compliance with the 
ISO 31000 Standard. This intervention provides 
further assurance on the robust nature of 
risk management practices prevalent in the 
Company.
The centrally anchored initiative of conducting 
external independent reviews of key business 
processes with high ‘value at risk’ continued 
during the year.
Corporate IT Steering Committee
The Corporate IT Steering Committee 
(CITSC), is the apex committee across 
the Company for key matters related to 
Information Management Governance, Risk 
Management, Compliance and Cyber Security. 
The Committee is chaired by the Wholetime 
Director on the Board of ITC and Chief 
Financial Officer of the Company.
Cyber Security Committee
A Cyber Security Committee, chaired by 
the Chief Information Officer, is in place 
to provide specific focus on cyber security 
related risks, with the primary responsibility of 
tracking emerging practices and technologies 
and provide suitable recommendations for 
enhancing security of the IT systems and 
infrastructure. The Chief Information Officer is 
responsible for ensuring that the Cyber Security 
systems of the Company remain effective and 
contemporary. He is also invited to the meetings 
of the Risk Management Committee of the 
Company, whenever matters relating to cyber 
security are considered. For more information 
on the Risk Management Framework, please 
refer to the Risk Management section of the 
Report of the Board of Directors forming part of 
ITC’s Report and Accounts 2023.
CSR and Sustainability Committee
Strategic Risk 
Management
Page 47
Refer to ESG and Sustainability 
Governance in Governance 
section in this Report
As a diversified enterprise, ITC continues 
to focus on a system- based approach to 
business risk management. The management 
of risk is embedded in the corporate strategies 
of developing a portfolio of world-class 
businesses that best match organisational 
capability with market opportunities, focusing 
on building distributed leadership and 
succession planning processes, nurturing 
specialism and enhancing organisational 
capabilities through timely developmental 
inputs.
Accordingly, management of risk has always 
been an integral part of ITC’s ‘Strategy of 
Organisation’ and straddles its planning, 
execution and reporting processes and 
systems. Backed by strong internal control 
systems, the current Risk Management 
Framework consists of the following key 
elements:
	
⬤The Corporate Governance Policy  
approved by the Board, clearly lays down the 
roles and responsibilities of the various entities 
in relation to risk management covering a 
range of responsibilities, from the strategic to 
the operational.
	
⬤The Risk Management Committee, 
constituted by the Board, monitors and reviews 
the strategic risk management plans of ITC as 
a whole and provides necessary directions on 
the same. It also reviews the implementation, 
effectiveness and adequacy of the risk 
management policy, plans and systems of the 
Company.
	
⬤The Corporate Risk Management Cell, 
through focused interactions with businesses, 
facilitates the identification and prioritisation 
of strategic and operational risks, development 
of appropriate mitigation strategies and 
conducts periodic reviews of the progress on 
the management of identified risks.
	
⬤The annual planning exercise requires all 
businesses to clearly identify their top risks and 
set out a mitigation plan with agreed timelines 
and accountabilities. Businesses are required 
to confirm periodically that all relevant risks 
have been identified, assessed, evaluated and 
that appropriate mitigation systems have been 
implemented.
Risk Management  
System
ITC endeavours to continually sharpen its 
Risk Management systems and processes 
in line with a rapidly changing business 
environment. In this regard, it is pertinent 
to note that some of the key businesses 
of ITC have adopted the ISO 31000 Risk 
Management Standard and accordingly, the 
Risk Management systems and processes 
prevalent in these businesses have been 
independently assessed to be compliant with 
the said global Standard on Risk Management. 
Business Continuity  
Management (BCM)
Designed to address the threat of disruptions 
to business activities or processes, Business 
continuity and resilience planning validates the 
adequacy of the existing systems and processes 
to prevent and recover from potential threats.
It ensures continuity of delivery of products 
or services at pre-defined acceptable levels 
following a disruptive incident.
Business Continuity Plans have been made 
comprehensive to include all facets of 
operations and are being tested at pre-
determined intervals. These Plans have been 
duly approved by the Management Committee 
of the Businesses.
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|  Sustainability Report 2023
Strategic Risk Management
Climate Change & Sustainability 
Potential Impact
Climate related physical and transitional disruptions may impact business operations, sourcing, supply chain and increase compliance costs.
Risk Mitigation Strategy
	
⬤
As average temperatures rise, extreme weather 
events are expected to grow in terms of severity 
and frequency which could have significant impact 
on the Company’s operations, its physical assets 
and agri value chains. These may lead to complete 
or partial outage of operations. Further, these 
events may also adversely impact the availability 
and quality of agri raw materials and consequently, 
the production and sales of the Company’s 
products.
	
⬤
Vagaries of weather caused by climate change 
impact crop cycles, output and productivity 
resulting in disruption of operations / supply chain.
	
⬤
Availability of water for own operations as well 
as farm value chains also get impacted by erratic 
precipitation patterns. 
	
⬤
Besides physical risks, there are also transition 
risks associated with climate change, that can 
impact the Company’s operations:
	−Additional levies may be imposed by 
regulatory authorities for emission/water 
intensive industries to address climate change, 
this will lead to higher cost of compliance, and 
potential regulatory penalties and reputational 
risk in case of non-compliance. 
Physical Risk Management:
	
⬤
Climate risk modelling for identifying high-
risk/vulnerable sites and agri value chains, and 
undertaking detailed assessments for developing 
locally contextual adaptation plans, risk mitigation 
strategies and undertaking measures for improving 
climate resilience. 
	
⬤
Promotion of climate smart agriculture, and 
development of heat/drought tolerant and high 
yielding varieties to improve productivity by 
adopting micro region-specific agronomic practices.
	−Micro segmentation of growing zones and 
developing appropriate package of practices 
and precision farming techniques to mitigate 
impact of weather. 
	−Enhancing climate resilience of farmers through 
capacity building programmes including 
leveraging ITCMAARS app together with 
the FPO (Farmers’ Producer Organisation) 
ecosystem, and supported by field 
demonstrations under Choupal Pradarshan 
Khets.
	−Comprehensive programmes on social forestry, 
soil and moisture conservation and biodiversity 
conservation.
	−Adoption of water stewardship approach to 
achieve water security for all stakeholders 
within the defined catchment areas of units 
located in high water stress areas.
	
⬤
Diversifying the supply chain, and contingency 
planning in supply chain.
	
⬤
Map risks arising out of climate crisis, build 
adaptive capacity and invest in mitigative measures 
to strengthen resilience across the value chain. 
Transition Risk Management:
	
⬤
Continue to focus on energy conservation, 
improving energy productivity and enhancing 
the share of renewables in ITC’s total energy 
requirement as part of ITC’s Sustainability 2.0 
targets.
	
⬤
Strengthen enterprise sustainability and 
governance mechanisms for reviewing performance 
and progress against Sustainability 2.0 targets 
through the Sustainability Compliance and Review 
Committee (SCRC). 
	
⬤
Adopt the life-cycle assessment (LCA) approach 
for identifying environmental impact across a 
product’s lifecycle; leverage the same for sustainable 
design and product innovation.
Key Risks
Climate Change & 
Sustainability
Cyber Security and Information 
Technology Systems
Talent Management
Discriminatory Taxation and 
Stringent Regulations on Legal 
Cigarette Industry
Innovation and Consumer/
Brand Preference
Corporate and Brand 
Reputation
Heightened Uncertainty in 
the Macro-Economic and 
Operating Environment
Black Swan Event
Diversified Business Portfolio
Product and Plastic Packaging
Risk Description
32
Approach to  
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Environmental  
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Social Stewardship - Sustainable 
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Annexures

|  Sustainability Report 2023
Strategic Risk Management
network, cloud, email, web and data centres to 
ensure threats are detected and responded to 
appropriately. 
	
⬤
Vulnerability Assessment and Penetration 
Testing by independent third party for all Internet 
facing applications and IT infrastructure including 
assessment of security architecture and controls of 
Industrial control systems (IT-OT). 
	
⬤
Intensify Cyber security awareness campaigns 
and training for all users across the organisation. 
	
⬤
Policies covering the protection of personal 
information of consumers, employees and business 
partners are in place.
	
⬤
Periodic assessment of ITC’s IT security posture 
by an independent third-party expert specialising in 
Information Security to validate adequacy of policy, 
practices and controls.
	
⬤
ISO 27001 certification of ITC Corporate Data 
Centres providing an independent third-party 
assurance of the effectiveness of the Company’s 
Information Security Management System (ISMS).
Talent Management 
Potential Impact
Risk Mitigation Strategy
Inability to attract and retain high quality talent in a highly competitive market.
	
⬤
Lack of requisite quality of management 
personnel could adversely affect operations and 
thereby long-term business performance.
	
⬤
Talent attrition beyond acceptable levels may 
impact ability to effectively fulfil Organisational goals 
and Customer expectations.
	
⬤
Strengthening and communicating ITC’s talent 
proposition about ‘Building Winning Businesses. 
Building Business Leaders Creating Value for India’.
	
⬤
Providing meaningful and challenging roles which 
enrich individual capability and act as a powerful 
incentive to stay, learn and grow.
	
⬤
Building a robust talent pipeline across 
responsibility levels through requisite quality in key 
roles, depth of bench and reliable succession plans.
	
⬤
Investments in capability building of managers 
through access to the best-in-class upskilling 
programmes and development interventions.
	
⬤
Recognising and nurturing Specialism so that 
employees who wish to focus on niche, business 
critical skills can continue to grow in their area of 
expertise.
	
⬤
Benchmarking compensation to the relevant 
market periodically, ensuring strong alignment with 
short term and long-term performance, particularly 
at senior levels and ring- fencing top talent.
	
⬤
Ensuring the talent quotient in the Company 
remains healthy and vibrant through annual 
segmentation supported by differential rewards and 
progression opportunities for industry leading talent. 
	
⬤
Energising and nurturing pride in membership 
through frequent leadership outreach to managers.
	
⬤
Engaging with the country’s premier academic 
institutions to communicate the Company’s talent 
proposition through case-study competitions, 
knowledge-sharing programmes by senior managers 
and the annual internship programmes creating a 
compelling proposition for the best candidates to 
aspire for a career with the Company.
	
⬤
Promotion of Diversity, Equity and Inclusion 
through supportive polices based on principles of 
equity,
	
⬤
Implement measures to ensure sufficient 
representation of women in selection pools and 
deployment of the differently-abled across suitable 
opportunities in the value chain towards meeting the 
diversity and inclusion goals of the organisation.
	
⬤
Agility in adjusting HR practices and providing 
contemporary and relevant work policies to 
employees such as flexible work arrangements.
Potential Impact
With accelerating adoption of new digital technologies 
such as Cloud, AI, ML, Robotic Process Automation 
along with increasing inter connectedness with 
partners and remote working, the Company’s 
operations are vulnerable to cyber attacks, the impact 
of which can be on multiple dimensions:
	
⬤
Unavailability of IT Systems and Infrastructure 
causing significant disruption to business operations
	
⬤
Theft of personal information of customers 
eroding consumer confidence
	
⬤
Data destruction resulting in shutting down of 
business activities
	
⬤
Regulatory non-compliance
	
⬤
Reputational damage and financial loss.
Cyber Security & Information Technology Systems
Significant disruption of business operations and loss of data integrity due to increase in sophisticated 
cyber-attacks resulting in non-availability of Information Technology systems and Information Assets.
Risk Mitigation Strategy
	
⬤
Comprehensive Information Policy detailing 
practices and procedures for acquisition, deployment, 
use and retirement of all information assets with 
specific focus on access authorisations, data storage 
and backups, incident response and recovery. The 
policy is reviewed on a regular basis to align with 
contemporary and evolving best practices, standards 
and technologies.
	
⬤
Identification of critical IT systems and information 
Assets, and establishing robust IT Continuity Plans 
along with periodic review and testing thereof.
	
⬤
Dedicated security team under the leadership 
of Chief Information Security Officer (CISO) to track 
operations, learn from ecosystem on emerging 
threats & mitigations and fine tune the practices, 
technologies and skills to ensure security of the 
information assets.
	
⬤
Centralised supervision of software updates, 
advanced threat intelligence and continuous real-
time security monitoring, enabled by best-in-class 
security technologies and tools, across end points, 
Risk Description
Risk Description
33
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Environmental  
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Social Stewardship - Sustainable 
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Annexures

|  Sustainability Report 2023
Strategic Risk Management
	
⬤
Engagement with policy makers for equitable, 
non-discriminatory, pragmatic, evidence-based 
regulations and taxation policies that balance the 
economic imperatives of the country and tobacco 
control objectives, cognising for the unique tobacco 
consumption pattern in India; highlighting the growing 
threat of illegal and smuggled cigarettes.
	
⬤
Regular interaction with enforcement authorities for 
actions against illicit trade such as seizure operations of 
counterfeit/smuggled/duty evaded cigarettes. 
	
⬤
Counter illicit trade and reinforce market standing 
by fortifying the product portfolio through innovation, 
democratising premiumisation across segments and 
enhancing product availability backed by superior on-
ground execution.
Potential Impact
	
⬤
Discriminatory and punitive taxation on cigarettes 
leading to progressive migration from consumption of 
duty-paid cigarettes to other lightly taxed/tax evaded 
forms of tobacco products leading to sub-optimisation 
of revenue potential of the tobacco sector.
	
⬤
Fillip to contraband cigarette trade in India due to 
attractive arbitrage opportunities; significant loss of 
revenue to the exchequer. 
	
⬤
Subdued demand for Indian tobacco due to 
pressure on legal cigarette industry volumes; adverse 
impact on farmer earnings and livelihoods dependent 
on tobacco value chain.
Discriminatory Taxation and 
Stringent Regulations on 
Legal Cigarette Industry
Innovation and Consumer/Brand Preference 
Inequitable and high taxation coupled with 
stringent regulations adversely impacts the 
legal cigarette industry.
Risk Mitigation Strategy
Potential Impact
Failure to track consumer trends and innovate may lead to the inability to meet changing consumer 
requirements with consequential decline in market share / demand for Company’s products and services.
Failure to adequately anticipate evolving consumer preferences and inability to proactively 
innovate and remain competitive.
Risk Mitigation Strategy
	
⬤
Deep understanding of consumer preferences 
and needs by synthesising information from multiple 
sources & crystallising the same for agile marketing 
actions, product development and innovation.
	
⬤
Focus on agile and purposeful innovation sharply 
aligned with business strategy; strengthen and 
leverage ITC Life Sciences and Technology Centre 
(LSTC) science platforms to build a robust pipeline 
of innovative products, thereby securing long term 
competitiveness. 
	
⬤
Future-ready portfolio to address existing and 
emergent consumer needs anchored on purpose-led 
brands.
	
⬤
Leverage digital technologies and platforms 
to deliver personalised brand experiences. The 
Company’s ‘Sixth Sense’ Marketing Command 
Centre and Consumer Data Hub (an AI powered 
personalised platform) gains insights on market 
trends and consumer behaviour and synthesises the 
same to craft personalised brand communication 
and product development.
	
⬤
Continuous measurement of performances 
related to brand inputs, against set objectives and 
relative to competition, using a host of data scraping 
and social listening tools.
	
⬤
Contemporary brand marketing interventions 
to deepen consumer engagement and sharply 
communicate brand proposition and purpose. 
These are supported by micro segmentation and 
sharp targeting the consumer cohorts with hyper 
personalised content.
	
⬤
Geographical analytics (at a pin code level of 
granularity) of consumer buying preferences for each 
product category to offer the right portfolio to the 
right micro market.
	
⬤
Leverage Customer Relationship Management 
(CRM) platform for capturing customer complaints, 
queries, feedback and suggestions received across 
channels. 
	
⬤
Leverage multi-channel go-to-market 
capability to drive penetration and accessibility by 
strengthening core channels, winning in emerging 
channels, scaling up D2C and digital first brands.
	
⬤
Focus on product safety to ensure world-class 
quality standards across the portfolio.
	
⬤
Continuous monitoring (using Machine 
Learning & Natural Language Processing based 
tools) of trademark infringement, brand safety and 
advertisement frauds to protect the brands and 
business.
Potential Impact
	
⬤
Reduced stakeholder confidence on the 
Company due to misleading or malicious 
information on social media/other media channels 
regarding the Company’s operations and activities
	
⬤
Reduced customer confidence due to posts/ 
articles relating to quality and performance of 
Company’s products and services leading to 
tarnishing of image and reputation with consequent 
revenue loss.
	
⬤
Loss of time and resources on dispute resolution.
Corporate and  
Brand Reputation 
Risks arising due to inadequate protection 
against malicious attacks, misinformation, 
trademark infringement, misrepresentation  
or fraudulent activity, including those on 
digital and social media. This can impact  
ITC’s customer loyalty/consumer franchise 
and reputation.
Risk of the Company’s brands and reputation 
getting impacted if it is construed that the 
Company’s operations/products & services 
are inconsistent with the expectations of 
stakeholders.
Risk Description
Risk Description
Risk Description
34
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Environmental  
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Social Stewardship - Sustainable 
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Annexures

|  Sustainability Report 2023
	
⬤
Structured and targeted media-engagement 
plan in place.
	
⬤
Effective engagement and responsible 
advocacy with stakeholders on issues relating to 
ITC’s products, services, initiatives, and business 
practices.
	
⬤
Leveraging publicly available web applications 
and dedicated brand advocacy platforms to 
disseminate information about ITC and its brands 
digitally.
	
⬤
Sustained communication of ITC’s commitment 
to the protection of the environment and well-being 
of society and stakeholders.
	
⬤
Mechanisms to respond to any fake or malicious 
posts (including social media) impacting the 
reputation of ITC, its businesses and brands.
	
⬤
Compliance to best practice guidelines laid 
down by Advertising Standards Council of India.
	
⬤
Familiarisation programs and periodical 
updates for employees on ITC’s Code of Conduct. 
The governance framework continuously reinforces 
and helps realise highest standards of ethical and 
responsible conduct to create enduring value for all 
stakeholders. 
	
⬤
Capacity building workshops for key value chain 
partners to educate, and create shared awareness 
on key areas like human rights, labour practices and 
sustainability.
	
⬤
Ensure marketing claims made by the 
organisation are backed by adequate 
substantiation and credible research. 
	
⬤
Stringent product performance checks prior to 
launch in the market.
	
⬤
Detailed Standard Operating Procedures/
process guidelines to ensure uniformity of services/
products and adherence to quality standards.  
Potential Impact
	
⬤
In a globalised environment, economic/
geopolitical developments may lead to inflationary 
pressures, supply chain disruptions, volatility in 
interest and exchange rates, and commodity prices. 
These could also cause significant fluctuation in the 
demand for the Company’s products and services.  
	
⬤
Government actions such as imposition of price 
controls, ban on import/export of raw materials/
finished products related to the Company, or 
other similar restrictions could impact business 
operations and profitability. 
Heightened Uncertainty in 
the Macro-Economic and 
Operating Environment
Heightened uncertainty in the macro-
economic and operating environment resulting 
in fluctuation in demand for the Company’s 
products and services, inflationary pressures, 
volatility in financial and commodity markets.
Risk Mitigation Strategy
Risk Mitigation Strategy
	
⬤
Continuously build adaptive, agile and resilient 
supply chain to effectively manage complexities 
arising from geo-political dynamics.
	
⬤
Regular scanning of the environment to track 
key macro-economic developments.
	
⬤
Measures taken to ensure continuity in 
operations and servicing the customers include 
increasing safety stock levels, leveraging alternate 
channels of distribution.
	
⬤
Broad-base pool of vendors and activating 
alternate suppliers of key materials and thereby 
increase the resilience of supply chain.
	
⬤
Ensure that supply chain is not concentrated in 
any single region or supplier.
Strategic Risk Management
Black Swan Event 
	
⬤
Learnings from the Covid pandemic have 
been seamlessly incorporated in the day-to-day 
procedures as part of the ‘new normal’. Processes 
and protocols have been institutionalised including 
safety and security of personnel across all nodes of 
operations to deal with the outbreak of the pandemic 
situation.
	
⬤
Cross-functional Crisis/Contingency 
Management Teams, both at the Business as well 
as at the corporate level for continually reviewing 
strategic, operational, and financial matters.
	
⬤
Business continuity plans for securing key 
material supplies including usage of substitute 
materials, increasing safety stock levels, identification 
of alternate/domestic vendors, identification and 
activation of potential alternative manufacturing 
capacities to supplement existing facilities.
	
⬤
ITC Agri Business’s wide geographical spread, 
multiple sourcing models, extensive sourcing and 
supply chain network and associated infrastructure 
in key growing areas coupled with deep-rooted 
farmer linkages.
	
⬤
Leveraging alternate channels of distribution to 
assist in uninterrupted supply of Company’s products.
	
⬤
Agile innovation and dynamic manufacturing 
capacities to quickly launch product offerings in line 
with the changing consumer requirements. 
	
⬤
Close monitoring of emergent consumer trends 
backed by robust innovation and research platforms 
of ITC’s Life Sciences & Technology Centre (LSTC) 
along with strong product development capabilities 
at the Business level. 
Potential Impact
	
⬤
Disruption in supply chain including volatility in 
commodity prices, non-availability of raw materials 
and challenges in product manufacture and 
distribution leading to stock-outs and inability to 
service the market.
	
⬤
Business loss due to change in composition of 
consumer consumption basket including decline in 
demand for discretionary products.
Disruption across the value chain arising out of unforeseen events like the COVID-19 pandemic.
Risk Mitigation Strategy
Risk Description
Risk Description
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Potential Impact
Potential Impact
	
⬤
Diversified portfolio may lead to inadequate focus on key businesses. 
	
⬤
Non-compliance to plastic waste management 
regulations could lead to imposition of 
environmental compensation, that may negatively 
impact Company’s reputation. Additionally, stricter 
government laws around usage of plastics including 
bans may give rise to multiple challenges such as 
redesign of product packaging, shelf life-related 
issues and product distribution issues. 
	
⬤
Disruptions in the supply chain for recycled 
plastic or plastic packaging substitutes as required 
by law, can impact the Company’s ability to comply, 
produce and distribute products. 
	
⬤
Inability to provide sustainable alternatives could 
have a negative impact on consumer sentiment.
Diversified Business Portfolio 
Product and Plastic Packaging 
Increasing complexity of operations in the context of a 
highly diversified business portfolio
Inability to comply with current or future regulation on plastic packaging and/or failure to 
meet commitments on packaging and the environment.
Risk Mitigation Strategy
Risk Mitigation Strategy
	
⬤
ITC’s Strategy of Organisation and three-tier 
governance structure ensure that:
	−Strategic supervision (on behalf of the 
shareholders), being free from involvement 
in the task of strategic management of the 
Company, can be conducted by the Board of 
Directors with objectivity, thereby sharpening 
accountability of management;
	−Strategic management of the Company, 
uncluttered by the day-to-day tasks of 
executive management, remains focused and 
energised; and
	−Executive management of the divisional 
business free from collective strategic 
responsibilities for ITC as a whole, remains 
focused on enhancing the quality, efficiency 
and effectiveness of the business to achieve 
best-in-class performance.
	
⬤
ITC believes that the right balance between 
freedom of management and accountability to 
shareholders can be achieved by segregating 
strategic supervision from strategic and executive 
management.
	
⬤
The governance framework of the Company 
enables each business to focus on its operating 
segments, while harnessing the diversity of the 
Company’s businesses to create unique sources of 
competitive advantage; empowered and integrated 
teams have been formed, where applicable, to focus 
on specific product markets enabling enhanced 
consumer centricity and agility, whilst providing 
undiluted attention to each segment.
	
⬤
Drive synergistic growth and enhance the 
competitive power of the portfolio by blending the 
diverse skills and capabilities residing in the various 
Businesses of the Company.
	
⬤
Going beyond compliance wherever possible: 
	−Ensuring plastic neutrality ahead of 
regulatory targets through source segregation 
programmes, creating replicable, scalable and 
sustainable models of solid waste management, 
and developing viable recycling options for 
multi-layered plastic (MLP) packaging. 
	−Ensuring that 100% of packaging is reusable, 
recyclable or compostable/biodegradable.
	
⬤
Partnering with upstream players and suppliers 
for ensuring supply of recycled plastic for meeting 
regulatory/market demand for increasing recycled 
content in plastic packaging. 
	
⬤
Harnessing the enterprise strengths of ITC (Life 
Sciences and Technology Centre, Paperboards & 
Specialty Paper Division and Packaging and Printing 
Division) in driving cutting-edge innovation to offer 
sustainable alternatives to single use plastics. Pursue 
sustainable packaging initiatives like reduction in 
plastic packaging intensity, improving recyclability of 
plastic packaging.
Strategic Risk Management
Please refer to write-ups on each operating Segment in the  
Report of Directors & Management Discussion and analysis for further details.
Risk Description
Risk Description
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Sustainability 2.0 
Management Framework
Transparency and 
Disclosures
Sustainability 2.0 Priorities
Enablers
Sustain ITC’s position as one 
of India’s most valuable 
corporations through 
world-class performance, 
creating growing value for the 
Indian economy and the
Company’s stakeholders.
ITC’s ‘Nation First: Sab Saath 
Badhein’ Philosophy
Guidelines, Standards & Assurance
System for Sustainability
Management
Sustainability Performance
Monitoring & Management System
across Businesses
ITC’s Triple Bottom Line Approach
ITC’s Sustainability Policies
Climate Change
Sustainable 
Agriculture
Sustainable 
Livelihoods
Sustainable Packaging 
and Circular Economy
Biodiversity
Product Sustainability
Occupational Health 
and Safety
Diversity and Inclusion
Learning and 
Development
Human Rights
Sustainable Supply 
Chain and Responsible 
Sourcing
Water Security
To enhance the 
wealth-generating 
capability of the enterprise 
in a globalising environment,
delivering superior and 
sustainable stakeholder value.
ITC’s Core Values are aimed at developing a 
customer-focused, high performance organisation 
which creates value for all its stakeholders:
Trusteeship
Excellence
Customer focus
Innovation
Respect for people
Nation orientation
Foundation
Vision
Management Systems
Mission
Values
Stakeholder
Engagement
Materiality
Assessment
Sustainabiliy 2.0 
Ambitions
Risks and
Opportunities
Page 25
Page 38
Page 38
Page 30
Page 31
ITC's Sustainability Report
Aligned to GRI Standards,
IIRC Framework
ESG Frameworks
ITC’s Business Responsibility &
Sustainability Report (BRSR)
Aligned to SEBI’s Framework
For superior ‘Triple Bottom Line’
performance, ITC’s Governance
processes ensure that sustainability
principles are embedded in business
strategies and execution plans.
ESG and Sustainability
Governance
ITC’s long standing focus on ‘Triple
Bottom Line’ and its strategy of
‘Responsible Competitiveness’ has
embedded sustainability deep into the
organisation’s culture.
ITC-wide
Sustainability Culture
Over the last two decades, combining
deep-rooted insights, perspectives and
on-ground managerial expertise
with meaningful collaborations and
partnerships, ITC has created internal
centers of excellence across critical areas
like renewable energy, water stewardship,
sustainable agriculture, inclusive business
models and material sciences.
ITC’s Sustainability
Centres of Excellence
In order to drive systemic change,
sustainable processes and create impact
at scale, ITC leverages the power of
partnerships and collaborations with
relevant stakeholders.
Partnerships and
Collaborations
ITC’s Life Sciences and Technology
Centre (LSTC) works continuously to
churn out game-changing,
science-led innovative products and
other business solutions. ITC’s businesses
are also deploying cutting-edge digital
technologies for driving smart and
sustainable impact.
Innovation
and Digital
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Sustainability 2.0 Ambitions: 
2030 Targets
ITC’s Corporate Strategy is crafted in response 
to its unique operating context, material issues 
and stakeholder expectations, embedding the 
key tenets of ITC’s corporate philosophy.
Climate  
Change
50% of Total Energy Consumed  
from Renewable Sources
30% Reduction in  
Specific Energy Consumption
Performance (2022-23)	
43%
Paperboards & Specialty Papers Business	
9% ↓ 
Branded Packaged Foods Businesses	
25% ↓ 
Agri Business Division	
6% ↓ 
Hotels	
13% ↓ 
Packaging and Printing Business (PPB)	
16% ↓
FMCG Cigarettes	
12% ↓
Target (2030)	
50%
Target (2030)	
50%
Target (2030)	
30%
Target (2030)	
1.5 million
Target (2028)	
100%
Target (2021)	
>100%
50% Reduction in  
Specific GHG Emissions2 
Performance (2022-23)
Paperboards & Specialty Papers Business	
11% ↓ 
Branded Packaged Foods Businesses	
38% ↓ 
Agri Business Division	
2%↑ 
Hotels	
9% ↓ 
Packaging and Printing Business (PPB)	
41% ↓ 
FMCG Cigarettes	
15% ↓
Plastic Waste &  
Circular Economy
Sustain and Enhance Carbon 
Sequestration by Expanding Forestry 
Projects on Wastelands through ITC’s 
Social and Farm Forestry Programmes 
and other such Initiatives
Area under Social and Farm Forestry (Acres)
1This includes all electricity sources except onsite 
power from co-generation plant.
2↑ Decline in KPI, ↓ Improvement in KPI
% of Total Energy Consumed from Renewable Sources
% Reduction in Energy Consumed per Unit of 
Production
% Reduction in GHG Emissions (Scope 1, 2)  
per Unit of Production
100% of Packaging to be  
Reusable, Recyclable or  
Compostable/Bio-Degradable
99.9% (less than 0.1% of 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 
Management of Waste in Excess of the 
Amount of Packaging Utilised
% of Plastic Packaging Waste Sustainably Managed
% of Plastic Packaging Utilised that is Recyclable, 
Reusable or Compostable/ Bio-degradable
On Track (OT)
100% Purchased Grid Electricity  
Requirements1 from Renewable Sources
% of Total Electrical Energy (Grid Purchased)  
from Renewable Sources
Performance (2022-23)	
47%
Performance (2022-23)	
Performance (2022-23)	
99.9%
Performance (2022-23)	
>100%
	
Achieved Plastic Neutrality
Performance (2022-23)	
1 million acres*
Target (2030)	
100%
KPI
Baseline year	
2018-19
Baseline year	
2018-19
*Cumulative
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Sustainability 2.0 Ambitions: 2030 Targets
Sustainability 2.0 Ambitions: 2030 Targets
Water Stewardship
Sustainable Agriculture
40% Reduction in  
Specific Water Consumption3
Performance (2022-23)
Target (2030)	
40%
Paperboards & Specialty Papers Business	
9% ↓ 
Branded Packaged Foods Businesses	
31% ↓
Hotels	
17% ↓
FMCG Cigarettes	
24% ↓
2 Sites-Food Factory in Malur, Karnataka and Paper 
Mill at Kovai, Tamil Nadu, have received Platinum-
level certification.
Certification of other Units in Progress.
3↑ Decline in KPI, ↓ Improvement in KPI
% Reduction in Water Consumed per Unit of Production
On Track (OT)
*Cumulative
KPI
Creation of Rainwater Harvesting 
Potential Equivalent to Over 5 Times the 
Net Water Consumption from Operations
Promote Climate Smart Village Approach 
in Core Agri-Business Catchments
Performance (2022-23)	
3X
Performance (2022-23)	
>1 million acres
Target (2030)	
5X
Target (2030)	
3 million
Ratio of Rainwater Harvesting Potential created and 
Net Water Consumed in Operations.
Area Covered (Acres)
All Sites in High Water Stressed Areas 
to be certified as per the International 
Water Stewardship Standard by AWS 
(Alliance for Water Stewardship) 
Performance (2022-23)	
Target (2035)	
8 sites by 2024
	
All high-risk sites by 2035
No. of AWS Certified Sites
Baseline year	
2018-19
Improve Crop Water Use Efficiency in 
Agri Value Chains through Demand 
Side Management Interventions
Performance (2022-23)	
780
Target (2030)	
2000
Million KLs of Potential Water Usage Saved 
Ensure Water Security for All Stakeholders 
through Watershed Development & 
Managed Aquifer Recharge
Performance (2022-23)	
1,470,000*
Target (2030)	
2,200,000
Watershed Area (Acres)
Performance (2022-23)	
28,300*
Target (2030)	
50,000
Water Harvesting Structures (Nos)
Baseline year	
2016-17
Performance (2022-23)	
48.9*
Target (2030)	
60
Storage Potential (Million KL)
Baseline year	
2016-17
Baseline year	
2016-17
Baseline year	
2016-17
Biodiversity Conservation
Revive and Sustain Ecosystem Services 
Provided by Nature and Provisioning of 
Products through Adoption of Nature-
based Solutions and Biodiversity 
Conservation.
Performance (2022-23)	
290,000 acres*
Target (2030)	
1 million
Area Covered (Acres)
Baseline year	
2016-17
Sustainable Livelihoods
Supporting Sustainable Livelihoods for  
10 million People by 2030
Performance (2022-23)	
6 million
Target (2030)	
10 million
Sustainable Livelihoods supported (no.)
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Strategic Management 
by the Corporate Management  
Committee (CMC)
Executive Management 
by the Chief Executives / Chief Operating 
Officers of Divisions, Strategic Business 
Units, Business Verticals and Shared 
Services, assisted by their respective 
Management / Executive Committees.
The practice of Corporate  
Governance in ITC takes place at  
three interlinked levels:
01 
Management must have the executive 
freedom to drive the enterprise forward 
without undue restraints.
02 
This freedom of management should be 
exercised within a framework of effective 
accountability.
ITC’s Corporate Governance 
structure, systems and processes are 
based on two core principles:
Governance
Anchored on the values of 
trusteeship, transparency, 
ethical corporate citizenship, 
empowerment & accountability 
and control.
ITC believes that since large corporations 
employ societal and environmental resources, 
governance processes must ensure that 
they are utilised in a manner that meets 
stakeholders’ aspirations and societal 
expectations. For superior Triple Bottom Line 
performance, ITC’s Governance processes 
ensure that sustainability principles are 
embedded in its business strategies and 
execution plans.
ITC’s Corporate Governance Philosophy
ITC’s governance framework 
enjoins the highest standards of 
ethical and responsible conduct 
of business to create value for all 
stakeholders.
For more details on ITC’s governance structure, refer 
to the Company’s Report and Accounts 2023 and the 
Company’s corporate website. 
Data as on 31.03.2023
Strategic Supervision by the Board of Directors
Name
Designation
Mr. Sanjiv Puri
Chairman & Managing Director
Mr. Nakul Anand
Executive Director
Mr. Supratim Dutta
Executive Director & Chief Financial Officer
Mr. Sumant Bhargavan
Executive Director
Mr. Shilabhadra Banerjee
Independent Director
Mr. Hemant Bhargava
Independent Director
Mr. Peter Rajatilakan Chittaranjan  
Non-Executive Director
Mr. Arun Duggal
Independent Director
Mr. Mukesh Gupta
Non-Executive Director
Mr. Shyamal Mukherjee
Independent Director
Mr. Anand Nayak
Independent Director
Mr. Sunil Panray
Non-Executive Director
Ms. Nirupama Rao
Independent Director
Mr. Ajit Kumar Seth
Independent Director
Ms. Meera Shankar
Independent Director
Mr. David Robert Simpson
Non-Executive Director
Strategic Supervision by the Board of Directors
Strategic Supervision 
by the Board of Directors (the Board)
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|  Sustainability Report 2023
Name
Designation
Mr. Sanjiv Puri
Chairman &  
Managing Director
Mr. Nakul 
Anand
Executive Director
Mr. Supratim 
Dutta 
Executive Director &  
Chief Financial Officer
Mr. Sumant 
Bhargavan
Executive Director
Mr. Sandeep 
Kaul
Group Head - India 
Tobacco Division, Matches 
and Agarbatti Business, 
Start Up-Ventures, LSTC & 
Quality
Mr. Hemant 
Malik
Divisional Chief Executive - 
Foods Business Division
Mr. Anil Rajput  
President,  
Corporate Affairs
Mr. S. 
Sivakumar 
Group Head -  
Agri & IT Businesses, 
Sustainability & CSR 
and Chairman of the 
Management Committee 
of the Social Investments 
Programme
Mr. R. K. Singhi
Secretary to the Corporate 
Management Committee 
Business Divisions
Name
Designation
India Tobacco Division 
Mr. Devraj Lahiri
Divisional Chief Executive
Foods Division
Mr. Hemant Malik
Divisional Chief Executive
Mr. S. Ganesh Kumar
Chief Operating Officer - Staples, Snacks & 
Meals
Mr. Sanjay Singal
Chief Operating Officer - Dairy & Beverages
Mr. Ali Harris Shere
Chief Operating Officer - Biscuits & Cakes
Ms. Kavita Chaturvedi
Chief Operating Officer - Snacks
Mr. Anuj Kumar Rustagi
Chief Operating Officer - Chocolates, 
Coffee, Confectionery and New Category 
Development
Personal Care Products Division
Mr. Sameer Satpathy
Divisional Chief Executive
Education and Stationery Business
Mr. Vikas Gupta
Divisional Chief Executive
Matches and Agarbatti Business
Mr. Gaurav Tayal
SBU Chief Executive
Hotels Division
Mr. Anil Chadha
Divisional Chief Executive
Packaging and Printing Business
Mr. S. N. Venkatraman
SBU Chief Executive
Agri Business (including Agri Business SBU)
Mr. Rajnikant Rai
Divisional Chief Executive and SBU Chief 
Executive – Agri Business SBU
Agri Business - Tobacco SBU
Mr. H. N. Ramaprasad
SBU Chief Executive
Paperboards and Speciality Papers Division
Vadiraj Kulkarni
Divisional Chief Executive
Trade Marketing & Distribution (TM&D) of  
ITC FMCG
Mr. Sandeep Sule
Chief Executive Officer - TM&D
Life Sciences & Technology Centre
Mr. Suresh Ramamurthi
Chief Scientist & Head of                    
Corporate R&D (LS & T)
Central Projects Organisation (CPO)
Mr. Sandeep Chandrashekar 
Head - CPO
Governance
Data as on 31.03.2023
Data as on 31.03.2023
Strategic Management 
Executive Management 
By the Corporate Management  
Committee Members
By the Chief Executives / Chief Operating Officers of Divisions, Strategic Business Units, Business Verticals and Shared Services, assisted by their 
respective Management / Executive Committees
Read more about our Divisional 
Management Committees here
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|  Sustainability Report 2023
Governance
Governance Structure
Board of Directors
The role, powers and composition of the Board, Board Committees and the CMC are available on the 
Company’s corporate website.
Reference to Division includes Strategic Business Unit, Business Vertical and Shared Services
Board of Directors
Divisional Management Committee
Businesses include
FMCG, Hotels, Paperboards & Specialty 
Papers, Paper & Packaging, and  
Agri Business 
Corporate Functions including 
Planning & Treasury, Accounting, Taxation, 
Risk Management, Legal, Secretarial, 
Internal Audit, Sustainability, EHS,  
Human Resources, Social Investment 
Programme, Corporate Communications, 
Corporate Affairs and IT Support Services
Shared Services including 
Life Sciences & Technology, Central Projects 
Organisation and Trade Marketing & 
Distribution
CSR and  
Sustainability Committee
Audit  
Committee
Nomination &  
Compensation Committee
Corporate Management 
Committee
Securityholders 
Relationship Committee
Independent Directors 
Committee
The ITC Board is a balanced Board, comprising 
Executive and Non-Executive Directors. The 
Non-Executive Directors include independent 
professionals.
The primary role of the Board is that of 
trusteeship to protect and enhance shareholder 
value through strategic supervision of ITC and 
its wholly owned subsidiaries. As trustees, the 
Board ensures that the Company has clear 
goals aligned to shareholder value and its 
growth. 
The Board sets strategic goals and seeks 
accountability for their fulfilment. The Board also 
provides direction and exercises appropriate 
control to ensure that the Company is managed 
in a manner that fulfils stakeholders’ aspirations 
and societal expectations. The Board, as part 
and parcel of its functioning, annually reviews its 
role, and evaluates its performance and that of 
the Board Committees & the Directors.
Selection of Directors
The Corporate Governance Policy of the  
Company, inter alia, requires that Non-Executive 
Directors be drawn from amongst eminent  
professionals, with experience in business 
/ finance / law / public administration and 
enterprises. The Nomination & Compensation 
Committee has laid down the criteria for de-
termining qualifications, positive attributes and 
independence of Directors (including Indepen-
dent Directors).
The Policy on Board Diversity of the Company 
requires the Board to have balance of skills, 
competencies, experience and diversity of per-
spectives appropriate to the Company. For this 
purpose, diversity is considered from a number 
of aspects including, but not limited to, educa-
tional & cultural background, nature of profes-
sional, administrative & industry  
experience, skills, knowledge, and gender rep-
resentation. The skills, expertise and competen-
cies of the Directors as identified by the Board, 
along with those available in the present mix of 
the Directors of the Company, are provided in 
the Company’s Report and Accounts 2023. The 
said skills, expertise and competencies include 
the ability to contribute towards creating an 
inspiring Vision for the Company with superordi-
nate societal goals and appreciate the Com-
pany’s Triple Bottom Line philosophy of building 
synergy between serving the society and creat-
ing economic value for the Company.
In terms of the applicable regulatory require-
ments read with the Articles of Association of 
your Company, the strength of the Board shall 
not be fewer than six nor more than eighteen. 
Directors are appointed / re-appointed with 
the approval of the Shareholders for a period of 
three to five years or a shorter duration, in ac-
cordance with retirement guidelines and as may 
be determined by the Board from time to time. 
All Directors, other than Independent Directors, 
are liable to retire by rotation, unless otherwise 
approved by the Shareholders.
In the opinion of the Board, the Independent 
Directors fulfil the conditions prescribed under 
the statute and are independent of the  
management of the Company. 
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|  Sustainability Report 2023
Composition of the Board
The strength of the Board as on 31st March, 2023 was sixteen comprising the Chairman & Managing Director, three Executive Directors, eight  
Non-Executive Independent Directors, of which two are Women Directors, and four other Non-Executive Directors. The composition of the Board, 
including other Directorship(s)/Committee Membership(s) and tenure of the Directors as on 31st March, 2023, was as follows:
Director
Category
No. of other 
Directorship(s) 
Tenure on 
the Board               
(years) *
No. of Membership(s)/Chairmanship(s) of 
Audit Committee/Stakeholders Relationship 
Committee of Other Indian Public Limited 
Companies 
S. Puri
Chairman & Managing Director
5
7
Nil
N. Anand 
Executive Director
8
12
Nil
S. Dutta
Executive Director & Chief Financial Officer
9
1
2 [also as Chairman]
B. Sumant
Executive Director
2
4
Nil
S. Banerjee
Independent Director
Nil
9
Nil
H. Bhargava
Independent Director
5
1
3
A. Duggal
Independent Director
3
9
3
S. Mukherjee
Independent Director
2
2
2
A. Nayak
Independent Director
Nil
4
Nil
N. Rao (Ms.)
Independent Director
3
7
2
A. K. Seth
Independent Director
Nil
4
Nil
M. Shankar (Ms.)
Independent Director
3
9
1
P. R. Chittaranjan
Non-Executive Director
Representative of the General Insurers’  
(Public Sector) Association of India as Investor
1
…
Nil
M. Gupta
Non-Executive Director
Representative of the Life Insurance Corporation of 
India as Investor
2
1
1
S. Panray
Non-Executive Director
Representative of Tobacco Manufacturers (India) 
Limited (‘TMI’), a subsidiary of British American 
Tobacco p.l.c., as Investor
Nil
1
Nil
D. R. Simpson
Non-Executive Director 
Representative of TMI as Investor
4
6
Nil
Governance
* Tenure of the Directors has been computed on the basis of period served on the Board since their appointment. In case of Independent Directors, such period has been 
reckoned from the date from which their initial appointment was approved by the Shareholders of the Company under statute. Fractions, if any, have been rounded off. 
6 meetings of the Board were held during the year ended 31st March, 2023.
Board Committees
The composition and the terms of reference 
of the Board Committees are determined by 
the Board from time to time, other than the 
Independent Directors Committee the terms 
of reference of which have been adopted as 
prescribed under the statute.
The role and composition of these Committees, 
including the number of meetings held during 
the financial year and the related attendance, 
are provided in the Company’s Report and 
Accounts 2023. 
CSR and Sustainability 
Committee
Audit  
Committee
Nominational &  
Compensation Committee
Securityholders  
Relationship Committee
Independent  
Directors Committee
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Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures
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|  Sustainability Report 2023
Governance
Chair of the Highest 
Governance Body 
Performance of the 
Highest Governance Body
Chairman 
The Chairman is the Chief Executive of the 
Company. He is the Chairman of the Board 
and the CMC, and also presides over  
General Meetings of Shareholders. 
His primary role is to provide leadership to the 
Board and the CMC for realising Company 
goals in accordance with the charter 
approved by the Board. He is responsible, 
inter alia, for the working of the Board and 
the CMC, for ensuring that all relevant issues 
are on the agenda and that all Directors and 
CMC Members are enabled and encouraged 
to play a full part in the activities of the Board 
and the CMC, respectively. He keeps the 
Board informed on all matters of importance. 
He is also responsible for the balance of 
membership of the Board, subject to Board 
and Shareholder approvals. 
The Company has a diversified business 
portfolio, which demands that the senior 
leadership has in-depth knowledge and 
understanding of the functioning of  
the Company, so as to enhance the  
value-generating capacity of the organisation 
and contribute significantly to stakeholders’ 
aspirations and societal expectations. The 
Chief Executive is therefore generally chosen 
from amongst the executive management of 
the Company. 
ITC believes that a Board, which is well 
informed / familiarised with the Company 
and its affairs, can contribute significantly to 
effectively discharge its role of trusteeship 
in a manner that fulfils stakeholders’ 
aspirations and societal expectations. 
In pursuit of this, the Directors of the 
Company are updated on material changes 
/ developments in the domestic / global 
corporate and industry scenario including 
those pertaining to statutes / legislations 
& economic environment and on matters 
significantly affecting the Company, to 
enable them to take well informed and timely 
decisions. The Directors are also kept abreast 
on all business related matters including risk 
assessment & minimisation procedures, CSR & 
sustainability interventions, and new initiatives 
proposed by the Company. Visits to Company 
facilities are also organised for the Directors 
from time to time. During the year, the 
Directors attended a ‘Strategy Session’ where 
the Company’s overall strategy, including 
ITC Sustainability 2.0 vision and goals, were 
discussed / reviewed.
The Nomination & Compensation Committee 
has formulated the Policy on Board evaluation, 
evaluation of Board Committees’ functioning 
and individual Director evaluation, and also 
specified that such evaluation will be done by 
the Board on an annual basis. In keeping with 
ITC’s belief that it is the collective effectiveness 
of the Board that impacts Company’s 
Ethics and Integrity
The ITC Code of Conduct, as adopted by the 
Board, is applicable to the Directors, senior 
management and employees of the Company. 
The Code is derived from three interlinked 
fundamental principles viz., good corporate 
governance, good corporate citizenship and 
exemplary personal conduct in relation to the 
Company’s business and reputation. 
The Code covers ITC’s commitment to CSR 
and sustainable development, concern for 
occupational health, safety and environment, a 
gender friendly workplace, transparency and 
auditability, legal compliance, avoidance of 
conflict of interest and the philosophy of leading 
by personal example. The Code is shared with all 
new employees at the time of joining the Company 
and a copy thereof is signed by them affirming 
compliance with the Code. In addition, all Directors 
and senior management affirm compliance 
with the Code on an annual basis. Further, the 
Code is also shared with the existing employees 
periodically and their affirmation is taken to 
reinforce the Code and ensure its Company-wide 
implementation.
The Head of Human Resources (HR) of the 
respective Business / Head of Corporate HR, as 
applicable, has been empowered to address any 
queries from employees pertaining to the ITC 
Code of Conduct. Any violation of the Code by an 
employee renders the person liable for disciplinary 
action.
For more details on ITC Code of Conduct, 
Corporate Governance at ITC and other ITC 
Policies, refer to the Company’s corporate website.
performance, the primary evaluation platform 
is that of collective performance of the Board 
as a whole. Board performance is assessed, 
inter alia, against the role and responsibilities 
of the Board as provided in the statute and the 
Company’s Governance Policy.
The parameters for Board performance 
evaluation have been derived from the 
Board’s core role of trusteeship to protect and 
enhance shareholder value as well as to fulfil 
expectations of other stakeholders through 
strategic supervision of the Company. These 
parameters include securing alignment of the 
Company’s goals with the nation’s economic, 
ecological and social priorities, ensuring that 
the Company has a clearly defined strategic 
direction for realisation of its vision, and 
supporting the Company’s management to 
meet challenges arising from the operating & 
policy environment in the country.
Evaluation of functioning of Board Committees 
is based on discussions amongst Committee 
members and shared by the respective 
Committee Chairmen with the Board. Individual 
Directors are evaluated in the context of the role 
played by each Director as a member of the Board 
at its meetings, in assisting the Board in realising 
its role of strategic supervision of the functioning of 
the Company in pursuit of its purpose and goals. 
The peer group ratings of the individual Directors 
are collated by the Chairman of the Nomination & 
Compensation Committee and made available to 
the Chairman of the Company.
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Social Stewardship - Sustainable 
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|  Sustainability Report 2023
Governance
Code of Conduct
Avoidance of Conflict of Interest 
In terms of the ITC Code of Conduct, Directors, 
senior management and employees must 
avoid situations in which their personal 
interests could conflict with the interests of 
the Company. The Code, inter alia, clarifies 
that conflict of interest may arise when (a) an 
employee or a family member (family member 
includes spouse, children, siblings and parents) 
has a material interest in an entity that has a 
business relationship with the Company or is 
being evaluated for a commercial transaction, 
or (b) an employee is in a position to benefit 
someone with whom he / she has a close 
relationship, in relation to the Company’s 
business. However, this is an area in which it is 
impossible to provide comprehensive guidance 
but the guiding principle is that conflict, if any, 
or any potential conflict must be disclosed to 
higher management for guidance and action 
as appropriate.
Further, where situations of conflict of interest 
arise, the same is required to be immediately 
brought to the notice of the Head of Finance 
and Head of Human Resources (HR) of the 
respective Business / Chief Financial Officer 
and Head of Corporate HR, as applicable. 
In such scenarios, apart from informing the 
relevant managers, the ITC Code of Conduct 
requires the concerned employee to maintain 
objectivity in his / her decision making, carry 
out rigorous due diligence, and always 
maintain the primacy of the Company’s 
interests.
The Company also has a Whistleblower Policy 
which encourages Directors and employees to 
bring to the Company’s attention, instances of 
illegal or unethical conduct, actual or suspected 
incidents of fraud, actions that affect the 
financial integrity of the Company, or actual 
or suspected instances of leak of unpublished 
price sensitive information that could adversely 
impact the Company’s operations, business 
performance and/or reputation.
The Directors and Key Managerial Personnel are 
required to disclose to the Board whether they, 
directly or indirectly or on behalf of third parties, 
have material interest in any transaction or 
matter directly affecting the Company.  
Senior management is also required to confirm 
on an annual basis that no material transaction 
has been entered into by them which could 
have potential conflict with the interests of 
the Company at large; such disclosures and 
confirmations are placed before the Board 
annually. 
All transactions of the Company with related 
parties and their subsequent modifications are 
approved by the Audit Committee in terms of 
the applicable regulatory provisions. Further, 
transactions with related parties which are 
not in the ordinary course of business or not 
at arm’s length also require the approval of 
the Board or Shareholders, as applicable. 
Disclosures of related party transactions, as 
required, are made in the Company’s Report 
& Accounts 2023, and also to the regulatory 
authorities on a half yearly basis. 
The Company also has a code of conduct for 
prevention of insider trading in the securities 
of the Company. The ITC Code of Conduct 
for Prevention of Insider Trading - 2019, inter 
alia, prohibits trading in the securities of the 
Company by the Directors and employees 
while in possession of unpublished price 
sensitive information in relation to the 
Company.
ITC’s Remuneration strategy is performance 
based, competitive and values led. It is 
designed to reward holistic performance 
that is in congruence with the Company’s 
Triple Bottom Line approach to business, to 
attract and retain high quality talent and is 
anchored on ITC’s values, all of which are 
integral in pursuit of ITC’s vision and mission 
of enhancing the wealth generating capability 
of the enterprise in a globalised environment, 
while delivering superior and sustainable 
stakeholder value.
It is the Company’s Policy to encourage 
collective ownership and drive achievement 
of the Sustainability goals, which have been 
included as a factor in assessing Business 
performance, which, in turn, contributes in 
determining remuneration of the employees of 
the Company.
The Company’s Policy on remuneration of 
Directors, Key Managerial Personnel and other 
employees, as approved by the Board, may be 
accessed on its corporate website. The Board 
determines the remuneration of the Chairman, 
other Executive Directors, Key Managerial 
Personnel and Senior Management (i.e. CMC 
Members), on the recommendation of the 
Nomination & Compensation Committee; 
further, the remuneration of the Chairman 
and other Executive Directors is subject 
to the approval of the Shareholders. Such 
remuneration is linked to the performance of 
the Company inasmuch as the performance 
Remuneration Policy
45
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Social Stewardship - Sustainable 
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Annexures
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|  Sustainability Report 2023
Governance
bonus is based on various qualitative and 
quantitative performance criteria. Apart from 
fixed elements of remuneration and benefits 
/ perquisites, the Chairman, other Executive 
Directors, Key Managerial Personnel and 
Senior Management are also eligible for Long 
Term Incentives, including Stock Options, 
as may be determined by the Nomination 
& Compensation Committee and / or the 
Board; such incentives are linked to individual 
performance and the overall performance of 
the Company, including Sustainability goals. 
The aforesaid elements of compensation 
design facilitate alignment of the priorities 
of the Chairman, other Executive Directors, 
Key Managerial Personnel and Senior 
Management with the long-term interests of 
stakeholders.
There is no separate provision for payment of 
severance fee under the resolutions governing 
the appointment of the Chairman and other 
Executive Directors who have all been drawn 
from the management cadre. The statutory 
provisions will however apply.
Remuneration to Non-Executive Directors, 
including Independent Directors, is by way 
of commission for each financial year; such 
commission is determined by the Board within 
the limit approved by the Shareholders. Their 
remuneration is based, inter alia, on Company 
performance and regulatory provisions and 
is payable on a uniform basis to reinforce the 
principle of collective responsibility.
Non-Executive Directors are also entitled to 
coverage under Personal Accident Insurance 
and sitting fees for attending meetings of the 
Board and its Committees, the quantum of 
which is determined by the Board.
The ratio of remuneration of the highest paid 
employee to the median remuneration for the 
year 2022-23 was 326:1. During the financial 
year 2022-23, the total remuneration of the 
highest paid employee increased by 52%, 
while the median remuneration of employees 
decreased by 3%.
Anti-Competitive Behaviour 
The Company does not engage in any  
anti-competitive behaviour. The Company 
expects the highest standards of ethical 
conduct in all its endeavours. In terms of the 
ITC Code of Conduct, the Company believes in 
conducting business in a transparent manner 
and does not indulge in bribery or corruption. 
Further, in terms of the Company’s Code of 
Conduct for Suppliers and Service Providers, 
all Suppliers and Service Providers of the 
Company are required:
	
⬤to avoid any actual or potential conflicts 
of interest in their business dealings with the 
Company that could create a perception of 
unfairness or lead to uncompetitive favours;
	
⬤to disclose any such situation of conflict 
of interest, including involvement or interest 
of any employee of the Company or his/her 
immediate family members in their business;
	
⬤not to indulge in any form of bribery 
or corruption that is intended to induce or 
reward improper conduct or influence any 
decision. 
One legal proceeding under the Competition 
Act, 2002 is pending as follows: 
The Competition Commission of India has 
registered two cases against 22 paper 
mills / paper manufacturing companies 
including the Company, on the allegation 
of simultaneous increase in prices of few 
varieties of paper. The increase in price was 
market led and mainly related to increased 
cost of wood pulp, the primary raw material. 
The Company is contesting the matter.
Basis legal advice, the Company believes 
that the aforesaid proceeding is without 
substance.
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Environmental  
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Social Stewardship - Sustainable 
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Annexures

|  Sustainability Report 2023
Governance
For superior Triple Bottom Line performance, 
ITC’s Governance processes ensure that 
sustainability principles are embedded in its 
business strategies and execution plans.
ESG and Sustainability Governance at ITC
Sustainability Governance Structure
Board Committee on CSR 
and Sustainability 
Headed by Chairman & Managing Director
Corporate Management 
Committee 
Headed by Chairman & Managing Director
Sustainability Compliance 
Review Committee 
Chaired by Group Head - Sustainability, 
and CMC Member
Divisional CEO & Divisional 
Management Committees
Unit Level Responsibility 
Sustainability Coordinators across Divisions
sustainability practices towards fulfilling its Triple 
Bottom Line objectives. The Committee seeks to 
guide the Company in crafting unique models 
to support creation of sustainable livelihoods 
together with environmental re-generation. 
Formulation and monitoring of the CSR Policy, 
the Sustainability Policies and the annual CSR 
Action Plan, including making recommendation 
to the Board as necessary, form part of the role 
of the Committee. The Committee also reviews 
the Business Responsibility and Sustainability 
Report of the Company and recommends the 
same to the Board for adoption, and approves 
the Sustainability & Integrated Report of the 
Company.
The CSR and Sustainability Committee 
comprises the Chairman of the Company and 
seven Non-Executive Directors, three of whom 
are Independent Directors. The Chairman of the 
Company is the Chairman of the Committee. 
The Company Secretary is the Secretary to the 
Committee. During the year, three meetings of 
the Committee were held, inter alia, to review 
the CSR and sustainability initiatives of the 
Company. 
The names of the members of the Committee 
and the details of meetings held during the 
year are provided in the Company’s Report & 
Accounts 2023.
Sustainability Compliance Review 
Committee (SCRC)
The Corporate Management Committee 
(CMC) has constituted the Sustainability 
Compliance Review Committee (SCRC), which 
presently comprises seven senior members 
of management, with its Chairman being a 
member of the CMC. The role of the Committee, 
inter alia, includes monitoring and evaluating 
compliance with the Sustainability Policies of 
the Company and placing a quarterly report 
thereon for review by the CMC.
During the year, four meetings of the SCRC were 
held to review the sustainability performance of 
the Company.
Chief Sustainability Officer
The Chief Sustainability Officer (CSO) of the 
Company is, inter alia, responsible for periodic 
review of material issues, scanning the external 
environment for evolving sustainability trends 
and regulations, monitoring the progress 
on sustainability targets and facilitating 
the Businesses & Corporate Functions in 
implementing sustainability initiatives. The CSO 
reports to the Group Head of Sustainability who 
is also a CMC Member and the Chairman of the 
SCRC. The CSO provides progress reportbacks 
on the Company’s sustainability initiatives to the 
senior leadership at ITC.
Sustainability Policies
ITC has adopted a comprehensive set of Board 
approved Sustainability Policies that are being 
implemented across the organisation in pursuit 
of its Triple Bottom Line agenda. These Policies 
are Policy on Stakeholder Engagement,  
Policy on Responsible Advocacy, Policy on 
Product Responsibility, Policy on Sustainable 
Supply Chain and Responsible Sourcing,  
Policy on Freedom of Association,  
Policy on Diversity, Equity and Inclusion,  
Policy on Prohibition of Child Labour and 
Prevention of Forced Labour at the Workplace, 
Policy on Environment, Health and Safety,  
Code of Conduct for Suppliers and Service 
Providers, Policy on Biodiversity Conservation, 
Policy on Deforestation, Policy on Resource Efficiency, 
Policy on Tax, and Policy on Animal Testing. 
The aforesaid Policies are aimed at 
strengthening the mechanism of engagement 
with key stakeholders, identification of 
material sustainability issues and progressively 
monitoring and mitigating the impact along the 
value chain of each Business. 
Implementation
In line with ITC’s sustainability roadmap, 
Businesses are moving ahead in a phased 
manner to implement the Sustainability 
Policies. The overall responsibility for ensuring 
implementation of these Policies resides with 
the Divisional / Strategic Business Unit (SBU) 
Chief Executives and the Heads of Corporate 
Functions who work with their respective 
management teams. Various committees 
designated with specific responsibilities have 
also been constituted for operationalising the 
Sustainability Policies of the Company.
Board of Directors
Headed by Chairman & Managing Director
Please check the following link for details |  
ITC’s Sustainability Policies.
CSR and Sustainability Committee
The CSR and Sustainability Committee of the 
Board, inter alia, reviews, monitors and provides 
strategic direction to the Company’s CSR and 
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|  Sustainability Report 2023
Creating Sustained Economic Value
ITC Aims for
1
Strengthening its position as one of India’s 
most valuable corporations. 
2
Achieving leadership in each of the 
business segments within a reasonable 
time frame.
3
Achieving a Return on Capital Employed 
(ROCE) in excess of the Company’s cost of 
capital, at all times. 
The Company’s ‘Triple Bottom Line’ philosophy 
has over the years spurred the creation of 
innovative business models that synergise the 
building of economic, environmental and social 
capital. The superordinate goal of serving 
larger national priorities and creating value 
for all stakeholders has evolved into a new 
paradigm - ‘Responsible Competitiveness’ - 
that focuses on extreme competitiveness but in 
a manner that replenishes the environment and 
supports sustainable livelihoods. 
The strategic Vision of creating multiple drivers 
of growth through the pursuit of market 
opportunities that best match institutional 
strengths, has resulted in the development of 
strong Businesses of the future anchored on a 
portfolio of purpose-led brands, future-ready 
products and world-class quality.
The Company is actively working towards 
Sustainability 2.0, an agenda which reimagines 
sustainability under the pressing challenges 
of climate change and social inequity. With 
its bold Sustainability 2.0 ambitions, the 
Company is setting the bar higher with a 
multi-dimensional contribution to societal value 
creation, and remains committed to making a 
meaningful contribution to the Nation’s future 
while retaining its status as a sustainability 
exemplar.
Key Developments & Outlook
After two years of pandemic-led disruptions, 
FY 2022-23 marked a return to normalcy in 
operations. However, geopolitical tensions, 
continued supply chain dislocations and 
climate crisis resulted in unprecedented 
inflation and volatility in global commodity 
and energy prices. Central Banks across the 
world responded swiftly with sharp increase 
in interest rates within a relatively short time 
frame.  
The Indian economy remained a bright spot in 
FY 2022-23 amidst the global slowdown. Real 
GDP growth for the year is estimated at 7.0% 
(first half: 9.6%; second half: 4.8%) with Nominal 
GDP growth at 15.9% (first half: 22.3%; second 
half: 10.5%), reflecting the inflationary pressures 
in the economy. While Agriculture grew by 3.3% 
in real terms, Services and Industry sectors 
grew by 9.4% and 3.6% respectively, on a soft 
base. With steep inflation eating into household 
budgets, consumption demand remained 
subdued in rural markets and for discretionary 
categories in urban markets.
Amidst a challenging operating environment, 
the Company’s consumer-centricity, agility 
in seizing market opportunities, focus on 
execution excellence and proactive strategic 
interventions enabled it to post strong 
performance across all its operating segments.
	
⬤The FMCG-Others Segment registered 
strong growth amidst subdued demand 
conditions. Robust growth was witnessed 
across all major categories of Branded 
Packaged Foods viz. Staples, Biscuits, Snacks, 
Noodles, Beverages.
	
⬤FMCG-Cigarettes Segment witnessed 
sustained claw back of volumes from illicit trade 
on the back of deterrent actions by enforcement 
agencies and relative stability in taxes.
	
⬤The Hotels Segment witnessed a stellar 
recovery during the year, clocking robust growth 
in Revenue and Profits buoyed by weddings, 
leisure and MICE (Meeting, Incentives, 
Conferencing, Exhibition) segments along with 
progressive pick-up in business travel.
Non – Cigarette 
Businesses
25 World Class  
Indian Brands
Shareholder 
Returns
EBITDA margin expansion 
in FMCG – Others 
Segment
Grown ~ 31x in last 2 decades (over two-thirds 
of Net Segment Revenue)
Annual consumer spends ~ K 290 Billion and 
reach over 230 million households in India
CAGR ~ 22.7% p.a. in last 2 decades
620 bps over the last five years 
Value Creation Track Record of ITC
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|  Sustainability Report 2023
	
⬤The Agri Business Segment delivered 
a resilient performance despite Segment 
Revenue getting impacted by restrictions 
imposed on wheat & rice exports.
	
⬤The Paperboards, Paper & Packaging 
Segment demonstrated strong performance 
during the year on the back of robust growth 
across end-user segments.
ITC Financial Performance
For FY 2022-23, Gross Revenue at K 694.81 
billion increased by 17.6%, while EBITDA 
increased by 26.5% to K 239.44 billion. Profit 
Before Tax and Exceptional items at  
K 246.78 billion grew by 24.4% over previous 
year and Profit After Tax stood at K 187.53 
billion (previous year K 150.58 billion). Total 
Comprehensive Income for the year stood 
at K 187.83 billion (previous year K 156.32 
billion). Earnings Per Share for the year 
stood at K 15.15 (previous year K 12.22).
Creating Sustained Economic Value
Key Economic Indicators (₹ Billion)
FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
FY 2022-23
Total Income
482.69
498.21
517.76
623.35
726.89
Profit Before Interest and Taxes (PBIT)
184.78
192.23
172.12
198.71
247.19
Cost of Bought out Goods and Services
229.64
232.47
251.02
326.76
369.12
Employee Benefits Expense
27.28
26.58
28.21
30.62
35.69
Payments to Providers of Capital
110.50
151.92
130.79
151.00
188.16
- Dividend/ Interest to Providers of Capital
70.83
125.32
132.78
142.13
192.97
- Retained Profits
39.67
26.59
(1.99)
8.86
(4.81)
Financial Assistance Received from Government due to be Paid  
(Outstanding Balance of Deferred Sales Tax for Paperboards 
and Specialty Papers Business, by State of Andhra Pradesh - 
Interest Free Deferral Period of 14 Years)
0.11
0.08
0.06
0.05
0.05
Financial Assistance received from Government  
(On Account of Fiscal and Export Incentives etc.) 
1.00
1.20
0.43
2.59
3.01
Snapshot
Total Assets and Returns 
The net capital employed stood at H692 Billion 
as at 31st March, 2023 (previous year H631 
billion) generating profit before interest and 
taxes (PBIT) of H247 billion (previous year  
H199 billion). 
ITC’s diversified portfolio of businesses, position 
it to contribute meaningfully to the growth 
and development of the country, spanning 
across all the three sectors of the economy: 
agriculture, manufacturing and services.  ITC’s 
interventions across operating segments are 
aligned to the national priorities of enhancing 
competitiveness of Indian agriculture and 
industry, generating large-scale employment 
opportunities and supporting sustainable 
livelihoods, driving import substitution, creating 
national brands to maximise value capture 
in India, accelerating growth in tourism, 
increasing Indian agri exports and promoting 
sustainable business practices. Investments 
made are guided by the national objectives of 
‘Make in India’ and ‘Doubling Farmers’ Income’ 
and the overarching theme of ‘Atmanirbhar 
Bharat’ that seeks to make the country 
stronger, resilient and more competitive.   
In recent years, the strategy in respect of Hotels 
Business has been reset to pursue an ‘asset-
right’ growth path and augment revenue 
streams while simultaneously leveraging the 
Company’s world-class properties and iconic 
cuisine brands to drive growth.
2022-23
2021-22
2020-21
2019-20
2018-19
692
247
Net Capital Employed
PBIT
657
192
600
185
631
199
607
172
Net Capital Employed  
and PBIT (₹ Billions)
For more details, refer to the Management Discussion 
and Analysis section of the ITC Annual Report 2022-23
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Social Stewardship - Sustainable 
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Annexures

|  Sustainability Report 2023
Shareholder Returns & Earnings Per Share
In the last two decades, ITC’s non-cigarettes 
businesses have grown over 31-fold and 
presently constitute over two-thirds of Net 
Segment Revenue. Earnings Per Share stood at 
₹ 15.15 for the FY 2022-23 (previous year ₹ 12.22). 
Total Shareholder Returns, measured in terms of 
increase in market capitalisation and dividends, 
have grown at a compound rate of 22.7% per 
annum during this period, placing the Company 
amongst the foremost in the country in terms of 
efficiency of servicing financial capital.
Dividend
A Special Dividend of ₹2.75 per Ordinary Share 
in addition to the Final Dividend of ₹6.75 per 
Ordinary share for the financial year ended 
31st March, 2023 (Final Dividend for the 
financial year ended 31st March, 2022 - ₹6.25 
per Ordinary Share) has been recommended 
by the Board of Directors. 
Together with the Interim Dividend of ₹6.00 
per Ordinary share (previous year ₹5.25 per 
Ordinary share), the total Dividend for the 
financial year ended 31st March, 2023 amounts 
to ₹15.50 per Ordinary share (previous year 
₹11.50 per Ordinary share). 
Employee Benefits 
The employees are entitled to retirement 
benefit schemes which include employee 
pension, provident fund and gratuity.  
All statutory payments, as applicable, 
e.g., Provident Fund and Family Pension 
contributions, are deposited with the 
Government in a timely manner. The pension 
plans and other applicable employee benefits 
obligations are determined and funded in 
accordance with independent actuarial 
valuation. The assets of the trust funds are 
well diversified and investments are made 
within the prescribed statutory pattern with the 
objective of protecting capital and optimising 
returns within acceptable risk parameters.  
The Company is committed to enhancing 
gender diversity and participation of the 
differently-abled in the workforce. The 
Company’s policy on Diversity, Equity and 
Inclusion articulates and institutionalises 
this conviction. The Company’s endeavour 
to enhance Diversity, Equity and Inclusion 
are founded on the conviction that a diverse 
workforce contributes to rich discourse, 
promotes holistic perspectives, fosters creative 
solutions and is integral to serving customers 
better while creating value for all stakeholders. 
2022-23
2022-23
2021-22*
2021-22
2020-21*
2020-21
2019-20
2019-20
2018-19
2018-19
15.15
193
12.33
125
10.19
85
12.22
142
10.59
132
EPS (₹)
Interim & Proposed  
Dividend (₹ Billion)
Creating Sustained Economic Value
(incl. Dividend Distribution Tax,  
wherever applicable)
*Financials for FY 2020-21 & FY 2021-22 were 
impacted by unprecedented disruptions in certain 
operating segments of the Company due to the 
COVID-19 pandemic.
Value Addition and Contribution to the 
National Exchequer
Over the last five years, ITC’s value addition, i.e. 
the value created by the economic activities of the 
Company and its employees, aggregated over 
₹2,710 billion of which over ₹1,830 billion accrued to 
the Exchequer. Including the share of dividends paid 
and retained earnings attributable to government 
owned institutions, ITC’s contribution to the Central 
and State Governments represented over 75% of its 
Value-Added during the year. ITC remains amongst 
the Top 3 Indian corporates in the private sector in 
terms of Contribution to Exchequer.
2021-22
2019-20
2018-19
29
Human Capital  
Investment (₹ Billion)
    3
 2
2022-23
 2
 2
 2
 2
 2
 2
 2
 2
2021-22
2020-21
2019-20
2018-19
Contribution to Provident & Other Funds
Workmen & Staff Welfare
Salaries & Wages
26
24
22
21
Refer to Workforce for tomorrow 
section in this Report
Page 133
50
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Environmental
Stewardship
Climate change is a reality, and the world is at 
the receiving end of its debilitating impacts. 
In developing and emerging economies 
such as India, comprising a higher share 
of vulnerable population, climate risks are 
even more pronounced. The global call for 
concerted efforts needs to match on-ground 
implementation, to cap global warming within 
safe levels.
Quicker responses to mitigate the imminent 
and future effects of climate change, 
and strategies to adapt to the newer 
environmental realities, are the mainstays 
of responsible enterprises, governments, 
and societies alike. Conscious actions and 
attention need to be directed towards issues, 
such as water security, sustainable and 
regenerative agriculture, and scientific waste 
management, among others.
Environmental Management	
52
Climate Change	
53
Sustainable and  
Climate Resilient Agriculture	
63
Biodiversity Management	
73
Water Security	
81
Towards Circularity	
93
Chemical Safety Management	
101
Air Emissions Management	
101

Environmental 
Management
also been constituted for operationalising the 
Sustainability Policies. 
The Corporate Sustainability department 
is responsible for reviewing and updating 
corporate standards, verifying compliance, and 
providing guidance and support as required. 
The progress and compliance of different 
businesses against the agreed roadmap 
are reviewed regularly by the Sustainability 
Compliance Review Committee (SCRC) 
constituted by the Corporate Management 
Committee (CMC).
In line with its Sustainability 2.0 ambitions, 
ITC’s Businesses have targets for key 
specific performance indicators like energy 
consumption, greenhouse gas emissions and 
water intake. All ITC units have established 
management systems, which entail regular 
monitoring of environmental KPIs, development 
of an environmental management plan, and 
reviewing of progress on a regular basis, 
to ensure that businesses are on track with 
respect to the agreed roadmap.
Policies
ITC is guided by a comprehensive set of 
policies, approved by its Board. These policies 
outline the Company’s commitment to high 
standards on environmental stewardship. 
They also provide the necessary framework 
to address the direct environmental impacts 
of the Company’s own operations as well as 
progressively extend the efforts to ITC’s supply 
chain. 
Practice
In line with ITC’s sustainability roadmap, 
Businesses are moving ahead in a phase-wise 
manner to implement the aforementioned 
policies. The overall responsibility for ensuring 
implementation of Policies and Standards on 
environmental performance rests with the 
Divisional/ Strategic Business Unit’s (SBU) Chief 
Executives, who work with their respective 
management teams. Various committees 
designated with specific responsibilities have 
ITC’s Approach
ITC nurtures a culture 
of conservation that 
emphasises on prudent 
resource use, and 
encourages innovations 
that aid in reducing the 
dependence on natural 
resources. ITC is joining 
forces with some of the 
like-minded stakeholders 
to spearhead large-scale 
interventions, such as social 
and farm forestry, integrated 
watershed development, 
and sustainable agriculture 
practices, to name a few.
In pursuit of its EHS Policy commitments, 
the Company has established management 
systems, certified by accredited agencies in 
line with international standards like ISO 14001 
and OHSAS 18001. An integrated sustainability 
database management system implemented 
across the Company ensures monitoring 
and reviewing of sustainability performance 
through defined key performance indicators. 
Standard operating procedures are in place 
to define, collate and support audits of 
data for ensuring accuracy and verifiability. 
Furthermore, the Company continues to focus 
on raising internal and external stakeholders’ 
awareness of environment management 
through ongoing training programmes. Some 
of the aspects covered as part of training 
programmes carried out during the year 
include:
	
⬤Alliance for Water Stewardship Standard
	
⬤Climate Risk Assessments
	
⬤Life Cycle Assessments
	
⬤Environment, Health & Safety Management
	
⬤Sustainable Supply Chain 
	
⬤Human Rights
In 2022-23, 36,948  man hours of training were 
provided to employees on EHS related matters, 
and around 60% of the identified Critical 
Tier-1 suppliers received training on aspects 
like environmental compliance, fair business 
practices, corporate governance and ethics, 
occupational health and safety and fair labour 
practices and human rights.
52 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Climate  
Change
The sixth Assessment Report (AR6) by 
United Nation’s Intergovernmental Panel on 
Climate Change (IPCC) states that the global 
temperatures have already increased by 1.1 
degree Celsius resulting in significant increase in 
both frequency and severity of extreme weather 
events globally. This is further corroborated 
by the fact that in 2022, India experienced 
an extreme weather event in one or more 
parts of the country on 314 out of 365 days5. 
Consequently, Climate Change has emerged 
as an existential risk requiring coordinated 
efforts from all stakeholders. Industry needs 
to accelerate its actions towards not only 
decarbonising faster, but also adapting to the 
worst impacts of climate change.
ITC’s operations including factories, 
warehouses and hotels are spread across the 
country, and depend on agri and forestry-
based value chains for sourcing key raw 
materials. Accordingly, Company’s approach 
focusses on mitigation of both transition risks 
as well physical risks of climate change, and 
effective climate risk management also offers 
opportunities for ITC to become a future-ready 
climate-resilient organisation.  
ITC is pursuing a multi-pronged climate 
strategy as a part of its Sustainability 2.0 
vision. This strategy addresses transition risks 
through extensive decarbonisation across 
the value chain, and physical risks through 
implementation of location-specific adaptation 
strategies for vulnerable sites and value chains. 
5India’s Atlas on Weather Disasters by Centre for Science and Environment (CSE) and Down to Earth (DTE)
Highlights
43% 
of ITC’s energy is 
from renewable 
sources
40 
buildings of the 
Company are 
Platinum rated 
green buildings 
by USGBC-LEED/
IGBC (as on 31st 
March, 2023)
12 
ITC units met 
more than 
90% of their 
electrical energy 
requirements 
from renewable 
sources in 
FY 2022-23
100% 
renewable electricity 
consumption at Bollaram 
Paper Mill
With investments over the 
years, ITC has installed
178 MW 
of renewable energy assets 
across States 
>1 million 
acres 
under forest cover with 
more than 90,000 acres 
of plantation being added 
during the year that 
resulted in:
~6 million tonnes 
CO2 sequestered
12		 	  
Hotels and one 
data centre are 
certified as LEED 
Zero Carbon 
buildings (as on 
31st March, 2023)
53 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Climate Change
ITC’s Approach: 
Managing Climate 
Risks Across the 
Value Chain
ITC remains committed to steering its course 
towards a low carbon pathway. ITC has 
mapped its greenhouse gas (GHG) emissions 
(Scope 1,2 and 3) across the entire value chain, 
and is in the process of developing its Net 
Zero plan to reduce the risk of transition to low 
carbon economy. In addition, ITC continues 
to work on improving the resilience of its own 
Units as well as value chain to minimise the risk 
of disruption due to acute and chronic impacts 
of climate change. 
Material Sourcing and Transportation
Manufacturing
Outsourced Manufacturing, Downstream  
Logistics and Product Sustainability
Addressing Transition Risk of Climate Change: Decarbonisation Approach Across Value Chain
ITC’s key upstream emission sources, and 
the corresponding mitigation approach 
includes:
•	 Promotion of regenerative agriculture in 
key agri value chains. 
•	 Sustainable packaging initiatives. 
•	 Green logistics and optimising 
‘distance-to-premises’ in upstream 
transportation.
•	 Large scale forestry programme that 
sequesters carbon.
In addition, ITC is undertaking a detailed 
study to understand its value chain GHG 
emissions, and identifying levers for 
mitigating the same.
Approach for mitigating Scope 1, 2 GHG 
emissions across ITC’s own premises includes:
•	 Investment in energy efficiency measures. 
•	 Accelerated adoption of renewable energy. 
•	 Building future-ready green infrastructure 
with low energy and emissions attributes. 
ITC’s key downstream emission sources, and 
corresponding mitigation approach includes:
•	 For third party manufacturers, ITC will work 
towards facilitating adoption of cleaner 
technologies.
•	 Green logistics and optimising ‘distance-to-
market’ in downstream transportation. 
•	 Sustainable product innovation based on 
life cycle assessments (LCA) for identifying 
emission hotspots. 
•	 Sustainably managing post-consumer 
plastic packaging waste in excess of 
packaging utilised by ITC. 
Addressing Physical Risk of Climate Change: Building Climate Resilience Across Value Chain
•	 Continue to expand coverage of 
regenerative and climate smart 
agriculture programmes.
•	 Conduct detailed farm level climate 
risk and vulnerability studies to identify 
major climate risks.
•	 Integrate region and crop-specific 
adaptation strategies within the 
regenerative and climate-smart 
agriculture programmes for addressing 
the identified risk. 
•	 Conduct detailed assessments based on 
climate science for understanding long term 
climate risks for ITC’s operating assets, and 
identifying high risk sites.
•	 For high-risk sites, conduct site-specific 
studies, and develop contextual and 
location-specific adaptation plans and 
strategies. 
•	 Conduct detailed climate risk assessments 
for value chain assets like warehouses, third 
party manufacturers and franchisee Hotels. 
•	 Engage with value chain partners for 
undertaking adaptation strategies.
Upstream
Downstream
Operations
Summary of ITC’s Strategies and Major Interventions:
54 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Climate Change
Decarbonisation Across 
the Value Chain
Governments around the world are actively 
working towards transitioning their economies 
to a low carbon state, and India is no exception. 
India has significantly enhanced its Nationally 
Determined Contributions (NDC), which 
includes even more ambitious renewable 
energy targets, transitioning to Net Zero by 
2070 and introduction of a domestic carbon 
market for incentivising and accelerating 
decarbonisation of Indian industries. ITC, 
through its ambitious Sustainability 2.0 
commitments, is well positioned to address the 
Net Zero challenge. The Company is focussing 
on enhancing its understanding of value 
chain emissions, and identifying appropriate 
levers for facilitating the Net Zero transition. 
ITC ‘s large scale value chain decarbonisation 
programmes are a testament to this 
commitment.
Own Units
ITC’s 2022-23 Performance 
Energy 
During the year, ITC Units consumed 26,885 Terra Joules (TJ) of total energy  
with 43% energy coming from renewable sources. 
Greenhouse Gas (GHG) Emission - 
Performance 
For 2022-23, ITC’s Scope 1 and Scope 2 
emissions (market-based) are 1,354,662 tCO2e 
and 241,113 tCO2e respectively. In addition, 
location-based Scope 2 emissions, which 
excludes the contribution of purchased 
renewable electricity, are 251,236 tCO2e.
Break-up of  
Energy Sources
Energy from fossil fuels
Energy from renewables
Electricity from Grid
53%
43%
4%
Break-up of  
Non-Renewable Sources
Share of Scope 1+2 GHG Emission 
Across ITC Businesses
Coal
PSPD
HSD
ITD
FO
FBD
Others
Others
88.6%
80%
4.4%
5%
2%
5%
8%
Break-up of  
Renewable Sources
91.5%
6.8%
1.5%
0.2%
Biomass
Wind
Solar
Others
ITC’s Scope 1 and 2  
GHG Emission Performance 
Scope 1 (in kilo tonnes of CO2e)
Scope 2 (in kilo tonnes of CO2e)
Hotels
1%
6%
Business-wise breakup of GHG emissions
2021-22
241
 1,355
2022-23
 1,258
2021-22
193
55 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

In line with ITC’s focus on accelerating 
digitalisation across businesses, 
Paperboards & Specialty Papers Business 
is implementing several transformative 
projects leveraging Industry 4.0 technologies 
across key business areas, to enhance 
productivity, reduce carbon footprint, 
achieve strategic cost efficiencies and 
superior product performance.
One such project implemented at PSPD 
Bhadrachalam during the year focused 
on leveraging data for enhancing biomass 
share in the green boiler that uses both 
biomass and coal. Typically, frequent 
variation in biomass attributes like size 
and ash content are difficult to adjust 
by the operator thereby resulting in high 
temperatures in the superheater and 
limiting further increase in biomass share. 
Using historical data, the Unit team linked 
the control parameters such as fuel feed 
rates and tertiary air flow with various 
process parameters like superheater tube 
temperature and flue gas temperature for 
better feed management. This initiative 
resulted in improving biomass consumption 
by more than 22,000 tonnes, and avoiding 
over 14,000 tonnes CO2e emissions.
ITC’s Paperboards Business Adopts Cutting Edge 
Industry 4.0 Technologies to Drive Sustainability & 
Competitiveness
Managing GHG emissions
Managing Scope 1 and 2 emissions require 
investment in energy efficiency, adoption 
of renewable energy, and building green 
infrastructure with low energy and emissions 
attributes. 
Energy Conservation Measures
ITC Units focus on energy efficiency through 
process improvements, and investing in low 
carbon technologies. Over the years, ITC has 
taken major measures like installation of Vapour 
Absorption Machines (VAM), automation of 
HVAC tube cleaning system, and installation 
of energy efficient equipment such as boilers, 
chillers, AHUs, motors, fans, pumps and 
agitators. In FY 2022-23, investments in energy 
conservation equipment resulted in savings 
of more than 200 TJ, equivalent to more than 
~24,000 tonnes CO2e emissions.
Renewable Energy Adoption
ITC has been investing in renewable energy 
projects for both renewable electricity and 
renewable thermal requirements. In FY 2022-
23, ITC commissioned five biomass boilers, 
primarily in Foods Business, for replacing 
existing fossil fuel fired boilers. In addition, ITC 
has also invested in several solar electricity 
projects including capacity augmentation at 
offsite solar power plant in Tamil Nadu from 
14.9 MW to 17.9MW. With investments over the 
years, ITC has increased its renewable energy 
capacity to 178MW. Based on the investments 
in renewable electricity and renewable thermal 
projects, ITC has been able to its increase 
its renewable energy share to 43% despite 
significant expansion in scale.
Climate Change
Foods factories require electricity for running 
the equipment, and steam for various 
process requirements. Earlier, electricity 
was primarily sourced from the grid, and 
steam was supplied mainly from fossil fuel 
fired boilers. In line with the Sustainability 
2.0 agenda, ITC’s Foods Business has been 
transforming its operations by shifting to 
renewable energy in a big way. 
For electricity, the focus has been on 
augmenting solar capacity which has grown 
from 4.7MW to 32.7MW in the last five years, 
thereby increase the share of renewables 
in electricity consumption from 28% to 34% 
despite significant expansion in scale of 
operations. For steam, fossil fuel boilers are 
getting replaced with biomass ones with 
four new boilers getting commissioned in 
FY2022-23 alone, resulting in increase of the 
renewable thermal share to 45% from 22% in 
the previous year.
Renewable Energy  
Adoption at ITC Foods
Renewable Energy Share
Progress: Share of Renewable Energy
Total Energy
Renewable Energy
2018-19
2019-20
2020-21
2021-22
2022-23
223,156
9,530
41%
41%
41%
42%
43%
9,806
9,247
10,213
11,505
23,824
22,366
24,394
26,885
Decarbonisation Across the Value Chain
Energy (in TJ)
56 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Climate Change
Sustainability 2.0 – Climate Change Targets
As part of its Sustainability 2.0 vision, ITC is 
targeting 50% share of renewables in total 
energy, and 100% of purchased grid electricity 
requirements from renewable sources by 
2030. Accordingly, all ITC Businesses are 
progressively working towards improving their 
performance and achieving these targets.
All ITC Businesses are Pursuing Renewable 
Energy Initiatives Across their Operations.
Business
% Purchased 
Grid Electricity 
from 
Renewables 
% Share of 
Renewables in 
Total Energy 
Paper 
Business
61%
44%
Foods 
Business
32%
41%
Hotels
45%
38%
FMCG 
Cigarettes
67%
57%
Others
47%
27%
Business
% Reduction in  
Specific Energy 
Consumption from 2018-19
Specific Energy 
Consumption (2018-19)
Specific Energy 
Consumption (2022-23)
% Share in Total Energy
Paper Business
9%
26.0 GJ/tonne
23.6 GJ/tonne
86%
Foods Business
25%
4.1 GJ/tonne
3.0 GJ/tonne
6%
Hotels6
13%
0.9 GJ/m2
0.8 GJ/m2
3%
FMCG Cigarettes
12%
 5.7 GJ/MNC
5.0 GJ/MNC
1.4%
In addition to renewable energy targets, ITC 
Businesses are also targeting a reduction 
of 50% in Specific GHG Emissions and 30% 
reduction in Specific Energy Consumption by 
2030 (FY2018-19 baseline).
Energy and Emissions Efficiency Performance of Key ITC Businesses is Presented below:
6From FY2022-23 onwards, specific GHG emissions and specific energy 
consumption for Hotels Business will be reported relative to ‘built-up 
area’ instead of ‘per room nights sold’ used earlier. This is in line with 
reporting under India’s Performance, Achieve and Trade (PAT) scheme, 
and industry standard practice.
MNC: Million Cigarette
Business
% Reduction in  
Specific GHG Emissions 
from 2018-19
Specific GHG  (Scope 1+27) 
Emissions (2018-19)
Specific GHG (Scope 1+28) 
Emissions (2022-23)
% Share in GHG emissions 
(Scope 1+27)
Paper Business
11%
1.5 tCO2e/tonne
1.3 tCO2e/tonne
80%
Foods Business
40%
0.4 tCO2e/tonne
0.2 tCO2e/tonne
8%
Hotels8
9%
0.1 tCO2e/m2
0.09 tCO2e/m2
5%
FMCG Cigarettes
15%
0.4 tCO2e/MNC
0.3 tCO2e/MNC
1.5%
Decarbonisation Across the Value Chain
7Scope 2 market based GHG emissions
8From FY2022-23 onwards, specific GHG emissions and specific energy consumption for 
Hotels Business will be reported relative to ‘built-up area’ instead of ‘per room nights sold’ 
used earlier. This is in line with reporting under India’s Performance, Achieve and Trade 
(PAT) scheme, and industry standard. 
57 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Developing Green Infrastructure  
for a Net Zero Future
Globally, the buildings sector contributes to 39% 
of all energy-related GHG emissions, and will 
therefore play an essential role in the global 
net zero transition. This will entail mitigating 
emissions during use-phase of buildings as 
well as the embodied carbon of materials used 
during construction. 
ITC’s growing footprint requires rapid 
development of new infrastructure like new 
factories, expansion of existing factories, new 
Hotels and offices. Accordingly, Company’s 
approach towards built infrastructure focuses 
on reducing embodied carbon footprint of 
its new facilities as well as designing facilities 
with globally benchmarked energy efficiency 
attributes in line with Standards like LEED®. This 
approach is operationalised by ITC’s in-house 
team through best-in-class value engineering 
and sustainability practices. These practices 
include optimising design, designing buildings 
for longevity, and using recycled materials for 
construction and interiors. As a result, ITC is 
pioneering the green building movement in 
India. This is reflected in the fact that currently, 
40 ITC buildings are platinum rated green 
buildings. In addition, the first twelve LEED® 
Zero Carbon hotels in the world are ITC 
properties, and ITC Sankhya is the first LEED® 
Zero Carbon data centre in the World.
Climate Change
Based on Life Cycle Assessments (LCAs), 
the recently constructed warehouse at 
Kapurthala and foods factory at Khorda 
have been built with a lower carbon 
footprint (pertaining to civil, structural 
and architectural works) as compared to 
similarly benchmarked global facilities. This 
is on account of adoption measures like 
value engineering principles for reducing 
material consumption, using recycled waste 
products as construction material, and 
building for longevity. 
•	 Footprint of warehouse at Kapurthala 
is 531 kgCO2e/m2 against a global 
benchmark of 625 kgCO2/m2 ,
•	 Footprint of Khorda factory is 
452 kgCO2e/m2 against the global 
benchmark of 575 kgCO2/m2. 
Building Low Carbon Infrastructure
Decarbonisation Across the Value Chain
58 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Climate Change
Value Chain (Scope 3)  
GHG Emissions 
ITC remains focused on measuring and 
managing its environmental footprint across 
the value chain. In FY2022-23, 3,792 TJ 
of energy was consumed outside the 
organisation. Further, Scope 3 GHG emissions 
stood at 295 kilo tCO2e which includes 
emissions from the sources listed below:
*Above figures are in tonnes of CO2e
The standards, methodologies, tools and 
assumptions used for quantification of the 
GHG emissions and removals by various 
sources, have been explained in detail in the 
‘Quantification Methodologies’ annexure.
Managing Value Chain GHG Emissions
ITC is also working with its value chain 
partners, both upstream and downstream, 
for decarbonising their operations, improving 
efficiency and working towards progressively 
including their emissions in the reporting 
boundary. Some of these initiatives are listed 
below:
Decarbonising Agri Value Chains
Agri based raw materials embody significant 
GHG emissions owing to on-farm operations 
as well usage of inputs like fertilisers. This is 
especially a challenge in the Indian context 
as small landholdings result in farm level 
inefficiencies with respect to input usage, and 
often limits the application of low-carbon 
interventions. 
ITC directly works with farmers to address 
some of these challenges by transferring 
technical know-how related to regenerative 
and climate-smart agriculture practices, and 
enabling aggregation of small farmers by 
working with Farmer Producer Organisations 
(FPOs) and leveraging digital platforms like 
ITCMAARS. ITC’s large-scale programmes 
help farmers adopt and scale up regenerative 
agricultural practices, like zero tillage, soil 
and moisture conservation and nutrient 
management, that not only help in reducing 
GHG emissions but also contribute significantly 
towards enhancing their income levels. ITC’s 
farm level interventions for major crops 
cover over 1.6 lakh acres. For details, refer 
“Sustainable Agriculture” chapter of this report.
Sustaining and Enhancing Carbon 
Sequestration
The social and farm forestry programme by 
ITC’s Paper Business was started for promoting 
sustainable forests management practices 
in the value chain, and securing the supply 
of pulpwood for its paper mills. Apart from 
sequestering carbon, this programme provides 
significant environmental benefits such as 
improving productivity of wasteland. The 
programme also helps in de-risking poor rural 
households by diversifying farm portfolios 
through the promotion of tree-based farming. 
For details, refer “Sustainability Agriculture” and 
“Mission Sunehra Kal for Sustainable & Inclusive 
Growth” Chapters of this report.
Comparing ITC's GHG Emissions 
with Sequestration
Scope 1
Scope 3
Scope 2
Biogenic
1,355
129,470
Inbound 
transportation of 
raw materials
145,737
Outbound 
transportation of 
products and wastes
5,903
Employee 
commuting
2,141
Employee business 
travel by air
510
Pick-up and drop of guests in ITC Hotels
11,669
Exclusive third-party manufacturers 
(TPMs) catering to notebooks segment 
of the Education and Stationery Products 
Business and Cigarette Business.
Associate companies: ATC Limited and Gujarat 
Hotels Limited
241
295
5,993
1,030
Net Sequestration
in kilo tonnes of CO2e
Biogenic emissions:
Scope 1 - 1,007,890 tCO2e
Scope 2 - 21, 578 tCO2e
Scope 3 - 100 tCO2e
Decarbonisation Across the Value Chain
59 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Sustainable Packaging
As part of its ITC’s Sustainability 2.0 vision, 
ITC’s approach focusses on ensuring 100% 
of packaging is reusable, recyclable or 
compostable/biodegradable. This entails 
improving recyclability of multi-layer laminate 
packaging by reducing the complexity of the 
structure, phasing-out hard to recycle plastics 
and identifying alternative packaging material 
with lower environmental impact including 
bio-based compostable plastics. ITC is also 
exploring potential applications of refillable/
reusable models.
Another element of the approach is 
optimising packaging in a way that reduces 
the environmental impact arising out of 
post-consumer packaging waste without 
affecting integrity of the product. This includes 
progressive reduction in plastic packaging 
intensity over time, examining the possibility 
of introducing recycled content in plastic 
packaging, wherever permitted by regulations, 
and evaluating the life cycle impacts of 
packaging and identifying opportunities 
for improvement using tools like Life Cycle 
Assessment studies. 
As a leading Paperboards, Paper & Packaging 
company, ITC is also leading the way by 
introducing more recyclable and sustainable 
packaging solutions in the market including 
innovative paperboard-based plastic 
substitution solutions. 
Third-Party Manufacturing Partners
ITC has been working towards progressively 
increasing the coverage of key third-party 
manufacturing facilities in its Scope 3 emissions 
boundary, as this enables benchmarking their 
key performance indicators and develop action 
plans. In addition, ITC also provides technical 
guidance to its key third-party manufacturing 
partners for identifying and implementing 
improvement areas. 
Climate Change
Page 93
Page 103
Refer “Towards Circularity” 
chapter of this Report
For details related to ITC’s 
engagement with its suppliers, 
refer “Sustainable Supply 
Chain” chapter of this Report
Transportation
‘ITC One Supply Chain’ initiative aims at optimisation routes, deploying higher capacity vehicles 
and shifting to lower emissions modes like rail, waterways and sea routes to reduce transportation 
related GHG emissions. ITC has also strategically located its Integrated Consumer Goods 
Manufacturing and Logistics (ICML) facilities of FMCG businesses closer to the market, allowing 
direct shipments to customers. The Company has also been working on introducing electric vehicles 
for last mile delivery.
ITC has been piloting EVs for last mile delivery of FMCG products. This leg of the value chain 
has been prioritised as it requires relatively smaller sized vehicles for shorter travel distances. 
Currently, pilots are active in seven metro cities with EVs covering ~3,200 trips annually. Based 
on the current market scenario, carrying capacity and range remains a challenge, and may 
require reworking route plans for future scale up. Based on these learnings, the current pilot 
will be gradually scaled up. 
Case Study: Scaling Up Adoption of Electric Vehicles (EV)
Product Sustainability
ITC leverages Lifecycle Assessment (LCA) studies identifying product level footprint including 
hotspots where interventions are required for making the product more sustainable. This may 
include changing product formulations, product packaging and product delivery models.
ITC’s Savlon powdered handwash has a much lower footprint compared to conventional 
liquid handwash. This handwash comes in concentrated form and hence requires less 
packaging. This format also results in lower transportation related emissions as compared to 
equivalent liquid handwash. 
As per LCA studies carried out with third party experts, the lifecycle emissions of powdered 
handwash are only one third of the equivalent liquid handwash, thereby representing a two-
thirds reduction in footprint on a lifecycle basis.
Case Study: Slashing Product Footprint by  
Two-Thirds - Savlon Powdered Handwash
End-of-life Management of Post-Consumer 
Packaging Waste
ITC collects and sustainably manages 
postconsumer plastic packaging waste across 
India. Through these programmes, ITC has been 
able to collect and sustainably manage over 
60,000 MT of plastic packaging waste which is 
more than the plastic packaging of its products.
Page 93
For details, refer to “Towards 
Circularity” Chapter of this 
Report
Page 93
For details, refer to “Towards Circularity” Chapter of this report
Decarbonisation Across the Value Chain
60 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Climate Change
Managing Physical  
Risk of Climate Change:  
Building Climate Resilience  
Across the Value Chain 
Some of the worst impacts of climate change 
are already being felt around the world 
and are expected to further intensify even 
as the world readies to moves towards Net 
Zero. Therefore, even for businesses, the 
unprecedented and unpredictable climate 
change-linked extreme weather events 
necessitate a focus on building resilience with 
respect to physical impacts of climate change. 
ITC is systematically working towards building 
climate resilience across its physical assets as 
well as key agri value chains.
Own Assets
ITC’s extensive manufacturing base including 
factories, warehouses and hotels are exposed 
to climate change risks on account of extreme 
weather events, precipitation, and temperature 
variation, and other factors. Appropriate 
investments have been made towards 
strengthening climate resilience covering 
the Company’s operational units including 
those located in coastal areas. Business 
continuity plans are also in place to mitigate 
any operational interruption due to extreme 
weather events. 
Additionally, in order to identify long-term 
physical risks of climate change, ITC is working 
with climate experts to conduct comprehensive 
climate risk and vulnerability assessments using 
climate models across its operating locations 
(like factories, hotels and warehouses). These 
assessments consider impact of climate 
hazards related to changes in temperature, 
precipitation, sea level rise, flooding and 
other extreme weather events over different 
time frames under various Representative 
Concentration Pathways (RCP)/ Shared 
Socioeconomic Pathways (SSPs) scenarios. 
In line with the findings of these assessment, 
detailed site-specific assessments are then 
undertaken for developing contextual location-
specific adaptation plans and strategies.
Value Chain
Similarly, factors such as rise in extreme 
weather events, varying climatic parameters 
and dependence on rainwater for irrigation 
make agriculture in India quite vulnerable to 
climate change. For major crops like wheat, 
pulp-wood and leaf tobacco among others, 
there is significant and sustained work being 
done by ITC on the development of climate-
tolerant varieties as well as dissemination of 
climate-resilient and regenerative agronomic 
practices in the growing areas. 
Detailed farm-level studies have been 
conducted to understand the potential adverse 
impacts of climate change on your Company’s 
key agri-value chains. These risk assessments 
help further calibrate the climate resilience 
measures that are being implemented across 
your Company’s value chains. Some of these 
interventions include developing climate 
tolerant seed/seedling varieties, agro-chemical 
management, and propagating micro zone-
specific agricultural practices. 
Page 63
For more details, refer 
“Sustainable Agriculture” 
chapter for this Report
61 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Climate Change
Road Ahead
Climate change is undoubtedly the defining issue of the  
21st century. ITC is committed to scaling its efforts for combatting 
climate change and enabling the transition to a Net Zero 
economy. This will involve:
Accelerated 
Decarbonisation 
Accelerating towards achieving 
ITC’s Sustainability 2.0 goals 
through continued investment 
in green infrastructure and 
energy efficient technologies.
While ITC has already taken 
on ambitious targets, the 
Company is working towards 
estimating its full value chain 
emissions including scope 3, 
and developing a Net Zero plan 
covering all major businesses.
Climate Adaptation 
Strategy
Enhance the understanding of 
potential impacts of climate 
change on ITC’s operations and 
its value chain through science-
based climate risk assessments.
Develop and implement robust 
and inclusive adaptation 
strategies for own operations 
and value chain in consultation 
with key stakeholders - farmers, 
NGO’s and local Governments, 
thereby ensuring a climate 
resilient future for everyone.
Disclosures
Transparently communicate 
ITC’s approach, strategy 
and performance on climate 
change to key stakeholders 
including investors through 
disclosures aligned with the 
Task Force on Climate-Related 
Financial Disclosures (TCFD) 
framework.
Partnerships and 
Collaboration
Promote thought leadership 
and industry-wide 
collaboration on climate 
change through ‘CII–ITC Centre 
of Excellence for Sustainable 
Development’.  
62 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Sustainable and Climate 
Resilient Agriculture
Leveraging the Company’s enterprise strengths 
and its large presence in rural communities, ITC 
has, over the years designed and implemented 
large-scale programmes on sustainable 
agriculture. With the burgeoning evident 
impacts of climate change on agricultural 
productivity, and a constant deterioration in 
the state of natural ecosystems, sustainable 
and climate resilient agriculture for ITC 
entails adoption of science and innovation 
for conserving natural resources and at the 
same time enhancing climate-resilience and 
decarbonising agriculture. For the Indian 
farmer, this entails supporting sustainable 
livelihoods while enhancing their resilience.
ITC is focussed on developing ‘climate-
smart’ agriculture systems that address 
the environmental and social impacts of 
climate change and enable its agri-value 
chains to withstand the changing climatic 
patterns and extreme weather events, such 
that the losses to farmers get minimised in 
a bad year, and they experience relatively 
higher gains in a good year. At the same 
time, ITC is also focussing on building new 
and diverse farm value chains for crops like 
millets for improving climate adaptability 
and ensuring food security. ITC’s initiatives 
for increasing agricultural productivity in a 
sustainable manner are scientifically planned 
and follow the key principles of ‘regenerative 
agriculture’. Regenerative agriculture leads 
to development of healthy soil, capable of 
producing high quality nutrient dense food 
while simultaneously improving, rather than 
degrading the land, and ultimately leading 
to productive farms, healthy community and 
economies.9
Moreover, with the unique set of challenges 
that Indian farmers anyway face, farmer 
wellbeing stays at the core of ITC’s portfolio 
of large-scale farm interventions. ITC works 
towards creating an enabling environment 
for farmers by providing technical assistance 
and extension services for improving yields, 
streamlining access to input markets including 
credit through aggregation, establishing 
market linkages, and extend assistance to 
transition to sustainable practices. Further 
for securing farmer livelihoods, ITC’s Agri 
Business Division and the Social Investments 
Programme (ITC’s Mission Sunehra Kal) focus 
on mechanisms to make the dominant sources 
of income for farming communities more 
sustainable. 
Page 148
For more details, refer “Mission 
Sunehra Kal for Sustainable 
& Inclusive Growth” section of 
this Report
9Source : Indian Council of Agricultural Research
Highlights
ITCMAARS (Meta Market 
for Advanced Agricultural 
Services) - a crop agnostic 
'phygital' eco-system has 
now been launched in 
9 states with
>500,000 
farmers empowered 
through 1,100+ FPOs 
ITC launched 'Mission 
Millets' for Sustained Food 
Security and Enhanced 
Climate Resilience
ITC's Climate Smart Agriculture 
programme covered
2.3 million 
acres
impacting over 740,000 
farmers during the year across 
17 States
Sustainability 2.0 Target: Promote Climate 
Smart Village approach in core agri-business 
catchments on  
3 million acres  
of land by 2030
9,458 acres
of farms across ITC's Agri 
Value Chains covered under 
Sustainable Certifications like 
Organic, Rain Forest Alliance 
(RFA), Global GAP and 
Fairtrade
63 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Sustainable and Climate Resilient Agriculture
Approach
Sustainable and Climate Resilient Agriculture
Focus Areas
Enablers
Outcomes
Conservation of Natural Resources in Agri-Systems
Climate Resilience & 'Decarbonisation' of Agriculture
Watershed Management
R&D Driven Location-specific, Improved & Climate Resilient Varieties
Soil Health and Biodiversity Conservation
Integrated Nutrient Management, Soil Testing and Nut.rient Advisory
Precision Agriculture
Integrated Pest Management
Organic Cultivation and Agri-Sustainability Certifications
Livelihood Diversification: On Farm (Agro and Social Forestry) and Off Farm (Livestock)
Inclusive 
Farm-systems
Sustainable Farmer Incomes
Improved Climate Resilience
Customised Crop & Weather Advisory using Digital Platforms
Carbon Sequestration through Practices like Zero Tillage and Balanced Crop Nutrition
Resource Optimisation & Energy Efficient Practices
Initiatives for Resource Conservation, 
Creating climate resilient agri-systems 
and 'Decarbonising' Agriculture are 
closely inter-related.
Farmer 
Collectives
Scientific 
Know-how
ITCMAARS - Digital Platform  
for Farmer Empowerment
Partnerships
64 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Conservation of Natural  
Resources in Agri-systems
With reduced requirement of external inputs 
and shortened value chains, ‘regenerative 
agriculture’ empowers farmers and local 
communities. Among other benefits, 
regenerative agriculture also helps in 
decarbonisation of agriculture by rebuilding 
soil organic matter and restoring degraded 
soil biodiversity – resulting in both carbon 
sequestration and improving the water cycle.  
ITC adopts several principles of regenerative 
agriculture across its interventions and 
encourages conservation of natural resources. 
Additionally, ITC promotes crop management 
practices such as use of climate resilient 
varieties, biotic and abiotic stress tolerant 
varieties, soil and moisture conservation, 
micro irrigation, agricultural practices such as 
zero tillage, direct seeding of rice, broad bed 
furrow method of planting, green manuring 
etc. among other practices. In addition, 
Sustainable and Climate Resilient Agriculture
ITC promotes practices like Integrated Pest 
Management (IPM) which have multiple 
benefits. Some of the benefits which farmers 
realised include: reduction in pesticide use, 
conservation of underlying natural resource 
base (i.e. soil, water and biodiversity) and 
enhanced ecosystem services (i.e. pollination, 
healthy soils, diversity of species). Moreover, 
other Precision Agriculture practices help 
farmers conserve resources through efficient 
programmes. At ITC, multiple initiatives on 
Agroforestry are being taken through Farm 
Forestry and Social Forestry programmes for 
creating sustainable wood source for pulp, 
energy and agarbatti which helps in improving 
farmer livelihoods. 
Page 73
More details can be referred 
to in Biodiversity Management 
Section of the Report
Regenerative/Conservation 
Agriculture Practices in 
Field Crops – Wheat, Rice, 
Soybean, Spices
ITC’s Agri Business Division (ABD) promotes 
various regenerative or resource conservation 
cultivation practices across key crop value 
chains such as Wheat, Rice, Soybean, Chilli, 
Turmeric and Cumin. Following practices help 
in optimising the use of resources during crop 
life cycle thus facilitating the reduction in cost of 
cultivation as well as improving yield.
Varietal Selection – Based on local agro 
climatic conditions and yield potential, relevant 
crop varieties are selected in consultation with 
local and State-level agricultural research 
institutes. The high yielding varieties are 
promoted on field through crop demonstrations 
to help farmers improve their yield per unit 
area under cultivation.
Seed Treatment – In order to improve the 
germination rate and to reduce incidence of 
diseases, seed treatment is promoted amongst 
farmers thus positively affecting overall yield.
Nutrient Management – Various practices 
such as Soil Testing, use of Leaf Colour Charts 
(LCC) are promoted during crop life cycle, 
optimising the quantity of fertilisers used per 
unit area. It helps farmers in administering the 
required nutrition at crop growth stages and 
achieve better yield. In case of spices value 
chains, Integrated Nutrient Management (INM) 
practices are promoted to help farmers comply 
with the regulations and requirements as per 
market demand.
Integrated Pest Management (IPM) – Best 
practices of managing various pests and 
diseases are promoted amongst spices farmers 
to optimise the use of various crop protection 
chemicals and to meet the chemical residue 
level requirements in the final produce. 
Crop Diversification – The crops which help in 
augmenting the soil such as Summer Moong 
(Green Gram), are promoted amongst the 
farmers. This crop also acts as a cover crop and 
helps farmers to earn additional income.
Customised Crop Advisory through ITCMAARS 
– Crop, location and weather based specific 
crop advisory is being disseminated through 
ITCMAARS in a ‘phygital’ manner, wherein 
relevant information is provided through 
mobile application, real time query resolution is 
done through a call centre and on field support 
is provided through field teams.
65 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC’s Agri Business Division (ABD) helps 
farmers to implement various certification 
programmes to sustainably cultivate the 
crops with an objective of conserving 
resources, adhering to social safeguards and 
increasing the potential of value realisation. 
The organic certification in crops like Wheat, 
Chilli, Turmeric, Mango helps reduce usage 
of chemical fertilisers and crop protection 
chemicals, decreases nitrate leaching into 
ground and surface water, reduce soil 
erosion and improving soil organic carbon. 
These encourage soil fauna and flora, thus 
improving soil formation and structure and 
creating more stable systems. Similarly, 
other certifications such as the Rain Forest 
Alliance (RFA) certification in Coffee, Chilli 
and Turmeric; Global GAP in Chilli & Turmeric 
and Fairtrade in Fruit & Vegetable value 
chains helps build the capacity of farmers 
around avoiding child labour, promoting 
gender equality and non-discrimination. It 
also helps optimising the use of inputs such as 
fertilisers & chemicals, prevent pollution and 
manage waste. These certifications also help 
in safeguarding the forests and conservation 
of biodiversity. 9,458 acres of farms across 
ITC’s agri value chains are covered under 
these certifications.
ITC deployed drones on large scale covering 
5,535 acres across Tobacco farms. A total 
of 2350 acres were covered under Drone 
Spray in Wheat, Chilli, Cumin across MP, 
UP, Bihar, Rajasthan, Punjab, Andhra 
Pradesh and Karnataka in collaboration 
with Agri-Start-ups. The use of drones for 
Agro-chemical spraying has demonstrated 
nearly 90% of water savings and substantial 
reduction in labour requirement compared 
to conventional method of spraying. Besides 
these, the technology is enabling farmers to 
take up prophylactic sprays after extreme 
weather events, even when field conditions 
prevent movement of man and ground 
machines. The technology ensures farm 
safety by evading direct human exposure to 
Agro-chemicals during spraying activity. 
Regenerative Agriculture 
Practices in Tobacco 
Farming
Some of the key Regenerative Agriculture 
practices, which help in resource conservation 
and enhance soil carbon sequestration potential 
in ITC’s Tobacco agri value chains include:
	
⬤ITC supported Tobacco farmers of Mysore 
region of Karnataka in adopting Green 
Manuring initiative in 20,000 acres. This helped 
in improving soil structure, increasing water 
holding capacity, decreasing soil loss by erosion 
and also reducing the use of inorganic fertilisers. 
	
⬤Sub-soilers are deployed in the identified 
regions to break compact sub-soil and 
enabling increased water holding capacity and 
better root penetration. 
	
⬤Soil and Moisture conservation work done 
in Tobacco growing tracks of Andhra Pradesh 
and Karnataka to provide irrigation support to 
nurseries and standing crop. 
	
⬤Nearly 20,000 acres of land in West 
Godavari region of Andhra Pradesh is covered 
with drip irrigation technique which avoids loss 
of fertile top soil through run off and enables 
increased water use efficiency.
	
⬤Tobacco farmers are encouraged to practise 
crop-rotation with pulse crops to improve soil 
fertility and support soil microbial activity.
	
⬤Responsible usage and safe disposal of 
agro-chemicals waste is implemented across 
the Tobacco regions to eliminate contamination 
in to local water / soil sources and minimise 
adverse impact on human health.
Sustainable and Climate Resilient Agriculture
Promoting Certified Sustainable Farm Value Chains: 
Organic, Rain Forest Alliance (RFA), Global GAP and Fairtrade
Next-Gen Tech - Agri-Drones: Leveraging Technology  
for Driving Efficiency, Product Integrity & Human Rights
Conservation of Natural Resources in Agri-systems
66 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

To build adaptive capacity and increase 
climate resilience of its agri value- chains, ITC 
adopts a systematic approach that includes:
Sustainable and Climate Resilient Agriculture
Building Climate 
Resilience and 
‘Decarbonising’ 
Agriculture
Initiatives for Managing  
Climate Risks in the Short-term 
Initiatives for Building Long Term  
Climate Resilience
•	 Promotion of climate resilient varieties 
•	 Promotion of climate smart practices 
across crop cycle 
•	 Weather forecasting and customised crop 
advisory using ITCMAARS
•	 Long-term climate risk modelling and 
scenario analysis
•	 Expansion to low climate-risk geographies 
•	 Technology deployment for mitigation of 
climate impact 
•	 R&D efforts for development of new climate 
smart varieties in collaboration with national 
and regional agricultural research institutions 
•	 Scaling up of watershed management 
initiatives including river-basin level 
interventions 
One of the key climate smart crops identified is Millets. Millets generally thrive in regions with, 
warm temperatures, and drier climates and have higher potential for withstanding global warming 
conditions.  In line with the Government of India’s initiative on millets, ITC has launched an 
ambitious plan – ITC Mission Millets, that leverages cross-business synergies for strengthening the 
millet farm value chain.
ITC’s Climate Smart Agriculture (CSA) 
programme aims to make agriculture 
regenerative, productive, sustainable, 
remunerative and climate resilient which is 
closely aligned to Indian Government’s PM 
KUSUM, Sustainable Agriculture, Natural 
Farming and Millet Mission programmes which 
focus on improving farmer incomes, minimising 
climate related risks and decarbonising 
agriculture. The CSA programme covered 
2.3 million acres impacting over 740,000 
farmers during the year across 17 States. ITC 
is targeting to cover 4 million acres by 2030 
under this programme. Additionally, in the core 
agricultural catchments, ITC has been working 
to convert entire village as Climate Smart 
Village (CSV). 
ITC’s businesses build ‘Climate Resilient Farm Value chains’  
with a short and long-term approach.
A plethora of measures are undertaken geared towards addressing climate risks in the short term 
like impacts of drought and erratic precipitation levels as well as building long term resilience 
across key value chains like tobacco, wheat and soya. 
Page 148
More details can be referred 
to in Mission Sunehra Kal for 
Sustainable and Inclusive 
Growth section.
Climate risk assessment of key 
crop value chains including 
Pulpwood, Tobacco and Wheat 
for identifying hotspots 
 
Page 53
Refer ‘Climate change’  
section of this report
Sustained work on promoting 
climate-resilient practices  
and crop varieties across key 
value chains
Deploying agronomical 
practices to conserve soil and 
carrying out watershed-level 
conservation measures
67 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC Mission 
Millets: Addressing 
Climate Resilience, 
Nutrition & Food 
Security
In India, Millet is traced back to the 
Yajurveda. The Finger Millet was said to be 
a staple of Karnataka in the Neolithic era. A 
large body of scientific research recognises 
Millets as superfoods. Nutritionally dense, 
low in calories and a fighter against 
21st century lifestyle conditions such as 
diabetes and heart disease, and is hence 
recommended by dieticians and medical 
experts. Millets are now seen by the 
scientific community as food of the future. 
Millets have earned the reputation of being 
‘nutri-cereals’, as they provide most of the 
nutrients required for normal functioning 
of the human body. India is a leading 
producer of millets worldwide.
Climate Resilience  
of Millets
ITC’s Mission Millets is designed as a 
transformative and cohesive approach to 
build awareness and adoption of Millets and 
enhance both the demand and consumption, 
as well as the production and supply aspects 
of this smart crop.  Not only ‘superfood’, Millets 
crops are known to be inherently climate 
resilient.  As per the International Crops 
Research Institute for the Semi-arid Tropics, 
Millets have higher efficiency in absorbing 
and utilising carbon dioxide. Most varieties 
of Millets are well known for their hardiness 
and have the capacity to withstand prolonged 
periods of drought, high temperatures and still 
produce grains and fodder.
The campaign is inspired by the Company’s 
Vision to contribute in equal measure to  
people, planet and profit. This Vision is 
embedded in the Company’s credo of  
‘Nation First: Sab Saath Badhein.’
Sustainable and Climate Resilient Agriculture
ITC’s engagement in agriculture has, over the 
years, enhanced farm productivity and market 
access, whilst enabling sustainable farming 
and conservation of natural resources. 
	
⬤ITC encourages and supports the 
production of Millets as they are a climate 
smart crop.
	
⬤ITC’s Agri Business Division with its current 
e-choupal and other farmer network including 
FPOs, is working with farmers across various 
crop value chains including Millets. 
	
⬤To cater to the demand for its own  
products, ITC is currently sourcing required 
Millets (Sorghum, Pearl Millet, Ragi etc.) from 
3 key States of Karnataka, Maharashtra and 
Andhra Pradesh 
	
⬤As a part of developing Millet value chains, 
ITC's Agri Business has implemented two 
Public Private Partnership (PPP) projects, one 
each in Maharashtra and Andhra Pradesh 
in partnership with Indian Institute of Millets 
Research (IIMR), Hyderabad and Government 
of Andhra Pradesh respectively. In these 
projects, improved varieties and knowledge 
on crop cultivation practices are disseminated 
through Crop Demonstrations.  
	
⬤Similar Millet development initiatives are 
also rolled out in States like Rajasthan and Uttar 
Pradesh. 
ITC’s Mission Millet Approach
Educate 
Educate consumers 
on the benefits of the 
nutritionally dense 
Millets and build 
awareness on how 
to consume millets, 
experiment with 
recipes, etc.
Empower 
Empower farmers with 
knowledge on soil, crop, 
production & farming 
techniques, facilitate 
better production, build 
supply and enhance 
livelihoods of farmers.
Encourage 
Encourage trials through 
various Millet-based 
range of products and 
formats to help build the 
taste; make Millets more 
palatable and tastier by 
sharing healthy recipes, 
tips, hacks, etc.
Building Climate Resilience and ‘Decarbonising’ Agriculture
68 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Climate Smart Practices in 
Field Crops - Wheat, Rice, 
Soybean, Spices
ITC promotes climate resilient and/or climate 
smart practices in key field crop value chains 
such as Wheat, Rice, Soybean, Chilli etc. These 
practices help farmers to build capability for 
mitigating the effect of climate change, help 
resource conservation and/or reduce Green 
House Gas (GHG) footprint.
Climate Resilient Varieties – Use of climate 
resilient varieties in crop value chains such 
as Wheat, Rice, Soybean helps farmers to 
reduce the possibility of reduction in yield due 
to change in weather conditions, especially 
temperature. The varieties tolerant to various 
biotic as well as abiotic stress are also 
promoted.
Zero Tillage – In case of Wheat, Zero Tillage 
sowing using zero till seed drill or happy 
seeder is promoted to reduce number of 
tillage operations compared to conventional 
cultivation, thus reducing cost of cultivation, 
reducing GHG emission without significantly 
affecting the yield.
Direct Seeded Rice (DSR) – This practice of 
sowing rice seeds directly into the field in lieu 
of nursery raising and transplanting, helps 
farmers to reduce the duration of crop cycle, 
reduces cost of cultivation especially sowing, 
helps reducing water consumption and 
reducing GHG emission without significantly 
affecting the yield. 
Broad Bed Furrow (BBF) – This technique of 
sowing is promoted in Soybean where it helps 
farmers to improve soil moisture, reduces 
possibility of yield loss in case of excess rainfall 
and overall reduces the water requirement for 
the crop.
Murate of Potash (MoP) Spray – The practice 
of foliar application of MoP on Wheat during 
crop cycle helps the crop to manage heat stress 
especially in January to February months and 
thus reducing the possibility of yield loss.
Plant Growth Regulator (PGR) Spray – In case 
of Sharbati variety of Wheat, the application 
of PGR helps in controlling the plant height 
and thus avoiding lodging of the crop. It helps 
in reducing the potential loss of yield due 
to erratic weather such as wind and excess 
rainfall.
Mulching – In case of Spices, mulching helps in 
increasing water availability, maintaining soil 
temperature and suppressing weed growth, 
thus positively affecting the overall yield as well 
as mitigating the effect of climate change. 
Climate Smart Practices 
Across Tobacco Farms
ITC takes a multi-faceted approach towards 
building climate smart Tobacco production 
systems. With an integrated ‘Lab to Land’ 
approach, there are multiple scientific 
interventions which are undertaken for 
improving climate-resilience of Tobacco 
farmers:
Developing High Yield Varieties tolerant to 
biotic stress factors such as, pests and weeds, 
as well as  abiotic stress factors such as 
drought and excess moisture. 
Seed and Seedling Adequacy for facilitating 
prompt measures for crop recovery post an 
extreme weather event such as heavy rainfalls. 
Climate Smart Agronomic Production 
Practices such as, use of intact root seedlings, 
providing starter nutrition to overcome early 
drought conditions and foliar application of 
Potassium fertilisers during critical stages of 
crop growth period and micro-zone-specific 
agronomic package of practices for various 
cropping phases within a region to facilitate 
staggered operations are devised and 
deployed.
Scaling up Water Efficient Technologies such 
as, smart irrigation, drone-based spraying, and 
taking up integrated watershed management 
programme in ensuring availability of water for 
critical irrigation in rainfed regions.
The deployed resource use & energy efficient 
initiatives like drip irrigation, barn insulation 
and turbo ventilators, smart curing, drone 
spraying potentially reduce carbon emissions 
at farm level.
Sustainable and Climate Resilient Agriculture
Building Climate Resilience and ‘Decarbonising’ Agriculture
69 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Creating an Enabling 
Environment for 
Farmers 
Indian agriculture faces some unique 
challenges. Through decades of interventions 
in Indian rural environment, ITC understands 
these unique challenges very well. And has 
created innovative business model, backed 
by digital innovation to overcome these 
unique challenges. A vast majority of small 
landholding farmers, who constitute a key 
part of ITC farm value chains, face challenges 
of inadequate financing solutions and limited 
infrastructure. Hence, ITC has created 
mechanisms for reaching out to farmers 
with efficient market linkage solutions, 
institutional support, scientific expertise, 
predictive analysis of commodity markets, 
and scientifically backed weather related 
information, among others.
‘Baareh Mahine Hariyali’: New Horizons in 
Multiplying Farm Incomes 
ITC’s Baareh Mahine Hariyaali, a pioneering 
intervention aligned to Government’s Doubling 
Farmers’ Income programme, facilitates 
farmers to enhance their incomes. This 
programme follows a 360°, multipronged 
approach with interventions ranging from 
increased cropping intensity with a third crop 
during summer, enhancement of productivity 
through context-specific agronomic practices 
demonstrated through Choupal Pradarshan 
Khets (on-farm demonstrations) and provision 
of market linkages with transparency in 
assessment of quality, prices and weighment. 
In some regions, taking a holistic approach 
to income diversification as an adjacency, 
livestock development, women empowerment 
and agro forestry are also included. 
Over 200,000 farmers have already benefited 
from the interventions under the ‘Baareh 
Mahine Hariyali’ programme, out of which over 
35,000 farmers who have adopted the package 
of practices have reported doubling of their 
incomes while others who have implemented 
the programme partially reported increase in 
their incomes by 30% to 75%. The programme, 
which aims to multiply incomes of farmers 
through a wide spectrum of interventions in 
climate-smart and sustainable agriculture. 
Sustainable and Climate Resilient Agriculture
70 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Enabling Market Access 
and a Digital Driven Agri-
Transformation  
E-Choupal 
Launched in June 2000, ITC e-Choupal is today 
India’s largest initiative among internet-based 
interventions in rural India. The ITC e-Choupal 
network leverages information technology to 
empower farmers, through a rich repertoire 
of agri based interventions. Initiatives like the 
‘Choupal Pradarshan Khet’ bring suitable 
agricultural best practices to farmers and have 
demonstrated significant productivity gains. 
These interventions have helped to transform 
village communities into vibrant economic 
organisations by enhancing incomes and co-
creating markets. Empowerment and building 
trust amongst the farming community remains 
at the core of this model. 
ITCMAARS
To power next generation agriculture, ITC 
has launched ITCMAARS (Meta Market for 
Advanced Agricultural Services) to bring in the 
benefits of state-of-the-art digital technologies 
to farmers. This crop agnostic ‘phygital’ eco-
system is embedded with a full stack AgriTech 
platform with FPOs as the pivot. ITCMAARS 
has now been launched in 9 States with over 
500,000 farmers empowered through 1,100+ 
FPOs.
The digital platform provides farmers with 
AI/ML driven value-added personalised and 
hyperlocal crop advisories. These include 
a customised ‘Crop calendar’ for scientific 
4 million
Farmers served through e-Choupal till date
35,000+
Villages served through internet-based 
interventions in rural India till date
6,100
E-Choupal kiosks spanning 10 States
>500,000
Farmers empowered through 1,100+ FPOs 
under ITCMAARS
planning of crop cycles, a ‘Crop Doctor’ 
function for real-time resolution of crop 
infestation, real-time soil testing, ‘Fertiliser 
Calculator’ to optimise nutrition, precision 
farming, access to good quality inputs and 
market linkages, and so on. It also makes 
available allied services such as pre-approved 
loans and over time will also provide insurance, 
amongst others. The scaling up of ITCMAARS 
will contribute significantly to national priorities 
of Digital India, Doubling Farmer Incomes and 
enhancing livelihood opportunities.
ITCMAARS provides assorted agricultural 
and allied services to farmers on the digital 
platform. From supply of seeds, farm inputs, 
Sustainable and Climate Resilient Agriculture
services like soil testing to weather forecast, 
credit and market linkages – ITCMAARS app 
is ITC’s key contribution towards ‘Next Gen’ 
agriculture. ITCMAARS app will progressively 
cover as many as 4,000 FPOs, empowering 10 
million farmers by 2030.
For more information on the above initiatives 
and the work being done with grassroots 
institutions like Water User Groups (WUGs), Agri 
Business Centres (ABCs) and creation of rural 
infrastructure for improving adaptive capacity, 
refer to ‘Mission Sunehra Kal for Sustainable & 
Inclusive Growth’ and ITC’s Sab Saath Badhein, 
ITC e-Choupal and ITC Watershed microsites.
Creating an Enabling Environment for Farmers
71 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Sustainable and Climate Resilient Agriculture
Sustainable and Climate Resilient Agriculture
Road Ahead
A more sustainable and resilient agriculture sector will be at the 
core of India’s net zero roadmap and climate change agenda. 
ITC, with its deep linkages to rural India and agri value chains, 
and sustained long term interventions with Indian farmers, is 
committed to accelerating the sustainable transformation of 
Indian agriculture. As part of its Sustainability 2.0 vision, ITC’s 
approach will focus on: 
Climate Risk Assessments for Key 
Agri Value Chains
ITC will continue to utilise advanced climate 
modelling tools for identifying hot spots 
and major climate hazards impacting key 
crop value chains across various scenarios 
and time horizons. Based on the findings, 
location-specific and farmer-centric 
solutions will be curated improving the 
adaptive capacity of farm value chains and 
farmers.
Promotion and Development of 
Climate Smart Varieties
ITC’s state-of-the-art Life Sciences and 
Technology Centre (LSTC), equipped with 
world class scientific platforms and centres 
of excellence including Agroforestry and 
Crop Sciences, is at the forefront of leading 
R&D efforts towards building climate 
smart varieties. This will be supplemented 
with collaborations with various national 
and international research institutes, and 
technology deployment for sustainable and 
climate-smart agricultural practices.
Scaling up Sustainable & Climate 
Smart Agriculture Programmes 
for Indian Farmers
ITC will strengthen its engagement 
with farmers for conserving natural 
resources, building climate resilience 
and decarbonising the agri sector, while 
focussing on supporting sustainable 
livelihoods and enhancing national food 
security. ITC is targeting to promote climate 
smart village approach in core agribusiness 
catchments across 3 million acres by 2030.
72 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Biodiversity 
Management
Biodiversity provides essential resources and 
ecosystem services for ensuring long-term 
sustainability of nature-dependent businesses. 
These include resources like water, key raw 
materials, agri commodities, and ecosystem 
services like recycling of nutrients, ensuring 
soil fertility, control of local micro-climate, 
regulation of local hydrological processes and 
organisms in the ecosystem among others. 
Besides depending on nature, businesses, 
ITC’s Framework for Managing Key Biodiversity Impacts and Dependencies is Depicted below:
For details, refer to respective sections of this report.
through their operations, can also impact nature 
in many ways and hence bear responsibility 
for its protection. The role of businesses in 
protecting biodiversity has also been highlighted 
in the Kunming-Montreal Global Biodiversity 
Framework (GBF) adopted at the United Nations 
Biodiversity Conference (COP15).
ITC’s operations and value-chains too depend 
on nature, and accordingly location-specific 
and contextual biodiversity management 
plans are developed and implemented across 
key locations. Given the linkages between 
agriculture and the essential ecosystem services 
that nature provides, ITC recognises that the 
preservation and nurturing of biodiversity 
is crucial for long-term sustainability of its 
business, and is committed to conducting 
its operations in a manner that protects, 
conserves and enriches biodiversity in line with 
the Board-approved Policy on Biodiversity 
Conservation.  As part of ITC’s Sustainability 
2.0 Vision, ITC also recognises the potential of 
nature-based solutions for carbon sequestration 
and building climate resilience, and prioritises 
actions to minimise impacts across realms of 
land, freshwater and atmosphere, and manage 
dependencies in a sustainable manner. 
Management of Impacts
Step 1: Avoid
Watershed Management
Step 2: Minimise
Sustainable Agriculture
Step 3: Restore
Sustainable Forestry
Step 4: Offset
Resource Efficiency
Step 5: Positive Contribution
Ecosystem Restoration
Securing Dependencies
GHG  
Emissions
Impacts
Dependencies
Approach Aligned with  
UN Mitigation Hierarchy
Strategies for Ensuring 
Sustainable Availability
Eg: ITC's Initiatives like Emissions, Elffluent, Waste & Water 
Management, Extended Producer Responsibility
Biodiversity, like water, is a site-specific issue i.e. 
understanding of the local context is necessary to 
assess impacts/dependencies
Changes in States of 
Nature
Ecosystem Services that a 
Business Relies on
Materials
Water
Pollination
Erosion control
Flood Protection
Climate  
control
Waste
Business 
Operations & 
Value Chains
Noise
Effluents
Discharges
Land  
Management
No Net Loss
73 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC’s Paper and Specialty 
Papers Division committed 
to principles of Forest 
Stewardship Council® (FSC®)
>426,000 tonnes 
of FSC® certified wood were procured 
from these certified plantations, 
during FY2022-23
24% 
of the wood consumed by ITC is  
(FSC®-FM) certified
Biodiversity Management
ITC’s Approach 
Assessing Nature-related  
Risks & Opportunities
Managing Biodiversity Impacts in line 
with the Mitigation Hierarchy
Conducting Biodiversity 
Risk and Opportunity 
Assessments Across: 
	−Operations near key biodiversity & 
eco sensitive areas
	−Core agri catchments covering key 
crop value-chains
Assessing other Biodiversity-
linked Risks Like:
	−Water risk assessment using 
science-based hydrogeological 
studies across sites located in high 
water stressed areas
	−Climate risk assessments
Implementing Robust 
Environmental Management 
System across locations
Location-specific and Contextual 
Biodiversity Management Plans & 
Initiatives:
	−Large scale ecosystem restoration and 
sustainable agriculture programmes in 
agri catchments
	−Community-based biodiversity 
conservation initiatives
	−Large scale soil & moisture conservation 
programme
	−Sustainable forest management
	−Climate change adaptation plans
Deforestation-free value chains
Implementing relevant global 
standards and certifications like 
Forest Stewardship Council® 
(FSC®) and Alliance for Water 
Stewardship (AWS).
Highlights
ITC’s Biodiversity Conservation 
initiative has covered
290,000 
acres 
of land till date 
Cover 1 million acres 
Sustainability 2.0 Target (2030)
Higher Carbon Stocks across 
ITC’s biodiversity conservation 
plots
(As per a study covering 1 lakh+ acres 
across different agro-climatic zones): 
Above ground carbon stocks were higher 
in the range of 15% to 148%, and
Average soil organic carbon was higher 
in the range of 20% to 38% (compared to 
control areas)
74 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Biodiversity Management
Assessing  
Nature-related  
Risks & Opportunities
For both greenfield and brownfield operations, 
processes are in place for assessing any 
actual or potential biodiversity related risk or 
impact including conducting environmental 
impact assessments wherever required by 
environmental regulations. Moreover, location-
specific exposure including proximity to Key 
Biodiversity Areas is assessed periodically. Basis 
these assessments, key nature-related risks that 
are material to ITC businesses/locations are 
identified, and mitigation plans are developed 
and implemented. Location specific risks covered 
in these assessments include water stress, 
climate risks including extreme weather events 
like droughts and floods,  land-use changes, 
soil quality and productivity, among others. 
Comprehensive set of measures are undertaken 
to optimise the use of natural resources, as 
well as, minimise emissions and effluents, by 
deploying Environmental Management Systems 
in line with global standards like ISO 14001.
Biodiversity Risk and 
Opportunity Assessment 
The Biodiversity Risk and Opportunity Assessment 
(BROA) tool was deployed by ITC’s Agri Business 
Division in its core crop growing regions to 
identify impacts and dependencies of business 
operations on biodiversity of a given agricultural 
landscape. Based on the risks identified, ITC’s 
programmes on micro-irrigation, agro-chemical 
management, soil protection and conservation, 
energy conservation etc. were introduced.
Managing Biodiversity Impacts 
The following table summarises a bouquet of sustained initiatives implemented by ITC’s businesses 
and under the Social Investment Programme towards managing biodiversity related impacts in line 
with the mitigation hierarchy.
Avoid & Minimise
Restore
Offset & Positive Contribution
•	 Robust Environment Management 
System across locations covering 
key impact parameters like GHG, air 
emissions, water, waste and effluents.
•	 43% of total energy from renewable 
sources, and focus on reducing specific 
energy, GHG and water consumption. 
•	 Climate smart agriculture practices over 
2.3 million acres.
•	 Recycling 99.9% of waste generated 
across operations. 
•	 Sustainable packaging strategy that 
entails ensuring 100% of packaging is 
reusable, recyclable or compostable/ 
biodegradable, optimising packaging 
and introducing recycled plastic content 
for replacing virgin plastics. 
•	 Improving crop water use efficiency 
across 1.18 million acres land covering 
15 crops resulting in potential annual 
savings of 780 million kl of water usage.
•	 Grow your own fuel programme for 
energy plantations over 73,000 acres 
in Karnataka, creating potential for 
2.41 million MT of sustainable wood 
generation, thus reducing pressures on 
forests and other unsustainable wood 
sources.
•	 Catchment treatment work done as part 
of water stewardship facilitates control 
of top soil run-off. 948,000 acres covered 
through catchment treatment till date of 
which over 61,900 acres was done during 
the year.
•	 No till / Zero tillage practices to add crop 
stubble back to soil helps in retaining soil 
moisture and reduces soil erosion. During 
the year, as part of MSK interventions,  
6.6 lakh acres of wheat was covered 
through zero tillage cultivation.
•	 Community driven biodiversity efforts 
have conserved more than 290,000 acres 
till date.
•	 ITC’s Farm and Social forestry 
programmes have together greened over 
1 million acres till date.
•	 Expanding forestry projects on 
wastelands through ITC’s Social and 
Farm Forestry resulting in sequestration 
of 5.9 million MT of CO2e during the year. 
•	 Creating rainwater harvesting potential 
equivalent to over 3 times the net water 
consumption in operations.
•	 Enabling sustainable management of 
more than 60,000 MT of plastic waste 
in excess of the amount of packaging 
utilised.
•	 Focus on recycling ~100% waste 
generated at ITC Units combined with 
utilisation of externally generated paper 
waste as a source of fibre at PSPD Kovai, 
enabled ITC to recycle 112% of the waste 
generated across ITC.
75 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Biodiversity Management
Promoting Sustainable 
Agriculture through 
Recognised Standards
During FY 2022-23, ITC’s Agri Business Division 
increased the scale and scope of crops covered 
under various sustainability certifications. 
Crops such as chilli, cumin, turmeric, celery, 
coffee and mangoes were covered under Rain 
Forest Alliance (RFA), Global GAP and Fairtrade 
certifications. Several of these crops are also 
certified as organic under Indian and US 
standards. Under these certifications, the farms 
are audited regularly to verify that farmers are 
compliant to the standard’s comprehensive 
requirements, which require continuous 
improvement on the journey to sustainable 
agriculture. The farmers follow the principles of 
sustainable farming, which include Biodiversity 
conservation, improved livelihood and human 
well-being, and natural resource conservation. 
With support from ITC, the farmers in 
Andhra Pradesh, Karnataka, Rajasthan and 
Punjab undertook effective planning and 
farm management systems that benefit 
communities, forests, native vegetation, 
ecosystem services and wildlife.
ITC’s Paperboards and Specialty Papers 
Business is committed to Forest Stewardship 
Council® (FSC®) principles. Till date, ITC has 
received Forest Stewardship Council® - Forest 
Management (FSC®-FM) certification for 
over 1.49 lakh acres of plantations involving 
over 25,000 farmers, as per which all rare, 
threatened and endangered species are 
conserved in the areas considered under 
the scope of certification. It also provides 
assurance that methods for enhancing the 
biodiversity potential of the planted areas like 
retention of old growth / snag trees, retention 
of large woody debris, creation of water 
bodies, and agro-chemical management etc., 
are being practiced. During FY 2022-23, over 
426,281 tonnes of FSC® certified wood were 
procured from these certified plantations.
Deforestation-free Wood Value Chain
ITC has implemented forestry programmes 
for sustainable cultivation of wood as a fibre 
source. In this programme, high yielding 
clonal saplings are provided to farmers 
along with technical support and extension 
services for tree farming. This helps alleviate 
risks to farmers by providing alternate tree-
based revenue. For ITC, it ensures supply of 
deforestation free wood fibre for Paperboards 
and Specialty Papers Business, which is in turn 
supplied to ITC’s printing and packaging as 
well as FMCG businesses.  The entire value 
chain is mapped using tech-based solutions to 
ensure full traceability.
Managing Biodiversity Impacts
76 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Smart Curing Technology
The Business is promoting adoption of Smart 
Curing technology by the farmers which saves 
around 40% fuel in curing and substantial 
reduction in labour requirement during 
tobacco post-harvest management. The 
technology uses digital sensors and control 
panel in making tobacco curing user-friendly, 
efficient and environmentally sustainable. 
Till date, 100 smart curing barns have been 
deployed across tobacco growing regions.
ITC Agri Business is committed to ensuring ‘Zero 
Deforestation’ across the leaf tobacco value 
chain. The Business has implemented a three-
pronged approach towards conserving energy 
and ensuring sustainable fuel management 
in tobacco curing. This entails the introduction 
of fuel-efficient technologies, promotion of 
self-sustenance in meeting fuel requirement 
through energy plantations and use of 
alternative fuels.
Biodiversity Management
	
⬤Energy conservation measures (Barn Roof 
Insulation and turbo ventilators) which can 
reduce nearly about 27% of energy requirement 
during curing are being deployed on a large 
scale, spanning 39,815 barns till date in 
Andhra Pradesh and Karnataka. In addition, 
close to 100 farmers were supported with 
‘Venturi Furnace’ which helps in improving fuel 
efficiency during the year. 
	
⬤To embrace a self-sustaining model for fuel 
sourcing, ITC has encouraged the planting of 
trees that cover 194,600 acres till date. Grow 
your own fuel models are deployed, wherein 
farmers are encouraged to grow wood in farm 
bunds and agro forestry models.  
	
⬤Encouraging farmers to use alternate 
fuels for curing like coffee husk, coffee stems, 
coconut fronds and eucalyptus roots.
Enabling a ‘Deforestation free’ 
Leaf Tobacco Value Chain
Managing Biodiversity Impacts
77 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Conserving and Restoring 
Biodiversity 
Restoration and rehabilitation of 
degraded plots - Mosaic restoration 
ITC under Mission Sunehra Kal implements 
community driven biodiversity conservation to 
revive and sustain ecosystem services provided 
by nature through adoption of Nature Based 
Solutions which is also an integral component 
for supporting climate resilient agriculture. 
ITC focusses on biodiversity conservation 
at landscape level by restoring degraded 
village commons, promoting native species 
tree plantation and reducing pressures on 
forests. Commons restoration is currently the 
major component and the work includes, 
social protection by communities to expedite 
in-situ native root stock regeneration, soil and 
moisture conservation work to enable growth 
of biomass, and plantation of native species 
trees in highly degraded patches where in-situ 
regeneration is not possible. 
Biodiversity Management
Revival of ecosystem services provided 
to agriculture by nature – Sustainable 
Agriscapes 
In addition to the work done on biodiversity 
conservation in plots, ITC has also collaborated 
with the International Union for Conservation 
of Nature (IUCN) to develop a template for 
‘Sustainable Agriscape for Future’. As part 
of Sustainable Agriscapes, the eco-system 
services provided by nature for the benefit 
of agri and other livelihoods are mapped 
and the key issues that are, and will in future, 
affect those ecosystem services are assessed. 
Subsequently, plans to revive those services 
are designed and implemented. The typical 
eco-system services provided by nature include 
regulating hydrological cycle to ensure water 
flows throughout the year in streams, hosting 
pollinators and predator birds (on crop pests), 
improving soil microbial health, and enabling 
food, fodder and fuelwood to the dependent 
local communities. Sustainable Agriscape was 
first piloted in Munger district (Bihar) and is 
now being scaled-up across other catchments.
Till date, ITC has taken up revival and 
conservation work in more than 5,100 
biodiversity plots covering 2.9 lakh acres 
spread across 12 States by involving famers and 
community members.  ITC has partnered with 
various Government agencies to replicate the 
mosaic restoration and Sustainable Agriscape 
templates. In Maharashtra and Telangana, 
ITC has partnered with Forest Departments to 
improve green cover and biodiversity in forest 
and fringe areas. As part of the partnership, 
ITC prepared soil and moisture conservation 
plan for the forest and fringe areas and trained 
department staff in implementing the work. 
Post training, forest department took up soil 
and moisture conservation work and tree 
planting directly. 
These two partnerships aim to cover around 
79,000 acres under forest conservation 
planning by Forest Department. Planning has 
been completed for over 14,100 acres, and 
planned activities completed in over 3,700 
acres till date.  In Rajasthan, ITC has partnered 
with Wasteland Development Board to revive 
and conserve 2.5 lakh acres of degraded 
village commons through village pastureland 
committees (Charagah Vikas Samitis), of which 
70,000 acres has been conserved so far.
Managing Biodiversity Impacts
78 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Two technical studies were done during the 
year through The Energy and Resources 
Institute (TERI) & IORA Ecological Solutions. 
These studies covered over 1 Lakh Acres 
of biodiversity conservation work done by 
ITC in two years spread over seven States. 
The studies assessed carbon stocks and 
biodiversity health in ITC’s conservation plots 
and has set baselines for measuring futuristic 
improvement and also assess the impact in 
comparison with control plots in the vicinity.
Overall, the studies have recorded 
improvement in carbon stocks as well as  
floral and faunal biodiversity compared to 
control areas.
Above ground carbon stocks were higher in 
the range of 15% to 148%, and average soil 
organic carbon was higher in the range of 20% 
to 38% across different agro-climatic zones 
compared to that in control areas. The wide 
range of impact is because of the work being 
spread across different agro-climatic zones 
starting from Rajasthan to Karnataka and 
because of the wide variety of tree and grass 
species planted across regions. In total, 91 tree 
and grass species were planted based on the 
nativity of the species to that particular region.
The Simpson index (Homogeneity of species) 
for flora was close to 10 and Shannon Index 
(Diversity of species) was in range of 2.55 to 
3.87 (measurement range is 0.1 to 5). Presence 
of wide variety of fauna was also documented 
in the conservation plots. 
Institutional 
Partnerships 
ITC is a member of the India 
Business and Biodiversity 
Initiative (IBBI), which is a 
multi-stakeholder initiative 
with leading Indian businesses 
making commitment for 
biodiversity conservation and 
sustainable resource use. As a 
member of IBBI, ITC is actively 
involved in consultations and 
piloting of The Nature-related 
Financial Disclosure (TNFD) 
framework and is proactively 
working towards aligning its 
reporting, and calibrating its 
practices in line with the evolving 
stakeholder expectations. 
Biodiversity Management
Impacts of ITC’s Biodiversity Conservation Efforts
Managing Biodiversity Impacts
Biodiversity Plot_Pre 
Biodiversity Plot_Post
79 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Sustainable and Climate Resilient Agriculture
Biodiversity Management
Road Ahead
In the backdrop of the landmark COP 15 of the Convention on 
Biodiversity and the 2030 targets adopted by nations, ITC is 
committed to:
Managing Biodiversity Impacts 
and Dependencies
ITC will systematically map the impacts 
and dependencies including the underlying 
nature-related risks and opportunities 
across key locations and value chains. The 
Company will continue to manage the 
impacts in line with the mitigation hierarchy.
Meeting 2030 Sustainability 2.0 
Commitments
Continue to expand ITC’s large-scale 
programmes for conserving and 
replenishing nature by expanding the 
climate smart village approach to over 
3 million acres, watershed development 
to over 2.2 million acres, social and farm 
forestry programmes to over 1.5 million 
acres, and biodiversity conservation to over 
1 million acres by 2030.
TNFD Aligned Nature-related 
Disclosures
ITC will adopt the Locate, Evaluate, Assess 
and Prepare (LEAP) approach enshrined in 
the upcoming Task Force on Nature-Related 
Financial Disclosures (TNFD) framework for 
strengthening its nature-related disclosures. 
80 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Water 
Security
Factors like rapid growth in population, 
urbanisation and water-intensive patterns of 
growth coupled with climate change have a 
significant impact on availability, quality as well 
as access to water around the world. In India, 
the situation is further exacerbated on account 
of dependence on an increasingly erratic 
monsoon, rapidly depleting groundwater 
resources driven by growth in population as 
well as over consumption across agricultural 
and industrial sectors, and rampant changes in 
land-use patterns.
ITC’s operations, spread across the country, 
have dependency on continuous availability 
of water for continuous operation of its 
manufacturing units. Besides direct water 
consumption, ITC’s operations are also 
dependent on multiple agri-value chains. 
Hence, ensuring water availability not only 
for its own operations but also for catchments 
from where agri commodities are sourced, 
is of utmost significance. Accordingly, ITC’s 
Sustainability 2.0 approach endeavours to 
ensure water security for all stakeholders in its 
catchments. Farmers constitute a vital part of 
ITC’s supply chain, and the Company facilitates 
farmers to conserve and replenish water 
by promoting water-efficient agronomical 
practices like micro irrigation techniques 
that save water during cultivation along with 
working with them for creating infrastructure 
for harvesting rainwater. 
Highlights
Integrated Watershed Development 
Projects across 45 districts of 16 
States in India benefiting
>1.47 million 
acres 
Water Use Efficiency Improvement. 
All Businesses progressing towards 
meeting S2.0 target of 40% reduction 
in specific water intake by 2030
ITC’s Foods unit at 
Malur - First foods 
processing facility in 
Asia to be awarded 
the Alliance for 
Water Stewardship 
(AWS) Platinum level 
certification, the 
highest recognition for 
water stewardship in 
the world
ITC is working on 4 
River Basin Revival 
Programmes to achieve 
Water Positive Status in 
those River Basin/ Sub 
Basin Areas spread
>11 Lakh 
Acres
across 4 States
Total rainwater harvesting 
potential (RWH) of nearly
50  
million kl 
(cumulative)  
created, which is over 
3 times the net water 
consumed by ITC’s 
operations in FY 2022-23
46%, 18%, 18% reduction 
in water intake (2022-23 vs. 2018-19) across Foods, 
Paper and Hotels Businesses respectively, which 
constitute ~98% of ITC’s total water consumption
ITC Mughal & ITC Sonar - 
First two hotels in the world 
to receive the LEED ZERO 
Water certification by US 
Green Building Council
81 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Water Security
ITC’s Integrated Water Stewardship Approach in Action
Supply-Side Augmentation through Managed 
Aquifer Recharge, and Soil & Moisture 
Conservation Measures
Demand-Side Measures to 
Improve Water Use Efficiencies in 
Agriculture
Maximise Water Use Efficiency across Operations  
including Key Value Chain Partners  
(Third Party Manufacturers)
Identification of high water stressed 
areas, implementation of integrated 
watershed level programmes at 
river basin level to augment water 
availability in the entire catchment.
Working with farmers for creating 
rainwater harvesting structures for 
enhancing the availability of water in 
core agri catchments
Improving crop water use 
efficiency in agriculture by 
promoting water efficient 
agri practices that save 
water, and also helps 
improve yields.
ITC Units focus on optimising use to minimise withdrawal, at the 
operating plant level as well as the sub-catchment or micro-watershed 
level where it is located.
Improving water-use efficiencies by adopting the latest technologies, 
and increasing reuse and recycling practices in operations.
Continual improvement in specific water intake, adoption of 
benchmarked practices and rainwater harvesting.
Making water security assessments an integral part of greenfield/
brownfield project design and development.
The Alliance for Water Stewardship (AWS) framework has been adopted by ITC to ensure water 
security for all stakeholders at the catchment level, and continuously monitor and review the efficacy 
of its water stewardship programmes. As part of its S2.0 target, ITC is targeting AWS certification of 8 sites in  
high water stressed areas by 2024, and all such sites by 2035.  
Supply Side Management 
Upstream- Agri Value Chains
Operations – Physical Assets (like Manufacturing Units, Hotels) 
Demand Side Management
82 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Water Security
Demand Side Management
Water Performance in own Operations 
In FY 2022-23, ITC’s total water intake was 
around 34.5 million kilolitres (kl)), a marginal 
increase of 3% from previous year due to delay 
in stabilisation of turbo-generator system 
at Bhadrachalam Paper Unit, resulting in a 
temporary increase in water required for 
steam generation, and commissioning of new 
factories and a Hotel. 
Total Water Intake by Source
In FY 2022-23, out of the total water intake of 
34.5 million kl, around 79% was sourced from 
surface water, 16% from ground water sources 
and the remaining 5% from municipal and other 
water sources. In order to drive continuous 
improvement, all ITC units have systems to 
monitor specific water intake (total water intake 
per unit of product/service).
Sustainability 2.0 Targets 
To pursue continuous improvement in water performance in line with the Sustainability 2.0 
ambitions, ITC Businesses are targeting a reduction of 30% in Specific water consumption by 2030 
compared to an FY 2018-19 baseline. 
↓ Improvement in KPI , ↑ Decline in KPI
*Smaller businesses such as Personal Care, Matches & Agarbatti, Education and Stationery, Agri Business, 
Packaging and Printing businesses in total contribute to around 3% of total water consumption.
For the Foods Business, improvement in specific water consumption was driven by water conservation 
measures, productivity enhancement interventions and changes in product mix.
For the Hotels Business, improvement in specific water consumption was primarily driven by water 
conservation measures.
ITC Business*
Specific Water Consumption Performance
% Reduction as compared 
to a FY 2018-19 baseline
Business’ Share (%) in ITC’s 
Total Water Consumption
Paperboards and Specialty Papers
9% ↓
88%
Foods
31% ↓
3%
Hotels
17% ↓
5%
Tobacco
24% ↓
1%
Sources of Water
Surface water
Ground water
Municpal water & others
79%
5%
16%
Business Wise Water Consumption
FBD
Hotels
88%
1%
3%
3%
5%
PSPD
Others
ITD
83 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

The paper unit at Bhadrachalam contributes 
to nearly 76% of ITC’s total water intake. 
In line with Sustainability 2.0 targets, the 
Unit continuously looks for opportunities to 
improve its specific water intake. During the 
year, several initiatives were undertaken for 
reusing discharge water from one process in 
another. For instance, Bhadrachalam Unit has 
several pumps where freshwater is utilised for 
gland sealing and cooling of mechanical seal. 
The return water from this process was earlier 
getting discharged to the Effluent Treatment 
Plant (ETP). The Unit has been utilising the 
return sealing water from pumps in cooling 
towers thereby reducing freshwater intake by 
around 1,500 kl/day.
ITC Grand Chola is located in Chennai, a 
water-stressed metropolis with ongoing 
water-related challenges. The hotel has 
identified a unique technology to condense 
moisture from atmospheric air using an 
energy-efficient process. The atmospheric 
air is circulated through an atmospheric 
water harvesting system, where surface 
temperature is dynamically maintained 
below the ambient dew point for condensing 
moisture to water. The collected water is 
then filtered through a multi-stage filtration 
process to ensure purity and maintain pH.
Additionally, essential minerals are added 
back to produce healthy drinking water 
which is used by the Hotel. At present, the 
hotel has deployed this technology with an 
installed capacity to condense about 2,000 
liters/day.
Case Study: Water Use Efficiency Improvement at 
Bhadrachalam Paper Mill
Case Study: Recovering Water from Air  
at ITC Grand Chola
Water Security
ITC Mughal Resort & Spa, Agra received the 
LEED Zero Water certification by US Green 
Building Council, becoming the first hotel 
in the world to be awarded the landmark 
certification. The recognition validates 
its ‘Responsible Luxury’ ethos that seeks 
to integrate planet positive experiences 
in various facets of hotel operations. In 
LEED Zero Water, a balance is maintained 
between total potable water consumption 
and sum of total alternative or recycled 
water and water returned to its original 
source. ITC Mughal follows a sustainable 
approach which ensures that water 
requirements for its buildings and processes 
are primarily met by harvesting rainwater 
through recharge pits, and reuse of treated 
waste water for appropriate usage.
Case Study: ITC Mughal Resort & Spa,  
Agra - World’s First LEED ZERO Water Certified Hotel
Effluent Discharge
All ITC units met their regulatory requirement 
related to effluent discharge quality and 
quantity in FY 2022-23. In FY 2022-23, around 
20 million kl of treated effluent was discharged 
outside the premises by ITC units. 
Water Performance of Select  
Supply Chain Members 
In FY 2014-15, ITC had initiated the process 
of accounting for water intake of supply 
chain members10. In line with ITC’s Policy on 
Sustainable Supply Chain and Responsible 
Sourcing, the Company continues its efforts 
to enable sustainability practices along the 
value chain. In FY 2022-23, total water intake 
by supply chain members is 105,062 kl (vs. 
150,000 kl reported in FY 2021-22). ITC intends 
to progressively include more supply chain 
members in the reporting boundary. Capacity 
building and regular review of performance 
data will be continued with key supply chain 
partners in coming years.
10Details of supply chain members is included in the 
reporting boundary in ‘About this Report’ section
Treated Effluent Discharge  
by Destination
Common Effluent Treatment  
Plant or third parties
Irrigation outside the premises
Surface water bodies
58.2%
41.1%
0.2%
0.5%
Municipal sewers
Demand Side Management
84 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Water Security
Supply Side Management
Integrated Watershed Development
Over the years, ITC has created rainwater 
harvesting potential through extensive 
investments in its Integrated Watershed 
Development Projects. The programme 
promotes the development and management 
of local water resources in moisture-stressed 
areas by facilitating community participation 
in planning and implementing such measures, 
whilst building, reviving and maintaining water-
harvesting structures. 
The coverage of the Integrated Watershed 
Development projects extends to 45 districts 
across 16 States in India, covering over 1.47 
Reviving India’s River Basins: Targeting 
Water Positivity at Scale
Increasing demands on water resources 
from various sectors including agriculture, 
and global warming induced patterns 
are impacting many of India’s river basins 
by turning water balance negative, thus 
impacting agriculture and leading to water 
stress and depletion in groundwater tables in 
catchments including where ITC’s production 
units are present. Over the years, ITC has 
created rainwater harvesting potential 
through extensive investments in its Integrated 
Watershed Development Projects. However, 
given the scale of adverse impacts and the 
velocity of change, ITC has redesigned its 
strategy to accelerate the achievement of 
scale and impact by working at the river 
basin level as river basins are independent 
hydrological units, and work done at the basin 
level is designed to be sustainable over a 
longer period. ITC has now embarked upon 
an ambitious plan of achieving water positive 
status at river basin level.
Accordingly, ITC has initiated four exclusive 
river basin revival programmes to achieve 
water positive status in river basin/ sub basin 
areas spread over 11 lakh acres across 4 
States where ITC has business presence. The 
Company has commissioned hydrogeological 
studies to estimate water balance and 
map high potential recharge zones, and 
accordingly implemented rainwater harvesting, 
managed aquifer recharge and demand side 
interventions.  
million acres of land. So far, the Company 
has created over 28,300 water harvesting 
structures in agri-catchments. As on 31st March, 
2023, a total rainwater harvesting potential 
(RWH) of nearly 50 million kl has been created, 
which is over three times the net water 
consumed by ITC’s operations in FY 2022-23. 
ITC is targeting the creation of rainwater 
harvesting potential equivalent to over 5 times 
the net water consumption from operations by 
2030. To achieve this, ITC’s Mission Sunehra 
Kal will create a total rainwater harvesting 
potential (RWH) of 60 million kl by 2030.
Objectives of the River Basin  
Revival Programme
Create an eco-system wherein, 
at basin level, all stakeholders 
are aware of available water 
resources, competing demands 
and future risks to make 
informed decisions to ensure 
that current and future needs 
of all stakeholders are equitably 
addressed.
Augment supply through 
rainwater harvesting and 
enhanced groundwater 
recharge i.e. managed aquifer 
recharge.
Enhancing agricultural water 
use efficiency. 
Achieve water positive status, 
ensure environmental flows in 
the basin and aim at river basin 
revival.
Water Balance
Net Water Consumption = Fresh Water Intake - Treated Effluents Discharged
Total RWH potential created for the year = RWH potential created within ITC units + RWH 
potential created through watershed projects
2018-19
2019-20
2020-21
2021-22
2022-23
10.34
35.35
38.95
42.95
46.29
49.83
10.89
9.95
11.69
14.48
Million kl
85 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Main River Basin
Sub River Basin
(where ITC is working)
Districts
ITC’s Presence
Catchment Area
Ongoing Impact Created
Bhima-Krishna
Ghod (Tributary of Bhima- 
Krishna river)
Page 87
Read more about this
Pune and Ahmed Nagar 
district, Maharashtra
Cigarette Factory and Foods 
Factory in Pune 
~ 8.8 Lakh 
Acres area
Supply side augmentation 
ITC has till date created 
5.28 million cubic metre of 
water storage in these four 
basins as part of supply side 
augmentation interventions. 
Demand side management 
Water use efficiency in 
agriculture is promoted in 
1.52 lakh acres of agricultural 
land, which has created 
potential water saving of 
around 210 million kl in crops 
such as paddy, soyabean, 
sugarcane, onion, banana 
and coconut.
Godavari
Murreru (Tributary of 
Kinnerasani - Godavari)
Bhadradri Kothagudem, 
Telangana
Paperboards and 
Specialty Papers Division in 
Bhadrachalam 
~ 2 Lakh  
Acres area
Kaveri 
Upper Bhawani  
(Tributary of Kaveri)
Coimbatore district, Tamil 
Nadu
Paperboards and Specialty 
Papers Division in Kovai 
~ 0.51 Lakh 
Acres area
(Upper Bhawani)
Kolans
Catchment of Upper Bhopal 
lake
Sehore and Bhopal district, 
Madhya Pradesh
Agri Business Division 
Catchment 
~ 0.49 Lakh 
Acres area
Details of River Basin Level Work:
Water Security
Supply Side Management
86 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Water Security
ITC has two manufacturing units in 
Ranjangaon, Pune which is an Industrial 
Zone with presence of multiple Industries. The 
industrial area gets water from Ghod River 
basin which is dominated by water intensive 
sugarcane and onion as key crops. 
Actions taken to make the Ghod River 
Basin ‘Water Positive’
Supply Side Management: Focus on 
‘Managed Aquifer Recharge’ interventions 
for replenishing groundwater and conserving 
biodiversity.
	−Deep recharge pit, sub surface barriers 
and well recharge - Over 2,400 water 
harvesting and ground water recharge 
structures. 
	−Surface storage: Check dams, 
percolation tanks in recharge zone. 
	−Catchment treatment: Water absorption 
trenches and core-wall gabion – 78,000 
acres covered. 
	−Green cover improvement: 49,600 acres 
under biodiversity conservation.
Demand side management: Focus on 
improving water use efficiency in agriculture. 
	−Over 73,600 acres under sugarcane 
practices – seedling plantation with drip 
and trash mulching. 
	−Over 22,300 acres under onion practices 
– raised bed plantation with drip 
irrigation.
Knowledge partnership: Vasantdada Sugar 
Institute & Krishi Vigyan Kendra (KVK)
Public Private partnership: Water Resources 
Dept., Forest Dept. & State Rural Livelihood 
Mission (MSRLM)
Stakeholder Engagement: Engagement 
with external stakeholders like sugar mills for 
adoption of water efficient practices
Case Study: Ghod River Basin Water Stewardship Programme
Outcomes of Interventions in  
Ghod River Basin
In a span of 5 years from 2016, 
the Ghod River Basin has turned 
Water Positive
8.8 Lakh Acres
Ghod Basin Area
62 Million kl
Ghod Basin Water Balance Gap in 2016 
(Demand Vs. Supply)
166 Million kl
Demand Management: Potential Agri Water 
Savings (post monsoon)
1 Million kl
Supply Side: Rain Water Harvesting Potential 
Created
~167 Million kl
vs. ~62 million kl gap i.e. 169% higher than the gap
Total Net Water Addition: Demand + Supply
Community at the Core
64
Women Groups
127
Water User Associations
38
Joint Forest Management 
Committees
87 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Spearheading 
Adoption of 
Alliance for Water 
Stewardship (AWS) 
Approach 
ITC has adopted the AWS framework, a globally 
acknowledged gold standard for assessment 
of water stewardship approach and initiatives. 
The framework cognises for interventions 
undertaken both within the fence, as well and 
outside the fence at the catchment level.
ITC is committed to undergoing AWS assessment 
of all its high water stressed sites by 2035, and 
for eight sites by 2024. Till date, two sites - Paper 
Mill at Kovai (Tamil Nadu) and Foods Factory 
at Malur (Karnataka) have been assessed, and 
both sites have been awarded the ‘Platinum 
Rating’ based on an independent assessment by 
a third party.
Water Security
ITC Site
River 
Catchment &  
Project Scale
Supply Side Management: 
Catchment Level 
Interventions 
Demand Side Management
WASH and Water Governance
Water Utilised
Water Efficiency  
Measures at ITC Units
Catchment Level  
Interventions 
Paper Mill at 
Kovai, Tamil 
Nadu
Site lies in the 
Upper Bhawani 
River Basin.
Over 51,000 
acres covering 
149 villages.
Created 201 water harvesting 
and ground water recharge 
structures to harvest 
rainwater, increase filtration 
rate & improve quality of 
water.
Total water storage potential 
created:  
~1.02 million kl.
Optimisation of fresh water 
utilisation in process through 
kaizen approach leading to a 
daily saving of roughly 85 kl.
Promotion of Split dose and 
drone spray application 
across more than 3,100 acres 
to address high level of 
phosphorous and nitrate in the 
catchment.
Total potential water savings 
in agricultural practices in 
2022-23: ~18 million kl.
350 Awareness campaigns 
done on WASH.
Created 45 Water User 
Groups to strengthen water 
governance in the catchment.
Withdrawal: 
10 Million kl
Discharge: 
0 kl
Foods Factory 
at Malur, 
Karnataka
Site lies in the 
South Pennar 
River Basin.
Over 40,200 
acres covering 
168 villages.
Created a cumulative of 468 
water harvesting and ground 
water recharge structures.
Total water storage potential 
created:  
~0.5 million kl.
Implementation of Roof top 
Rain Water Harvesting system 
leading to an estimated 
annual water saving potential 
of 15,900 kl.
Adoption of climate-smart and 
good agriculture practices 
has reduced fertiliser and 
pesticide application, leading 
to a decrease in agriculture 
return flows into the aquifers.
Total potential water savings 
in agricultural practices in 
2022-23: ~2.5 million kl.
36 schools and 30 Anganwadis 
covered under WASH 
interventions.
Created 18 Water User 
Groups to strengthen water 
governance in the catchment.
Withdrawal: 
59 Thousand kl
Discharge: 
0 kl
88 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC Site
River 
Catchment &  
Project Scale
Supply Side Management: 
Catchment Level 
Interventions 
Demand Side Management
WASH and Water Governance
Water Utilised
Water Efficiency  
Measures at ITC Units
Catchment Level  
Interventions 
ITD Factory 
at Bangalore, 
Karnataka
Site lies in the 
South Pennar 
River Basin.
Over 24,700 
acres covering 
64 villages.
Created a cumulative of 119 
water harvesting and ground 
water recharge.
Total water storage potential 
created: ~0.6 million kl.
Reduction in water 
consumption through aerated 
nozzles, using recycled and 
treated water for cleaning and 
gardening, and recovering 
condensate from various 
processes for reuse.
Total rain-water harvested in 
FY23 was about ~200,000 kl.
Adoption of climate-smart and 
good agriculture practices 
has reduced fertiliser and 
pesticide application, leading 
to a decrease in agriculture 
return flows into the aquifers.
Total potential water savings 
in agricultural practices in 
2022-23: ~0.78 million kl.
21 schools and 12 Anganwadis 
covered under WASH 
interventions.
Withdrawal: 
94 Thousand kl
Discharge: 
0 kl
Leaf Threshing 
Unit at Mysuru, 
Karnataka
Site lies in the 
Kabini River 
Basin.
38,000 acres 
covering 61 
villages.
Created a cumulative 191 
water harvesting and ground 
water recharge.
Total water storage potential 
created: ~0.8 million kl.
Treatment of primary RO 
reject water, controlling water 
flow for domestic usage, 
installing foot operated and 
sensor-based taps. These 
interventions resulted in a total 
daily water saving of 28 kl.
Total rain-water harvested in 
FY23 was 3,774 kl.
Various demand side 
interventions undertaken have 
led to an annual (2022-23) 
potential water savings in 
agricultural practices of about: 
~2.5 million kl.
41 schools and 39 Anganwadis 
covered under WASH 
interventions.
Withdrawal: 
33 Thousand kl
Discharge: 
0 kl
Integrated 
Paper Mill at 
Bhadrachalam, 
Telangana
Site lies in the 
Mureru River 
Basin (Tributary 
of Kinnerasani-
Godavari).
1.4 Lakh Acres 
covering 104 
villages.
Created 1,915 recharge 
structures to harvest 
rainwater, recharge ground 
water, increase filtration rate 
and improve quality of water.
Total water storage potential 
created: 1.8 million kl.
Daily water savings of 2,900 kl 
achieved through recovering 
and reuse of water in plant 
processes.
Promotion of Split dose and 
drone spray application across 
over 4,900 acres to address 
high level of phosphorous and 
nitrates in catchment.
Total potential water savings 
in agricultural practices in 
2022-23: 11 million kl.
150 Awareness campaigns 
done on WASH. 
Created 104 Water User 
Groups to strengthen water 
governance in the catchment.
Withdrawal: 
26.1 Million kl
Discharge: 
18.4 Million kl
Water Security
Spearheading Adoption of Alliance for Water Stewardship (AWS) Approach
89 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC Site
River 
Catchment &  
Project Scale
Supply Side Management: 
Catchment Level 
Interventions 
Demand Side Management
WASH and Water Governance
Water Utilised
Water Efficiency  
Measures at ITC Units
Catchment Level  
Interventions 
1) ITD and 
2) Foods 
Factories at 
Ranjangaon, 
Maharashtra
Site lies in the 
Ghod River 
Basin.
9.68 Lakh Acres 
covering 461 
villages.
Focus on ‘Managed Aquifer 
Recharge’ interventions for 
replenishing groundwater and 
conserving biodiversity.
Constructed over 2,500 water 
harvesting and ground water 
recharge structures to harvest 
rainwater, increase infiltration 
rate and improve quality of 
water.
Total water storage potential 
created: ~1.1 million kl.
Catchment treatment: Water 
absorption trenches and core-
wall gabion – around 78,000 
acres covered.
Green cover improvement: 
over 49,600 acres under 
biodiversity conservation
Cigarettes Factory:
Improvement in water use 
efficiency and reduction 
in freshwater consumption 
through mechanised cleaning 
processes, condensate 
recovery, reusing RO reject 
and ETP treated water, and 
various other interventions.
Total rain-water harvested in 
FY23 was ~58,000 kl.
Foods Factory:
Various interventions for 
improving water use efficiency 
like using backwash and ETP 
treated water for gardening, 
flushing and cleaning 
purposes, reusing RO reject in 
the process line for cleaning 
raw material and in utilities.
Rainwater Collection system 
has been installed and will be 
used to replace raw water.
Focus on improving water use 
efficiency in agriculture.
Over 73,600 acres under 
sugarcane practices – 
seedling plantation with drip 
and trash mulching. 
Over 22,300 acres under 
onion practices – raised bed 
plantation with drip irrigation. 
Total potential water savings 
in agricultural practices in 
2022-23: ~166 million kl.
136 Awareness campaigns 
done on WASH with the 
coverage of over 12,700 
children.
Trained 127 Water User 
Associations on efficient water 
utilisation to strengthen water 
governance in the catchment.
Around 84 Child Cabinets 
and Water & Sanitation 
(WATSAN) Committees and 
58 School Development and 
Management Committees 
(SDMCs) strengthened.
Over 110 Mohalla Committees 
formed
Around 331 Household 
toilets, 35 School toilet blocks 
and 75 hand washing units 
constructed in schools
Over 20,100 Households 
covered under Solid Waste 
Management
Foods factory
Withdrawal: 
174 Thousand kl
Discharge: 
60 Thousand kl
ITD factory
Withdrawal: 
27 Thousand kl
Discharge: 
0 kl
Water Security
Spearheading Adoption of Alliance for Water Stewardship (AWS) Approach
90 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC Site
River 
Catchment &  
Project Scale
Supply Side Management: 
Catchment Level 
Interventions 
Demand Side Management
WASH and Water Governance
Water Utilised
Water Efficiency  
Measures at ITC Units
Catchment Level  
Interventions 
ITD Factory at 
Saharanpur, UP
Site lies in the 
Hindon River 
Basin. 
1.07 Lakh Acres 
covering 74 
villages.
Renovated and constructed 52 
water harvesting and ground 
water recharge structures.
Total water storage potential 
created: 0.31 million kl.
Improvement in water 
use efficiency using high 
pressure-low volume cleaning 
machines, reusing water in 
RO plant and ETP, condensate 
recovery, Scale and Bio 
Removal in cooling tower and 
various other interventions.
Total rain-water recharged in 
FY 22- 23 was ~11,300 kl 
Total rain-water harvested in 
FY 23 was ~14,000 kl.
Various demand side 
interventions undertaken have 
led to a 
total potential water savings in 
agricultural practices in 2022-
23: ~3.6 million kl.
88 Toilets and 75 Handwash 
stations have been 
constructed in schools as part 
of WASH initiatives. 
4,098 programmes promoting 
WASH undertaken.
Trained 42 Water User Groups 
on efficient water utilisation.
1.49 lakh household 
covered under solid waste 
management program.
Withdrawal: 
35 Thousand kl
Discharge:
0 kl
Foods Factory 
at Kapurthala, 
Punjab
Site lies in the 
Kali Bein River.
Over 95,800 
acres covering 
133 villages.
Rejuvenated 117 water 
harvesting and ground water 
recharge structures.
Total additional water storage 
created: ~0.4 million kl.
Installation of additional 
piezometers and flow meters 
for improving water level and 
water balance monitoring.
Using Rain water in utilities like 
cooling towers and boiler feed 
water.
Total rain-water harvested in 
FY23 was about ~103,000 kl.
Various demand side 
interventions undertaken 
have led to a total potential 
water savings in agricultural 
practices in 2022-23: 
~38 million kl.
321 WASH awareness 
campaigns undertaken 
and 30,579 households 
covered under Solid Waste 
Management programme.
Created 73 Water User 
Groups to strengthen water 
governance in the catchment.
Withdrawal: 
236 Thousand kl
Discharge:
0 kl
Water Security
Spearheading Adoption of Alliance for Water Stewardship (AWS) Approach
91 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Water Security
Road Ahead
Demand Side Management:
Continued efforts to minimise fresh water 
consumption, while maximising reuse and 
recycling of treated effluent across all 
manufacturing units and hotels. 
Working with farmers to reduce water 
consumption through water efficient 
irrigation and farm practices.
Periodic site-level vulnerability assessment 
to identify high water stressed sites, and 
deployment of interventions for mitigating 
water stress. 
Supply Side Management: 
Strengthen the integrated watershed 
management programme, and further 
expand coverage in line with S2.0 targets. 
Continuous Assessment for 
Validating the Efficacy of 
Interventions:
Expand coverage of Alliance for Water 
Stewardship (AWS) Certification for all 
facilities in high water-stress areas by 2035.
92 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Towards 
Circularity
ITC’s Approach
As part of its Sustainability 2.0 vision, ITC takes a holistic approach towards enabling  
the circular economy for waste by focussing on the entire waste value chain.
According to the latest Circularity Gap Report, 
the global economy has achieved only 7.2% 
circularity. Which means, of the 100+ billion 
tonnes (World Resources Institute) of resources 
that enter the global economy every year, more 
than 90% of materials is either wasted, lost or 
remain unavailable for reuse. Even in India, 
waste generation has risen considerably due 
to increasing population, rapid urbanisation 
and rising consumption levels. This coupled 
with inadequate source segregation and lack 
of infrastructure has culminated in a massive 
waste management problem especially with 
respect to plastic waste.
Given ITC’s significant presence in the FMCG 
space, plastic packaging is utilised for safely 
delivering Company’s world-class products 
to its consumers.  Therefore, in addition to 
sustainably managing waste generated within 
manufacturing facilities, management of 
post-consumer plastic packaging waste and 
making packaging more sustainable are also 
key elements of ITC’s Sustainability 2.0 Vision.  
As a leading Paperboards, Paper & Packaging 
company, ITC is also leading the way by 
introducing more recyclable and sustainable 
packaging solutions in the market including 
innovative paperboard-based renewable 
plastic substitution solutions.  
Sustainable Packaging Strategy
Sustainable Waste Management  
& Plastic Neutrality
Sustainable Process Waste  
Management across Operations
Ensuring 100% of packaging 
is reusable, recyclable or 
compostable/ biodegradable
	−improving recyclability of multi-layer 
laminates.
	−exploring sustainable alternatives
	−piloting refillable/reusable models
Optimising packaging, 
	−progressive reduction in plastic 
packaging intensity,
	−introducing recycled content in plastic 
packaging
	−Leveraging Life Cycle Assessments
Exploring sustainable 
alternatives to plastics
	−Complete or partial substitution of 
plastics with sustainable alternatives.
	−Exploring paper as a substrate for 
packaging.
Running behavioral change 
programmes to ensure 
segregation of waste at source.
Creating replicable, scalable & 
sustainable models of solid waste 
management.
Enabling the creation of viable 
recycling options for post-
consumer multi-layered plastic 
packaging waste.
Segregation of waste at source, 
and channelising it to suitable 
recycling streams. 
Reducing specific waste 
generation at all ITC Units  
through constant monitoring  
and improvement of material 
utilisation efficiency.
Utilisation of Post-consumer Waste 
Paper as Raw Material at ITC’s 
Paperboards and Specialty  
Papers Units.
93 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC’s Packaging Footprint
ITC’s annual packaging footprint, from its 
FMCG businesses, across primary, secondary 
and tertiary packaging formats is around 
210,000 tonnes and is primarily composed of 
paper/paperboard-based packaging (73%), 
followed by plastic packaging (27%). Glass, 
wood and metal form a small portion of the 
overall packaging footprint, contributing to 
less than 1%.  Around 21% of paper packaging 
is FSC® certified and another 56%, in the form 
of Corrugated Fibre-board Cartons (CFCs), 
is made from recycled material. In terms of 
plastic packaging, around 88% is in the form of 
multi-layered/thin film plastic packaging and 
the balance is composed of PET and other  
rigid plastics.
Sustainable Packaging Strategy 
As part of its sustainable packaging strategy, 
ITC is leveraging its unique in-house 
capabilities and expertise in the form of:
	
⬤Centre of Excellence in material Sciences 
and recycling at Life Sciences and Technology 
Centre (LSTC), ITC’ Research & Development 
Centre.
	
⬤Sustainable and Circular Design Expertise 
of packaging experts from Paperboards & 
Specialty Papers Division, Packaging and 
Printing Division and FMCG businesses.
	
⬤Consumer insights of FMCG businesses.
	
⬤Sustainable Waste Management experience 
developed within the Company through the 
WoW initiative.
	
⬤Leveraging synergies between LSTC, paper 
and packaging, and FMCG businesses for 
developing solutions that enable complete or 
partial substitution of plastics with sustainable 
alternatives.
	
⬤Exploring paper as a substrate for 
packaging.
Towards Circularity
ITC’s Sustainable 
Packaging Strategy
94 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Towards Circularity
Sustainable Packaging Initiatives
Select Highlights from 2022-23
Vivel Ved Vidya 
Soap with
100% Recyclable 
Packaging
Sunfeast Yippee! Power Up 
Noodles: Transitioned to 100% 
Mono Material PP Laminate 
(Outer Pack and Inner Sachet) 
from Multi Layered PET/PE 
Laminate Outer Pack and 
PET/Met PET/PE Inner Sachet.
Fiama Handwash  
Portfolio with 
50% PCR in PET 
Bottles
Bundling Shrink Wrap used 
for Secondary Packaging 
Applications in Personal Care 
Business with 50% Recycled 
Plastic Content
PCR - Post-consumer recycled plastic
Engage Cologne in
100% Paper-based Recyclable 
Cartons after complete 
elimination of 12-micron 
Metallised PET Film Layer
Aashirvaad Iodised Salt: 
Transitioned to 100% Mono 
Material PE Laminate 
from Multi Layered PET/PE 
Laminate in select variants
ITC MasterChef Frozen 
Snacks: Transitioned to 100% 
Mono Material PE Laminate 
from Multi Layered PET/PE 
Laminate in select variants
B Natural Juices with 25% 
Recycled Content Shrink Wrap 
in Secondary Packaging
Savlon Glycerine 
Soap Wrapper 
with 70% PCR in 
PET Layer
95 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Plastic used in earbuds and lollypop 
sticks is used only once and then 
discarded by the consumer leading 
to widespread plastic pollution. 
To address this challenge, ITC’s 
paperboards business has launched 
food grade paper sticks that are 
alternative to the single use plastic 
sticks. Unlike plastic sticks, these are 
fully biodegradable. This alternative 
is specially designed to meet the 
functional requirements of the 
product like food grade quality and 
wet strength. 
ITC’s paperboards business also 
offers other unique solutions 
that help substitute plastics in 
packaging. For example, its fully 
recyclable paperboards, ‘FiloPack’ 
and ‘FiloServe’ for the food 
delivery and food service segments 
respectively and paperboards, 
‘OmegaBev’ and ‘OmegaBev Vio’, 
which are industrially compostable 
alternatives to plastic coated 
containers, cups, bowls and other 
deep freeze applications.
ITC’s printing and packaging 
business works with its customers 
to help make their packaging more 
sustainable across both laminates 
and fibre-based packaging 
formats. Several initiatives on 
substituting plastics with paper, 
reducing plastics and reducing 
complexity of multi-layered 
plastics were undertaken during 
the year. The business jointly 
worked with LSTC for developing 
next generation coatings and 
new laminate structures and has 
launched innovative products 
like Bioseal, Germfree for Tea 
Envelopes and QSR segments. 
For instance, the business worked 
with its customer, a leading tea 
brand and eliminated plastic 
(which was 30% of total packaging 
by weight) in tea envelope by 
introducing Bioseal, a heat sealable 
compostable coating. The business 
has won three prestigious World 
Packaging Organisation awards 
(WPO) selected by an international 
jury, for developing sustainable 
packaging for beverages and Ice-
cream segments.
Sustainability Meets Innovation: ITC’s 
Paperboards, Paper and Packaging Business
50% R-PET in Fiama Shower Gel Bottles
During the year, ITC Personal Care Business 
successfully enhanced the PCR (post-consumer 
recycled plastic) content in Fiama Shower 
Gel bottles from 30% to 50% R-PET, thereby 
resulting in reducing virgin plastic use without 
affecting product integrity and consumer 
experience.
Aashirvaad Organic Atta in  
Paper-based Packaging
ITC Foods Business launched Aashirvaad 
Organic Whole Wheat Atta (1kg Pack) in a 
paper-based bag made from 55% paper 
compared to the earlier format of 100% plastic 
pack with PET/PE Laminate.  The special paper 
for this application was developed by ITC’s 
Paperboards & Specialty Papers Business, a 
perfect example of intra-ITC synergies being 
leveraged for sustainability. Overall, this 
packaging has enabled replacement of 25% 
plastic with paper. This is the first paper-based 
pack launched in the Indian Branded Atta 
industry with atta packed on machine, and 
was developed after extensive trials involving 
achieving requisite barrier properties, drop 
tests and shelf life studies.
Towards Circularity
Sustainable Packaging Initiatives
96 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Towards Circularity
Sustainable Waste 
Management & 
Plastic Neutrality
ITC’s Holistic Approach for 
Plastic Waste Management
The collection and recycling for multi-layered 
laminates/ plastic packaging has always 
been a challenge in India due to improper 
segregation of waste at source, inadequate 
collection and recycling infrastructure and 
lack of market incentives. Accordingly, ITC 
is actively working on behavioural change 
programmes to ensure source segregation 
and implementing replicable, scalable 
and sustainable models of solid waste 
management. This ensures higher collection 
and recycling of solid wastes including multi-
layered laminates/plastic packaging, thereby 
enabling a more circular economy for plastic 
waste as well as creating opportunities for 
supporting sustainable livelihoods in the waste 
economy. 
Running Behavioural Change Programmes 
to Ensure Source Segregation
ITC’s initiatives encompass instilling 
behavioural change and door-to-door 
awareness programmes for citizens in 
collaboration with various stakeholders like 
Urban Local Bodies, Civil Society and the 
informal sector of waste collectors. The focus is 
on educating citizens on segregating waste at 
source into dry and wet streams and ensuring 
that value is derived from these resources and 
in the process support sustainable livelihood for 
waste collectors and rag-pickers.
ITC’s programmes have reached out to more 
than 8 million households till date. Additionally, 
ITC also leverages its brands to raise 
consumers awareness on responsible waste 
management.
Sustaining Plastic Neutrality  
for 2nd Year in a Row
ITC achieved Plastic Neutrality in FY 2021-22 
by implementing an integrated solid waste 
management programme that incorporates 
unique and multi-dimensional initiatives 
including the Company’s flagship waste 
management initiative ‘ITC WOW – Well Being 
Out of Waste’. In FY 2022-23, the Company 
collected and sustainably managed more 
than 60,000 tonnes of plastic waste across 36 
States and Union Territories. The amount of 
plastic waste managed exceeded the amount 
of plastic packaging utilised by ITC during the 
year, enabling the Company to maintain the 
milestone of Plastic Neutrality.
Creating Replicable, Scalable and 
Sustainable Models of Solid Waste 
Management
ITC creates replicable, scalable and sustainable 
models of municipal solid waste management 
that can be implemented across the country to 
ensure that zero waste goes to landfill. These 
models are centred on the following pillars: 
	
⬤Partnering with Urban Local Bodies (ULBs) 
and Panchayats for facilitating door-to-door 
collection of segregated waste. 
	
⬤Supporting sustainable livelihoods for waste 
collection workers. 
	
⬤Identifying and implementing suitable end-
of-life solutions for each waste stream
97 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Enabling the Creation of Viable Recycling 
Options for Post-consumer Multi-layered 
Plastic Packaging Waste
ITC’s LSTC, with its research capability in 
material sciences and recycling, has been 
helping recycling partners by providing 
knowledge and technical support to recycle 
MLP packaging and enable multiple end uses. 
These include conversion into granules through 
From sprawling metros to small and medium 
towns, different models of waste management 
were implemented under ITC’s flagship ‘Well-
Being Out of Waste’ (WOW) programme. 
During the year, the programme continued to 
be executed in Bengaluru, Mysuru, Hyderabad, 
Coimbatore, Chennai, Delhi, major towns of 
Telangana and several districts of Andhra 
Pradesh, collecting about 64,000 MT of dry 
waste from 1,270 wards.
WOW’s outreach spans over 5.5 million 
households, 5.7 million school children and 
over 2,100 corporates since its inception. 
The programme has supported sustainable 
livelihoods for over 17,750 waste collectors and 
has also created 150 social entrepreneurs. In 
Pune, ITC is supporting a circular economy 
based first-of-its-kind Multi-Layer Plastic 
(MLP) collection and recycling programme.
ITC’s Mission Sunehra Kal programme has 
SWM models for Towns, Villages and Temples. 
The intervention manages both wet and dry 
waste, close to the generator. The programme 
spanned 18 districts across 10 States covering 
2.53 million households and collected 260,000+ 
MT of waste during the year. This programme 
focuses on minimising waste to landfill by 
managing waste at source. During the year, 
Page 160
Refer to "Horizon I - Strengthen 
Current Dominant Source(s) 
of Livelihoods" section of this 
Report
Towards Circularity
source segregation and home composting 
was practised by over 2 million and 0.5 million 
households, respectively. In the current year, 
about 160,000 tonnes of wet-waste was 
composted and 64,000 tonnes of dry-waste 
was recycled. As a result of this decentralised 
model, 87% of the total waste was avoided from 
going to landfills. 
Based on the above programmes, ITC has been 
able to collect and sustainably manage more 
than 320,000 MT of total waste. 
Sustainable Waste Management & Plastic Neutrality
extrusion and using compression moulding 
techniques for developing other articles of utility 
like recycled plastic lumber for boards, benches 
etc., plastic rods, stationery items among others. 
ITC, through its various partners, has collected 
and managed around 60,000MT of plastic 
waste during the year, with approximately 46% 
getting channelised for recycling, and remaining 
being sent for energy recovery.
98 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Sustainable Management of  
Process Waste Across Operations
Towards Circularity
Within ITC’s own operations, waste is minimised through systematic monitoring and improvement 
of efficiencies in material utilisation as well as by maximising recycling.
ITC’s Performance 
During the year, ITC units generated around 714 kilo-tonnes of waste.  
Further breakup of waste is mentioned in below figures.
ITC has systems in place to ensure that all waste - Hazardous and non-hazardous, is sent to 
authorised agencies only, in line with relevant regulatory requirements. In addition, ITC also tracks 
the end application of all waste, both hazardous and non-hazardous.
Hazardous Waste
During the year, ITC generated about 
19 kilo-tonnes of hazardous waste, and 
96% of this was sent for recycling*, and 
the remaining was treated in line with 
authorised norms.  
Non-hazardous Waste
During the year, ITC generated about 
695 kilo-tonnes of non-hazardous waste, 
and close to 99.9% of this was sent for 
recycling*. 
* The waste was sent for recycling within the 
premises as well as outside to recyclers
* Total waste sent for processing = waste generated + carry forward from last year – In-house storage 
Recycling Post-Consumer Waste Paper
In addition to segregation of waste at source, 
and sending it to authorised recyclers, ITC’s 
Kovai Unit utilised nearly 84,000 tonnes of 
external waste paper as raw material in FY 
2022-23.
Focus on recycling ~100% waste generated 
at ITC Units combined with utilisation of 
externally generated paper waste as a source 
of fibre at PSPD Kovai, enabled ITC to recycle 
112% of the waste generated across ITC.
Creating an Overall Waste Positive Circular Footprint 
Efforts at ITC units to recycle 100% of waste 
generated, utilisation of externally generated 
paper waste as a source of fibre at PSPD Kovai, 
amount of waste sustainably managed through 
ITC’s large scale solid waste management 
programmes like WOW and MSK’s decentralised 
waste management models, and ITC becoming 
plastic neutral by sustainably managing post-
consumer plastic packaging waste in excess of 
packaging utilised in its operations, contribute to 
ITC’s endeavours of enabling a circular economy 
and an overall waste positive footprint. Through 
these efforts, the total waste managed by ITC 
far exceeded the waste generated directly at 
ITC Units and indirectly through ITC’s overall 
packaging footprint. 
Hazardous Waste
Non-hazardous Waste
Recycled
Recycled
End of Life
End of Life
96%
99.9%
4%
0.1%
19 kilo tonnes of 
hazardous waste 
generated during 
2022-23
695 kilo tonnes of 
non-hazardous 
waste generated 
during 2022-23
Non-hazardous Waste
348
713
84
210
714
External Waste  
Paper Utlilised at  
ITC Kovai Unit
Waste sent for Recycling 
from ITC Units
Wet and Dry waste Sus-
tainably Managed by ITC 
Programmes - WOW, MSK 
including 60 kilo-tonnes of 
plastic waste.
ITC's Total 
Packaging Footprint
Waste generated
Waste sustainably  
managed
Waste Generated at 
ITC Units
~925
~1,150
Kilo Tonnes
99 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Road Ahead
According to Ellen Macarthur Foundation, the road to net zero 
is intrinsically linked to achieving a more circular economy. 
While switching to renewable energy would only address 55% of 
global emissions, remaining 45% emissions will get addressed 
by adopting principles of circular economy i.e. eliminate waste 
and pollution, circulate products and materials, and regenerate 
nature. For ITC, this means:
Accelerating the Implementation of  
Sustainable Packaging Strategy
Ensuring that 100% of Packaging is Reusable, Recyclable or 
Compostable/Biodegradable 
Utilise internal synergies to develop and utilise sustainable 
packaging alternatives
Leverage life-cycle approach for evaluating alternative packaging 
solutions
Scale up ITC’s innovative sustainable packaging solutions portfolio.
Sustaining Plastic Neutrality and Continue to 
Recycle more than 100% of the Waste Generated 
Across Operations
Continue to scale up ITC’s sustainable solid waste management 
models 
Continue to redesign processes and eliminate waste to the extent 
possible
Continue working on segregation of waste at source, and recycling 
more than 100% of the waste generated in operations.
Towards Circularity
100 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC’s Approach
ITC follows a proactive approach to  
managing hazardous chemicals by actively 
looking for alternatives which not only helps in 
keeping the operations safe but also are safer 
for its customers. 
This approach is demonstrated in pioneering 
practices like elemental chlorine free (ECF) 
bleaching and then ozone bleaching in India 
as a part of Paper business, and switching 
from solvent-based inks to water-based ones 
in its Packaging and Printing business. 
Environment friendly and safer alternatives 
are continuously sought by ITC for improving 
existing processes and chemicals safety. In 
addition to substitution of less hazardous 
chemicals, ITC has deeply entrenched Process 
Safety systems to ensure the correct handling, 
usage, storage and disposal of such chemicals 
ITC’s Approach
Air pollution, primarily caused by vehicular and 
industrial emissions, has become a major public 
health issue in recent times. Despite sustained 
efforts by the government in the form of stricter 
emission norms in industries and improving 
vehicular emissions standards, air pollution 
continues to remain a challenge in India. 
Addressing the challenge of air pollution will 
require concerted efforts by multiple stakeholders.
For ITC Units, relevant air emissions include 
Particulate Matter (PM), Nitrogen Oxides 
(NOx), Sulphur Oxides (SOx) and Ozone 
Depleting Substances (ODS). PM, NOx and SOx 
emissions are generated from the combustion 
of fuel, and ODS are used as refrigerant gases 
in refrigerators, chillers and air conditioners. 
ITC’s approach of proactively pursuing 
energy conservation through audits and 
benchmarking against industry standards, and 
increasing the share of alternate energy in its 
energy portfolio contributes to a reduction in 
air emissions. ITC also appropriately invests in 
state-of-the-art pollution control equipment 
and a robust system of monitoring, measuring 
and reporting is in place to ensure conformity 
with environmental standards. For ODS 
management, ITC will phase out the use of 
ODS well before the timelines stipulated under 
International agreement on ODS.
Performance
All ITC units monitor significant air emission 
parameters, such as Particulate Matter (PM), 
Nitrogen Oxides (NOx) and Sulphur Oxides 
Chemical Safety 
Management
Air Emissions  
Management
ITC’s Approach is demonstrated 
in pioneering practices in the 
implementation of elemental 
chlorine free (ECF) bleaching, 
and ozone bleaching technology 
in India as part of its Paper 
business, and switching from 
solvent-based inks to water-
based ones in its Packaging and 
Printing business.
across its businesses. For PSPD business as 
well as the Packaging and Printing business, 
such systems are particularly important.
Managing hazardous chemicals is not only 
important within ITC factories but also in the 
supply chain. Within the supply chain, farmers 
working with hazardous pesticides is an area 
of special attention. ITC’s approach is firstly 
to eliminate or reduce the use of hazardous 
pesticides. Intensive training is conducted on 
Integrated Pest Management (IPM), which 
helps advocate a holistic approach in reducing 
pesticide usage as well as substituting such 
pesticides with nature-based solutions. 
The training programmes also cover the 
safe handling of pesticides used and the 
responsible management of wastes generated.
(SOx) on a regular basis to ensure compliance 
with applicable norms and regulations 
including meeting prescribed limits and 
other requirements stated in Units’ consent 
to operate like monitoring mechanism and 
frequency to be followed.
2022-23
2,382
825
3,602
Other Significant Air Emissions
NOx
SOx
PM
2020-21
1,799
637
3,203
Tonnes
Above emissions levels are well within the applicable 
prescribed regulatory limits.
Ozone Depleting Substances (ODS)
During FY 2022-23, the total consumption of ODS 
across units stood at 85 kg of CFC-11 equivalent. 
ITC is working at phasing out ODS from its 
operations through the following interventions:
Replacement of all existing equipment using ODS 
well before the stipulated phase-out period.
Ensuring disposal of equipment undergoing 
replacement to authorised recycler which will 
lead to safe disposal of ODS as well.
Page 63
Refer to ‘Sustainable 
Agriculture’ chapter of this 
Report
101 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Social 
Stewardship 
Sustainable Supply Chain and 
Responsible Sourcing	
103
Product Sustainability	
111
Product Sustainability in Action	
125
Workforce for Tomorrow	
133
Human Rights	
142
Occupational Health and Safety	
143
Sustainable and  
Inclusive Growth
In a dynamic, connected yet defragmented 
world, the need to strike a delicate balance 
between economic prosperity, social 
inclusivity and environmental impact has 
never been so apparent. It also calls for 
conserving resources for the future generation 
while emphasising the need to ensure that 
the benefits of economic advancements are 
shared among all, including the vast segment 
residing on the margins. Social inclusivity 
encompasses access to quality education, 
affordable healthcare and livelihood 
opportunities. For that to have a meaningful 
impact, the world needs concerted efforts, 
collaborate and partner at a scale never 
imagined, and build resilient communities that 
can withstand external shocks and thrive.

Global supply chains continue to evolve 
across industries with rising digitalisation, 
integration of sustainability and strong 
emphasis on responsible sourcing. Massive 
supply chain disruptions experienced around 
the world in recent years, some of which 
were rooted in unprecedented climate 
change-related events, have brought supply 
chain sustainability even more to the fore. 
Additionally, the global movement towards net 
zero, and the underlying thrust on mapping 
and mitigating Scope 3 emissions is also driving 
massive supply chain transformations. Given 
the complexity and scale of supply chains, 
technology is emerging as a key enabler for 
exercising oversight, demonstrating traceability 
and driving meaningful action across the value 
chain. Addressing these trends is therefore 
key to building resilience and embedding 
sustainability in the supply chain. 
ITC, with its diverse and expanding portfolio 
of businesses, is working towards scaling 
up its sustainable supply chain initiatives as 
part of its Sustainability 2.0 Vision. ITC has a 
Board-approved Policy on ‘Sustainable Supply 
Chain and Responsible Sourcing’ that lays 
down the foundation for ITC’s engagement 
with its suppliers including farmers, third party 
manufacturers, service providers, transporters, 
suppliers of agriculture/non-agriculture 
materials and capital goods, franchisees, 
dealers and distributors. 
Sustainable Supply Chain 
and Responsible Sourcing
ITC’s Approach 
Advocate
Assess
Address
Continuous engagement with 
value chain partners for raising 
awareness and building their 
capacity on ITC’s sustainable 
supply chain philosophy, 
expectations and compliance 
requirements, and emerging 
and relevant sustainability 
topics.
Identification of sustainability 
risks and opportunities through 
ongoing assessment of key value 
chain partners.
Conducting third party 
assessments in line with 
international standards and 
obtaining certifications like 
Sustainable Tobacco Programme, 
Rain Forest Alliance and Forest 
Stewardship Council®.  
Implementing systems and 
processes for enabling supply 
chain oversight, transparency and 
traceability.
Implementing measures for 
addressing identified risks and 
opportunities:  
•	 Technical support for adoption 
of management practices as per 
International Standards such as ISO 
9001, ISO 14001, OHSAS 18001 and ITC's 
Corporate Environment, Health and Safety 
(EHS) Guideline.
•	 Implementing a bouquet of regenerative 
and sustainable agriculture interventions 
across agri-value chains that support ITC's 
leading brands.
•	 Providing grievance redressal mechanism 
for suppliers, and addressing their 
grievances, if any.
103 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Highlights
ITCMAARS (Metamarket for 
Advanced Agriculture and 
Rural Services) – ‘Phygital’ 
Eco-system for Empowering 
Farming by Delivering 
Hyperlocal and Personalised 
Solutions by Synergistically 
integrating NextGen Agri-
technologies
Processes in Place for 
Ongoing ESG Assessment 
of identified Critical Tier-1 
Suppliers
During FY 2022-23, ITC 
processed around
2,732 Kilo 
Tonnes
of raw materials, out of 
which around 97% were 
from agro/forestry based 
renewable sources
60%
of ITC’s identified Critical 
Tier-1 Suppliers were trained 
on ESG and ITC’s Code of 
Conduct in FY 2023
~84%
of the fibre produced in 
Bhadrachalam is from Wood 
sourced from ITC's Social 
and Farm Forestry initiatives. 
All four manufacturing 
units of the PSPD have 
obtained the FSC® Chain of 
Custody certification and 
have complied with all the 
requirements during the 
year, thereby sustaining 
ITCs position as the leading 
supplier of FSC® – certified 
paper and paperboards in 
India
>86%
Raw materials and Stores & 
Spares Locally Procured over 
the Years, consistently  
Sustainable Farm  
Certifications in Place for Key 
Agri Commodities:
Rainforest Alliance, Forest Stewardship 
Council®, Global G.A.P. (Good Agriculture 
Practices), Union for Ethical Bio Trade 
(UEBT), Fairtrade, Certified Organic and 
NPOP, NOP and EU certifications
Sustainable Supply Chain and Responsible Sourcing
104 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC’s Supply Chain
Farmers/Mandis/
Auction Platforms 
(Agri-raw materials)
Other Suppliers
(Other raw materials)
ITC Own
Warehouse
Leased
Warehouse
Institutional
Customers, 
Exports
Distributors, 
Institutional 
Retailers
Retailers
End 
Consumers
Value Chain
Value Created
Green Buildings
Responsible Sourcing 
in line with ITC’s Code 
of Conduct for Suppliers 
and Service Providers
Optimal Resources
Climate Resilience &
Water Risk Management
Investments in 
Renewable Energy & 
Energy Eﬃciency
Health & Safety, &
Employee Well-Being
Commitment to Highest
Standards of Quality &
Product Safety
Cutting-Edge R&D 
and Innovation
ITC Hotels ‘We Assure’
Focus on Health, Hygiene
& Safety
Managing Talent, 
Upholding Human Rights
& Fostering Diversity
Improving Recyclability
of Packaging
Phasing our Hard to
Recycle Plastics
Sustainable Packaging
Solutions for the industry:
Omega & Filo Series
F5C® Certiﬁed Paper and 
Parperboards for Packaging
Strategically Located
Manufacturing Units:
Optimising Distance to
Market
Strategically Located
Automated Warehouses
Responsible Marketing
Sustainable Models for 
managing Post-Consumer 
Packaging Waste
Consumer Satisfaction &
Feedback Management
Sustainable Forestry
Sustainable Bamboo 
Plantations
Regenerative & Climate-
Resilient Agriculture
FMCG (B2C)
Industrial supplies
and exports (B2B)
Services
Agri Business
(Leaf Tobacco)
Agri Business
Paperboards 
& Speciality 
Papers
Packaging & 
Printing
FMCG Cigarettes
Foods
Personal Care
Products
Education &
Stationery Products
Matches &
Agarbattis
Hotels
Information
Technology
Potato
Pulpwood
Spices
Milk
Key Agri Produces
Fruits
Bamboo
Leaf Tobacco
Wheat
ITC's Own Operations
Downstream
Upstream
Sustainable 
Manufacturing & Services
2
Sustainable
Packaging
3
Sustainable Logistics 
& Warehousing 
4
Delighting Cons-
umers and EPR*
5
Responsible
Sourcing
1
Elements of Sustainable Value Chain
*EPR - Extended Producer Responsibility
Sustainable Supply Chain and Responsible Sourcing
105 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

As a conglomerate with diversified 
presence across agriculture, 
manufacturing and services, ITC 
maintains a vertically integrated supply 
chain for most of its businesses, which 
facilitates optimum utilisation of raw 
materials, as well as efficient logistic 
operations. It also builds on intra-
group synergies, which further adds to 
organisational efficiency. The vertical 
integration not only provides competitive 
advantage but also enables effective 
control and oversight over majority 
of upstream value chains for driving 
sustainable practices like sustainable 
sourcing, transparency and traceability, 
and sustainable packaging. Particularly in 
the FMCG segment, ITC is powered by: 
 
Building of digitally-powered 
and climate-smart agri value 
chains
Next generation, smart and 
agile supply chain
Distributed manufacturing and 
sustainable operations
Resilient, technology-driven 
and robust sales & distribution 
network
Sustainable Supply Chain and Responsible Sourcing
Sustainable Supply 
Chain Initiative at 
ITC
ITC has a Board approved Policy on 
‘Sustainable Supply Chain and Responsible 
Sourcing’. In line with this policy, ITC engages 
with its supply chain members to assess 
their sustainability risks, and support them 
in building resilience against such risks. The 
policy also encourages suppliers to work 
towards resource-use efficiency, including 
sustainable natural resource management, 
GHG emission reduction and sustainable 
waste management. ITC’s approach towards 
building a sustainable supply chain is 
summarised below. 
Advocate
To enable effective implementation of 
ITC’s policies on sustainable supply chain, 
the Company facilitates capacity building 
workshops for its key supply chain partners to 
educate, and create shared awareness on key 
areas like human rights, labour practices and 
environmental sustainability.
In addition to the Policy on ‘Sustainable Supply 
Chain and Responsible Sourcing’, ITC also 
has a ‘Code of Conduct for Suppliers and 
Service Providers’. This requires suppliers to 
comply with applicable laws, labour standards, 
environmental regulations, and uphold human 
rights and principles of ethics and integrity in 
their operations. All Suppliers are expected to 
meet the requirements of this Code. ITC also 
expects its Suppliers to hold their business 
associates to the same standards as enshrined 
in this Code. The Code also reflects ITC's 
commitment to respect human rights across the 
supply chain. It upholds the spirit outlined in the 
International Labour Organisation Guidelines 
and United Nations Guiding Principles on 
Business and Human Rights. 
The code addresses key supply chain 
sustainability issues like: 
	−Labour Practices - Child Labour, Anti-
Discrimination and Fair Treatment, 
Forced Labour, Safe and Healthy Working 
Conditions
During FY2022-23, the ESG 
focussed training programmes 
organised by ITC covered around 
60% of the identified Critical Tier 
-1 Suppliers across Businesses.
	−Environment
	−Human Rights
	−Business Integrity - Conflict of Interest, Anti-
Bribery and Corruption, Hospitality and Gifts
ITC engages with its supply chain partners 
periodically to build awareness on the Suppliers 
Code of Conduct.
Moreover, during the year training on ESG 
aspects of suppliers' programmes were 
conducted by external expert agencies for the 
procurement and sustainability practitioners of 
the Company.
Identification and Engagement with  
Critical Tier-1 Suppliers 
For focussed engagement with key suppliers, 
ITC has created a framework for identifying 
its critical Tier-1 suppliers based on multiple 
criteria like value of the business with these 
suppliers, ESG risk exposure, substitutability of 
the supplier, among others. 
106 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Sustainable Supply Chain and Responsible Sourcing
Assess and Address
ITC’s approach entails identification of its key supplier chain partners, assessment of their material 
sustainability risks, and further collaboration with the suppliers for mitigating the identified risks. ITC 
conducts structured ESG assessment of identified critical tier-1 suppliers by a third party. Findings 
from these assessments further guide implementation of corrective action plans in consultation with 
respective supply chain partners. 
Select supply chain sustainability practices across ITC’s major businesses are summarised below:
Supplier Category
Interventions
Third-party  
Manufacturers
•	 Continuous engagement and assessment on 
applicable labour laws, quality standards
•	 Environment, Health and Safety guidelines with 
sectors specific requirements
•	 SA8000 standards for select businesses
Raw Material/ 
Packaging Producers
•	 Monitored for applicable industry certifications 
or standards (e.g. IFRA standards for fragrance 
manufacturers, FSC® certified wood and paper, 
Organic Farm produce, among others)
•	 Preference given for onboarding suppliers with 
established environmental, safety management 
systems
Farmers
•	 Large scale sustainable agriculture programmes 
across key value chains 
•	 Certifications like Rainforest alliance (RFA), Forest 
Stewardship Council® (FSC®), Global Agricultural 
Practices (G.A.P) for identifying and addressing 
environmental risks and human rights related issues
Service Provider Employees/ 
Contract Workers
•	 Assessed for compliance to applicable labour laws
•	 Trained for health and safety practices
Agri-Sourcing Practices
Agri Business Division (ABD) primarily engages 
in sourcing of agri-commodities like wheat, 
coffee, spices, maize, soybean, mustard, rice, 
maida, fruits, prawns. The portfolio continues 
to be rapidly scaled up, leveraging ITC’s deep 
Page 63
For more information, Refer to 
the ‘Sustainable Agriculture’ 
section of the Report
rural linkages and extensive sourcing expertise 
towards strengthening and customising supply 
chains for traceability.
Sustainable Supply Chain Initiative at ITC
107 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Human Rights Impact Assessment in  
Leaf Tobacco Supply Chain
ITC conducts human rights due diligence in 
farm supply chain to identify the human rights 
challenges and impacts covering farmers, 
labours and communities in Tobacco regions. 
Customised action programmes are devised 
and implemented to support human rights and 
social development through engagement with 
rightsholders & stakeholders across the farm 
supply chain.
Through structured unannounced visits by crop 
development managers, Prompt Actions (PA) 
related to farm safety, labour rights and crop 
management are identified and highlighted 
which require immediate attention and action. 
During 2022-23, 12 Prompt Actions were 
identified on farm and closed with appropriate 
remedial actions. 
ITC implements strategic initiatives and 
programmes in Tobacco regions focussing on 
human rights compliance on farm:
Training and Awareness on Human Rights: 
350 Village level training programmes 
were conducted covering subjects such 
as Farm Safety, Child Labour, Wages, Fair 
Treatment, Freedom of Association, WASH, No 
Discrimination and other areas pertaining to 
Human Rights.  
Farm Safety: ITC undertakes a holistic 
approach that address the farm safety 
challenges in Indian Farming. Close to 1000 
farmers have been provided with Personal 
Protective Equipment (PPE) kits for safe 
spraying of chemicals and Secured Storage 
Box for safe storage of chemicals were 
provided to 2,000 farmers. Drone Technology 
was scaled up covering 5,535 acres minimising 
human interference while chemical spraying 
besides increasing the efficacy of operation 
and water saving.
Drinking Water: For drinking water access, ITC 
set up community level water plants which are 
operated on a self-sustaining model. 9 new 
Reverse Osmosis plants were established in 
FY 2022-23 taking the total current operational 
plants to 160 units, which provide safe drinking 
water to over 2.1 lakh rural people.
Leaf Tobacco Supply Chain
ITC collaborates with farmers in implementing 
international sustainability certification and 
verification programmes such as Sustainable 
Tobacco Programme (STP 2.0), Thrive 
programme, Compliance to Agriculture Labour 
Practices (ALP) Code, where the production 
practices are in alignment with defined 
environment and labour standards. 
The global Sustainable Tobacco Programme 
(STP 2.0) has been implemented across the leaf 
producing regions. The programme focussed 
on 8 themes demanding leaf suppliers’ 
commitment on – Water, Human Rights, 
Crop, Soil, Climate Change, Natural Habitats, 
Livelihoods and Governance. The Business 
deployed the required systems, process, project 
and reporting mechanism in alignment with the 
Customer requirements. 
Integrated Adarsh Gram Programme 
(Model Village Programme)
Ensuring Human Rights in the Supply Chain 
is a part of ITC’s Integrated Adarsh Gram 
Strategy (Model Village Approach). The 
programme focuses on building economic, 
environment and social capital in 350 villages 
of Andhra Pradesh & Karnataka. ITC’s agri-
extension and field teams play a critical role 
in understanding the needs and grievances 
of farmers and supply chain partners. ITC 
conducts human rights due diligence in farm 
supply chain to identify the human rights 
challenges and impacts covering 28,814 
farmers, associated farm workers and 
communities in Tobacco regions. 
Sustainable Supply Chain and Responsible Sourcing
Sustainable Supply Chain Initiative at ITC
108 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Engaging with Third Party Manufacturers
The Company’s suppliers, both local and 
international, constitute one of its important 
stakeholder groups. Critical value chain 
partners like third party manufacturers are 
encouraged to adopt management practices 
detailed under International Standards such 
as ISO 9001, ISO 14001, OHSAS 18001 and ITC's 
Corporate Environment, Health and Safety 
(EHS) Guidelines. Contract manufacturing 
agreements provide for compliance with 
accepted standards on issues related to EHS, 
human rights and labour practices. 
Supporting a Local and An  
Inclusive Value Chain
ITC encourages competency development 
among local vendors and its vendor base 
includes medium and small-scale enterprises 
that are proximate to its manufacturing 
locations. These initiatives are aligned 
to national priorities of ‘Make in India’, 
‘Atmanirbhar Bharat’, enrichment of farmers 
through promotion of Farmer Producer 
Organisations (FPOs) as the core catalyst of 
agricultural transformation. ITC also works 
in close partnership with small-scale units 
in businesses such as Safety Matches, and 
Education and Stationery Products. These 
partnerships have significantly enhanced 
survival and competitiveness of a number 
of units in these sectors. In line with its 
commitment to bring the power of cutting-
edge digital technologies and unlock the 
potential of India's farmers, the Company 
has launched ITCMAARS (Metamarket for 
Advanced Agriculture and Rural Services). 
Managing Logistics-related Impacts 
To further mitigate value chain impact, steps 
are being taken for reducing energy consumed 
in transportation of raw materials, finished 
goods and waste. ITC has strategically located 
its Integrated Consumer Goods Manufacturing 
and Logistics (ICML) facilities for FMCG 
businesses closer to the market. This allows 
for making direct shipments to customers, 
thereby avoiding intermediate movements and 
optimising distribution logistics. 
‘ITC One Supply Chain’ initiative covering ITC’s 
total network in India has resulted in route 
optimisation, Improving the share of Higher 
capacity vehicles and utilisation thereby 
lowering total kilometres traversed by ITC’s 
Products. This combined with shipments 
through rail and sea routes have helped to 
reduce GHG emissions.  
ITC has deployed Electric vehicles (currently 
available are small sized vehicles) for shipping 
material to the distributors. These vehicles are 
running in 7 metros covering about 3,200 trips 
annually. This initiative will be further scaled up 
along with adoption of larger size vehicles.
This ‘phygital’ eco-system will empower the 
farming community by delivering hyperlocal 
and personalised solutions by synergistically 
integrating NextGen agri-technologies. 
86%+
Raw materials and stores 
& spares have been locally 
procured over the years, 
consistently  
Responsible Sourcing of Fibre by 
Paperboards and Specialty Papers Division
The Paperboards and Specialty Papers Division 
(PSPD) processed 2.03 million tonnes of raw 
materials (about 74% of the total raw material 
procured by ITC), out of which over 99% were 
from renewable sources. The Kovai unit of the 
Paperboards and Specialty Papers Business 
utilised nearly 84,000 tonnes of post-consumer 
paper waste as raw material in FY 2022-23.
Approximately 59% of the total fibre 
requirements of ITC's PSPD is met by pulp, 
manufactured at the Bhadrachalam unit. 
Another 14% comes from recycled fibre 
processed at the unit in Kovai. The balance 27% 
is imported pulp used at Bhadrachalam and 
Tribeni units. 
In terms of traceability:
	
⬤Approximately 84% of the fibre produced in 
Bhadrachalam is from wood sourced from ITC's 
Social and Farm Forestry initiatives.
	
⬤The fibre used at the Kovai unit is either 
recycled or reclaimed fibre.
	
⬤Overall, 100% of the fibre used by ITC's 
PSPD is of known and legal origin. All four 
manufacturing units of the PSPD have obtained 
the FSC® Chain of Custody certification and 
have complied with all the requirements during 
the year, thereby sustaining ITCs position as the 
leading supplier of FSC® – certified paper and 
paperboards in India.
Sustainable Supply Chain and Responsible Sourcing
Sustainable Supply Chain Initiative at ITC
Raw Materials,  
Stores & Spares Consumed
Imported
Indigenous
113
16
2018-19
119
15
2019-20
124
15
2020-21
144
20
2021-22
176
27
2022-23
in I Billion
109 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Road Ahead
ITC’s sustainable supply chain and responsible sourcing initiatives 
focus on integrating evolving sustainability requirements 
across the value chain for both de-risking as well leveraging 
opportunities for building a more resilient value chain.  Going 
forward ITC will focus on scaling up its efforts towards:
Sustainable Supply Chain and Responsible Sourcing
Building Capacity of  
Value Chain Partners
ITC Businesses will scale up their 
engagement with their respective 
partners including suppliers, third-party 
manufacturers and farmers through 
focussed trainings on material sustainability 
aspects.
Conducting Structured 
Sustainability Assessments of Key 
Suppliers
Periodic due-diligence and third-party 
assessments enabled by tech-based 
solutions for ensuring effective tracking and 
implementation of corrective actions.
Partnering with Key Suppliers on 
their Sustainability Journey
Jointly working with suppliers for 
progressively implementing identified 
corrective and preventive measures, 
and enabling sustainability across their 
operations.
110 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Consumer trends around the world are 
signalling a shift towards a rise in the uptake of 
sustainable products across existing (B2B, B2C) 
as well as emerging channels (D2C). While 
the COVID-19 pandemic brought about major 
and rapid changes in consumer behaviour 
and lifestyles, resulting in heightened demand 
for hygiene, health, immunity and well-being 
related products and services, numerous 
consumer surveys over the last few years 
suggest that these, and other trends related to 
environmental and social attributes of products 
are expected to sustain and amplify even after 
the pandemic. 
According to a 2022 Bain & Company survey 
of Asia-Pacific region, consumers surveyed 
in fast-growing markets like India emerged 
as more sustainability conscious than their 
counterparts in more mature markets. 
However, at the same time, consumer 
behaviour is also exhibiting a very evident 
‘say-do’ gap between what consumers say 
or believe versus what they buy, primarily 
driven by factors like awareness, availability, 
affordability and trust. Therefore, closing the 
‘say-do’ gap by addressing all these obstacles 
will be key to leveraging this emerging 
opportunity. Even the road to net zero will 
necessarily require businesses to integrate 
sustainability in their products and services, 
and empower their consumers to make more 
sustainable choices. 
Product Sustainability
Identified as a fundamental driver of future 
growth, sustainable product innovation is a 
key pillar of ITC’s Sustainability 2.0 Vison. As 
India’s leading conglomerate operating across 
various consumer segments, ITC continues 
to leverage its Life Sciences and Technology 
Centre’s (LSTC) strong innovation engine to 
build a robust portfolio of world-class products 
and purpose-led brands that address evolving 
consumer needs and trends. Company’s 
endeavour has been to introduce innovative 
and sustainable products and services that 
integrate sustainability across the life cycle 
– from sustainable design, formulation and 
sourcing to sustainable manufacturing, 
packaging, and responsible use-phase and 
end-of-life management. As a steward of 
product responsibility, the Company follows 
stringent global standards of quality, safety 
and transparency. ITC manufacturing units 
and hotels have state-of-the-art facilities 
with internationally benchmarked quality 
management systems. 
ITC’s Approach 
Sustainable Product Innovation  
Product Responsibility & Stewardship
Fuelling Innovation – 
Leveraging ITC’s Life Sciences 
and Technology Centre (LSTC)   
•	 Building purpose-led brands powered 
by agile innovation platforms of LSTC.
Leveraging Life Cycle 
Assessment Approach    
•	 Building a sustainable product 
portfolio.
Quality, Safety & Transparency   
•	 Global quality, and health & safety 
standards and certifications for delivering 
world-class products and services.
•	 Best practices related to product 
information, labelling, responsible 
marketing, data privacy and compliance 
management.
•	 Consumer feedback management
Addressing Emerging Consumer  
Needs with Agility
111 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Highlights
ITC’s Nutrition First 
strategy of Help India Eat 
Better to deliver on key 
commitments on developing 
Healthier Product Portfolio, 
Affordable & Accessible 
Product Strategies, Food 
System Transformation 
initiatives under Sustainable 
Development and Employee 
Wellness initiatives
~95%
(98 out of 103) of the 
manufacturing locations 
(including third party 
manufacturing units) are 
certified as per recognised 
global standards like 
FSSC 22000/ ISO 22000/ 
HACCP. Certification of the 
remaining 5 units is planned 
in FY 2023-24
>90
new products anchored 
on the vectors of Health 
& Nutrition, Hygiene, 
Protection & Care, and 
Convenience & On-the-Go 
were launched across target 
markets during the year
Packaging and Printing 
Business - Adjudged winner 
at the prestigious WorldStar 
Global Packaging Awards
Product Sustainability
ITC’s vibrant portfolio of 
over 25 world-class Indian 
brands represents an annual 
consumer spend of over
₹29,000 
crores
in FY23. The Company’s 
products reach over 230 
million households in India
ITC Hotels' guest satisfaction 
level/Index, known as ‘WoW 
Ratio’ for FY 2022-23 stood at
90.78%
ITC Hotels was recognised as 
the best Luxury Hotel Chain 
for the 4th consecutive year at 
‘Travel + Leisure India’s Best 
Awards 2022’
Promotion of ITC’s Mission 
Millets – a transformative 
and cohesive approach 
to build awareness and 
adoption of millets
112 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Scientific platforms in 
agroforestry have led 
to pioneering work in 
development of new clones in 
tandem with Paperboards & 
Specialty Papers Business to 
enhance wood productivity, 
build climate resilience, and 
pulp quality for sustainable 
raw materials and farmer 
profitability.
LSTC - ITC’s Innovation 
Engine
ITC’s state-of-the-art Life Sciences and Technology 
Centre (LSTC) in Bengaluru is at the core of 
driving science-led product innovation to support 
and build ITC’s portfolio of world-class products 
and brands. The LSTC team comprising of over 
400 highly qualified scientists has a mandate to 
work on future ready science platforms, design 
differentiated products to address unique 
consumer needs and deliver superior benefits. 
Future Ready Platforms for Driving 
Innovation Across ITC Businesses
LSTC is equipped with world-class scientific 
infrastructure and state-of-the-art facilities 
to create deep knowledge base and build 
intellectual property for ITC through research, 
rapid prototyping and process development. 
Over 800 patents have been filed till date, 
bearing testimony to LSTC’s innovation 
capabilities.  In line with ITC’s relentless focus 
on operational excellence and quality, each 
Business is mandated to continuously innovate 
on materials, training, processes and systems 
to enhance their competitiveness. LSTC actively 
collaborates with and supports the Businesses 
to drive their innovation agenda and accelerate 
growth. ITC has been a forerunner in 
introducing first-to-market innovative products 
for Indian consumers. Over 90 new products 
anchored on the vectors of health & nutrition, 
hygiene, protection & care, and convenience 
& on-the-Go were launched across target 
markets during the year.
Sustainable Product Innovation
LSTC’s Centres of Excellence in Biosciences,  
Agri-sciences & Materials sciences, and future-ready  
platforms such as Beauty & Hygiene, Health & Wellness,  
Agro-forestry, Crop Sciences, Consumer and  
Sensory Sciences and Sustainable Materials &  
Packaging continue to drive world-class innovation.
Innovative science-based 
programmes continue to be 
leveraged to drive systematic 
reduction in salt, sugar and fat 
from packaged food products 
recipes without compromising 
on sensory attributes.
LSTC, in collaboration with the 
Agri and Branded Packaged 
Foods Businesses, endeavours 
to ensure that contemporary 
science-based outcomes are 
fully integrated across key agri 
value chains from farm to fork 
including wheat, potato and 
spices.
PCPB R&D-Product 
Development team at LSTC 
continues to leverage science 
and technology led capabilities 
to build future product pipeline 
readiness in Health & Hygiene, 
Personal Wash, Fragrances, 
Home Care and Skin Care 
categories. 
Further, LSTC has been 
developing “Green Products” 
with sustainable formulation, 
efficient processing and 
sustainable packaging, which 
are bio-degradable and eco-
friendly, covering products 
under Personal Care and Home 
Care categories.
Branded Packaged Foods
Personal Care Product Business
Paperboards & Specialty Papers
Product Sustainability
113 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Leveraging Digital Capabilities for Next-Gen R&D
As a future-ready innovation engine, LSTC is developing and deploying advanced tools for quality 
performance analytics and competition benchmarking leveraging Artificial Intelligence and 
Machine Learning (AI-ML) technologies. Robust risk management practises are in place to ensure 
that ITC’s intellectual properties remain adequately protected at all times. Going forward, LSTC will 
continue to identify opportunities to address emerging trends by leveraging R&D insights powered 
by digital capabilities and based on contemporary sciences and ITC’s diverse core competencies.
Product Sustainability
LSTC’s unique competencies in 
material sciences have enabled 
innovative recyclable flexible 
packaging and compostable 
packaging solutions in line 
with ITC’s environmental 
sustainability agenda.
LSTC has an ambitious R&D 
programme on improving yield 
and quality, given the shrinking 
plantation acreage in the 
country.
Ongoing research on climate 
resilient crops seeks to address 
the security of raw material 
supplies across ITC’s value 
chains.
Packaging & Printing
Agri
Sustainable Product Innovation
114 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Life Cycle Assessments (LCA) Driven Innovation
In line with the overall strategy to embed 
principles of sustainability into the various 
stages of product or service life cycle, ITC 
initiated life cycle assessments (LCA) of its 
products and services in 2010 with an objective 
to evaluate the impacts and identify areas 
for improvement in the value chain. LCA 
studies have been carried out for some of the 
Company’s key products from Paperboards 
and Specialty Papers Business, Personal Care 
Products Business, and Branded Packaged 
Foods Businesses for identifying additional 
opportunities to reduce environmental impact 
across the value chain. These assessments 
have enabled identification of concrete 
solutions towards more efficient packaging 
designs, loading efficiencies in transportation. 
Studies conducted on the selected products 
also provided valuable insights which are duly 
considered for new product development and 
design. Several sustainable products were 
developed during the year. 
In FY 2022-23, LCAs on Classmate Notebook, 
Savlon Powder Handwash, Nimyle Floor 
Cleaner and Paperboards were initiated. 
Additionally, during the year, capacity building 
programmes were conducted for practitioners 
across ITC businesses and LSTC in order to 
further strengthen the application of LCAs 
at product design stage itself including 
interventions related to using alternative 
raw materials/formulations, manufacturing 
processes, and packaging, and minimising use 
phase and end-of-life impacts.
The Personal Care Products Business 
(PCPB) launched the Savlon powdered 
handwash, an innovative concentrated 
handwash format. A life cycle assessment 
(LCA) was conducted to understand and 
compare the environmental benefits of 
Savlon powdered handwash with a regular 
liquid handwash of comparable volume 
when diluted, across all life cycle stages 
of the product (from formulation to end 
of life, or cradle to grave). Based on the 
LCA results, the overall carbon footprint 
of Savlon powdered handwash is 67% 
less than regular liquid handwash. The 
powdered variant uses less emission-
intensive ingredients, reducing the carbon 
footprint at the formulation stage by 31%, 
and requires minimal packaging, thus 
reducing the amount of packaging material 
by over 92% (by weight), and thereby 
reducing the carbon footprint of packaging 
by 87% compared to liquid handwash. 
PCPB also redesigned the manufacturing 
process of Nimyle floor cleaner wherein the 
need for additional heating is eliminated 
and the product is manufactured without 
heating. An LCA was conducted for 
quantifying the environmental benefits of 
the process change, and as per the results, 
the process modification resulted in 34% 
less CO2 emissions as a result of reduced 
electricity requirements. The cold process 
also resulted in 27% less water depletion 
than the earlier hot process. 
The above LCA studies have further helped 
identify additional opportunities for reducing 
the environmental footprint of these products. 
Case Study: Using LCAs for Demonstrating Environmental 
Benefits of ITC’s Innovative Personal & Home Care Products
Product Sustainability
Classmate 
Notebook 
Savlon Powdered 
Handwash 
Savlon Liquid 
Handwash
Nimyle floor 
cleaner
Cradle-to-grave
Cradle-to-grave
Cradle-to-grave
Cradle-to-gate
LCAs Conducted in 2022-23 (Boundary)
Sustainable Product Innovation
115 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Engage L’amante Luxury 
Perfume Sprays  
with Unique Bag-on-Valve 
Technology, an Ecofriendly, 
Technology enabled 
Propellant
Sunfeast Farmlite 
Super Millets Cookies 
made from a Blend of 
Millets including Ragi, 
Jowar (Sorghum) and 
Contains No Added Maida 
(Refined Flour)
ITC MasterChef 
‘IncrEDIBLE’
Plant Based Meat 
Alternative Range
Fiama Shower Gel 
‘Happy Naturals’ Range is 
made of 97% Natural Origin 
Content*
ITC’s Sustainable Product Portfolio – A Snapshot
Product Sustainability
Sustainable Formulations
Sustainable Sourcing
Sustainable Operations
*As per applicable standards
ITC’s Paper Mills at Bhadrachalam 
and Kovai
are CII GreenCo PLATINUM + certified, 
the highest rating in the system, and 
Bolaram Unit runs on 100% Renewable 
Electricity
FSC® Certified Paperkraft 
Notebooks (FSC®-C181115)
supported by Paper Businesses 
FSC® Forest Management 
Certified plantations & FSC® 
Chain of Custody Certification 
of all four Unit (FSC®-C064218, 
FSC®-C102390)
The First 12 Hotels in the World to Receive 
LEED Zero Carbon Certification are  
ITC Hotels
Units of ITC’s Packaging & Printing 
Business are SA8000 Certified (Social 
Accountability)
ITC Mangaldeep  
'Sixth Sense' Panel
an Inclusive Initiative that has recruited 
Visually Impaired Fragrance Testers
ITC Spices Value Chain
Sustainable farm 
certifications like Rainforest 
Alliance, Global G.A.P, 
Fairtrade and USDA Organic
Aashirvaad Organic 
Products
Certified Organic Wheat 
and Pulses
Mangaldeep Incense 
Sticks 
are Manufactured using 
International Fragrance 
Resource Association (IFRA) 
Approved Chemicals
Leaf Tobacco Business  
Complies to Global Tobacco Sustainable 
Tobacco Programme (STP 2.0) covering 
farm value chain
Sustainable Product Innovation
116 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC’s Sustainable Product Portfolio – A Snapshot
Product Sustainability
Sustainable Packaging
Use Phase Sustainability
Responsible ‘End of Life’ Management
Aashirvaad Organic 
Whole Wheat Atta
1kg Pack in a Paper-
based Bag, Reducing 
Plastic Usage by 25%
Mangaldeep Low Smoke 
Incense Sticks
release up to 85% Less 
Smoke when Burning 
as compared to Normal 
Incense Sticks
'OmegaBev', 'OmegaBarr.' ‘OmegaBowl’ 
& ‘OmegaBev Vio’
Compostable Paperboard Alternatives 
to Plastic-coated Containers and Cups 
including Deep Freeze, and Hot & Cold 
Applications
Fiama Shower Gel Bottles   
with 50% Post-Consumer Recycled 
Plastic Content
Savlon Powder 
Handwash   
allows Consumers to Reuse 
Empty Bottles at Home
BIOSEAL   
Compostable Coating with Excellent Oil & 
Grease Resistance and Heat Sealability for 
QSR Segment (Tubs & Lids), Tea Envelopes.
Savlon Glycerine Soap 
Wrapper utilises 70% post-
consumer recycled plastic 
in its PET layer
Aashirvaad Atta  
with Multigrains' Happy Tummy 
website - Content Hub on Digestion for 
Consumers with Certified Expert Blogs, 
Videos, High Fibre Recipes, Free One-
on-one Consultation, and tools like Fibre 
Meter, My Meal Plan & Ask an Expert
OXYBLOCK  
Patented Barrier Coating that provides 
oxygen barrier and helps in converting 
non-recyclable packaging into recyclable 
in segments such as oil, ketchup.
Engage Cologne  
shifted to 100% Paper-
based Recyclable Cartons
ITC sustained its Plastic Neutral Status for 
2nd Year in a Row
Sustainable Product Innovation
117 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Product Responsibility 
& Stewardship
Quality and Safety 
ITC has put in place stringent processes 
and systems to ensure that its products and 
services are in compliance with relevant 
regulatory requirements. The Company 
is committed to providing products and 
services that offer best-in-class quality and 
user experience. Manufacturing Units and 
Hotels are also housed in state-of-the-art 
facilities and internationally benchmarked 
quality management systems have been 
implemented. The Company adopts stringent 
hygiene standards, globally benchmarked 
manufacturing practices and robust quality 
assurance systems for its products. 
Product Sustainability
•	 Various tests for product quality 
during the life cycle of agri-
commodities namely procurement, 
processing, storage and shipment, 
as per the customers’ requirements 
with accredited laboratories are 
undertaken prior to shipment/ 
dispatch. 
•	 Stringent processes and systems are 
in place to ensure that the products 
and services are in compliance with its 
customer requirements.
•	 All Units are being periodically 
evaluated against Global Food Safety 
standards- internally by Central 
Quality Team as well as externally by 
Third Party certification bodies for 
ISO/FSSC accreditations.
•	 98 out of 103 of the manufacturing 
locations (including third party 
manufacturing units) are certified as 
per recognised global standards like 
FSSC 22000/ ISO 22000/ HACCP.
•	 Suppliers undergo periodic evaluation 
to ensure process robustness and 
Food Safety compliance.
•	 Dashboard on Online Product Quality 
Rating system are in place for analysis 
of product defects.
•	 Targeted training programs are 
provided to the employees. Central 
Quality team also anchors training 
sessions depending upon training 
needs identified.
The detailed ITC Foods Quality and Food 
Safety Policy can be referred on https://
www.itcportal.com/about-itc/policies/itc-
foods-quality-food-safety-policy.aspx
•	 Co-creation of products with 
consumers is accomplished through 
state-of-the-art labs and facilities. 
It entails generation of scientifically 
evaluated objective evidence-based 
robust product claims through various 
National, International standards and 
customised methods. 
•	 Partnership with renowned accredited 
National & International Testing 
Laboratories for independent third-
party validation of product claims. 
•	 A peer-reviewed formal 
documentation and approval process 
is in place for substantiating product 
claims. 
•	 A mandatory safety evaluation 
process for the product at third-party 
accredited independent Contract 
Research Organisations (CROs) is also 
undertaken and safety of the products 
are ensured before commercial 
launch.
•	 Continual review of products for 
certification / endorsements by 
various National / International bodies 
for efficacy / safety is undertaken for 
independent verification & enhancing 
credibility.
Branded Packaged Foods 
Personal Care
B2B Businesses  
(Agri, Packaging & Printing)
A Summary of some of these Practices is provided below:
118 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Product Sustainability
Customer Health and Safety
The Company's uncompromising commitment to providing world-class products and services to 
customers is supported by its concern for the safety of its customers/ consumers. ITC's commitment 
towards ensuring compliance with applicable standards of health and safety commences at the 
design stage. Risks during procurement, manufacturing and delivery stages are also mapped and 
evaluated, based on which necessary control measures are deployed. 
ITC’s Paperboards & Specialty Papers 
Division monitors international and 
national food safety norms governed by 
US FDA, BRCGS, EU Laws, German BfR & 
BIS/FSSAI rules to ensure the compliance 
with food safety.  To meet the food safety 
regulations, the Division has established 
a practice of annual compliance testing 
of Paper & Paperboard materials from 
all four manufacturing plants from third 
party laboratories. All paper & paperboard 
product intended for direct food contact 
compulsorily goes for food safety testing.  
•	 Vendor evaluation & selection of input 
raw material happens only when all 
the documents regarding Food Safety 
Certifications are provided by the vendor.
•	 The latest Material Safety & Datasheets 
with proper guidelines of usage, storage 
conditions & disposal/recycling to the 
consumers is maintained.
•	 Some renowned standards that ITC 
PSPD follows in the testing of its products 
to meeting Food Safety Standards 
are USFDA 21CFR, EC Regulations 
(EU) No.10/2011, Regulation (EC)No. 
1907/2006 of REACH.
Case Study: Aligning with Global Standards for Food 
Safe Paper & Paperboards 
•	 New product creation in the Business 
involves consideration of global and 
Indian industry developments and is 
supported by comprehensive research 
and testing facilities at the ITC Life 
Sciences & Technology Centre, where 
laboratories conform to ISO/IEC 17025 
standards and are certified by NABL.
•	 The manufacturing facilities adopt 
stringent hygiene standards, 
benchmarked manufacturing practices 
and robust quality assurance systems on 
which employees are continually trained.
•	 Robust food safety management systems 
(complying with FSSAI/HACCP/ ISO 
22000) are in place at all ITC Hotels. The 
Standard Operating Procedures are 
laid down to comply with the norms. The 
luxury collection Hotels and WelcomHotels 
(Owned Hotels) periodically undergo 
assessment by third-party auditors.
•	 ITC Hotels adhere to Good Hygiene 
Practices (GHP) and Good Manufacturing 
Practices (GMP).
•	 All ITC hotels adhere to the ITC Fire and 
Life Safety management guidelines that 
are based on the National Fire Protection 
Association (NFPA) codes and other 
international best practices.
•	 The Hotels Business continued to reinforce 
its commitment towards health & 
hygiene with ‘WeAssure’ – a programme 
designed in collaboration with medical 
professionals & disinfection experts to 
reassure guests and to provide best-in-
class experience in hygiene and safety 
at the Company’s iconic Hotels. The 
programme has received a Platinum Level 
certification from M/s. DNV.
•	 The Company’s Hotels Business has also 
demonstrated high levels of resource 
efficiency by achieving the LEED® 
Platinum certification for its luxury 
collection hotels and LEED Zero Carbon 
certification for 12 properties.
Cigarette
Hotels
Product Responsibility & Stewardship
119 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Product Information and Labelling 
As an organisation committed to high 
standards of transparency and good 
governance, ITC's Business operations comply 
with applicable laws of the nation.  
As an integral part of ITC's customer 
satisfaction philosophy, adequate systems with 
respect to product information and labelling, 
and customer engagement have been put in 
place. During the year, no incident of non-
compliance concerning product and service 
information and labelling was reported. 
Product Sustainability
•	 All information about ingredients 
and nutrition of food products has 
been published on the product 
packaging as per relevant statutory 
requirements.
•	 All claims and nutritional information 
are provided to consumers in line with 
current applicable laws and in line 
with ITC Foods Division’s Labelling 
Policy and ITC Foods Division’s 
Marketing & Communication Policy.
•	 Furthermore, to avoid ambiguity 
w.r.t sensitive food additives, source 
name declaration for all sensitive 
emulsifiers used in ITCs products is 
being declared upfront on the product 
labels. For all products, RDA values 
have been revised basis ICMR RDA 
2020.
•	 The product nutritional attributes 
viz., source or richness of a particular 
nutrient in a product are being 
communicated to consumers wherever 
applicable in a responsible manner.
•	 Products comply fully with the 
Standards of Weights and Measures 
Act (Packaged Commodities Rules), 
Drugs & Cosmetic Act, Bureau of 
Indian Standards and the applicable 
Trade Marks Law.
•	 The product labelling in addition to 
instructions for safe and effective 
usage, calls out specific product 
sustainability features such as:  
	−Bottle made with 50% recycled 
plastic, Wrappers made with 70% 
PCR film, 90% Natural Origin Content, 
Recyclable Packaging etc
	−No Paraben, No Silicon, No TCC etc.
	−Skin Friendly pH, Skin type suitability 
etc.
•	 All fragrances used in products comply 
with IFRA standards. In line with 
statutory requirements, any allergens 
in the product are mentioned in the 
ingredient list.
Branded Packaged Foods 
Personal Care
Some Glimpses of Practices have been Detailed below:
•	 Products are primarily sold by the 
Agri Business on a B2B basis, and are 
labelled as per customer requirements 
on quality, shipping marks or in line 
with the labelling requirements of the 
importing country.
•	 The Business also provides phyto-
sanitary certificates, surveyor 
quality and quantity reports, as 
well as Chamber of Commerce 
certificates etc., as necessary. The 
Business complies with the statutory 
requirements for exports.
•	 Products sold through Choupal 
Saagars are labeled as per statutory 
requirements.
•	 In Leaf Tobacco Strategic Business 
Unit, the products are labelled 
in accordance with customer 
specifications. Unique identity (label 
with a bar code) is maintained for 
every product across the value chain, 
right from raw material sourcing (from 
farmers) till it is packed and shipped 
out.
Agri Business
•	 Labelling on all ESPB products 
follows the statutory requirements 
including standards specified by Legal 
Metrology acts. 
•	 For products where plastic packaging 
is used, statutory guidelines regarding 
minimum thickness is followed. Also, 
relevant information on type of 
Plastic (LDPE/PP etc.), name of the 
manufacturer is given.
•	 For art stationery products, EN 
71 certification is followed by the 
manufacturer which complies with 
Child Safety norms. Also, erasers 
sold by ESPB follow a phthalate-free 
formula focussed on child safety.
Education & Stationary Products
PCR - Post-consumer recycled plastic
Product Responsibility & Stewardship
120 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Product Sustainability
Data Privacy
Data privacy is relevant to ITC's Information 
Technology Business. Systems and procedures 
have been established to ensure that there are 
no instances of non-compliance resulting in 
a breach of data privacy. The Business has a 
privacy policy, developed in line with the IT Act, 
2000, that covers all aspects of data privacy 
with respect to sensitive information. 
Network architecture and information security 
controls of the Business, driven by industry best 
practices, ensure compliance to the privacy 
policy. The Business has also formulated an 
Information Management policy catering to 
IT security aspects of ISO 27001 Information 
Security Management System (ISMS). The IT 
operations arm of ITC Infotech Limited is ISO 
27001 certified. Documented procedures are 
available and practised to control physical 
access to information, e.g. the defined and 
restricted access rights to IT Room/ Server 
Room and User Access Management based on 
ISO 27001 and as agreed upon with customers.
The Business has also put in place measures 
at various control areas to meet customers' 
requirements for data security. These include 
desktop access, server access, network 
access, operating system, application security, 
•	 The products are labelled in accordance 
with customer specifications. 
•	 Every package has a unique identity 
(label with a bar code) with traceability 
information available right from the 
time of purchase of raw material till it is 
packed and shipped to the customers 
destination.
Packaging & Printing
data transfer, penetration testing, etc. Clear 
guidelines are provided for data backup, 
retention periods, the media on which backups 
have to be maintained and storage at remote 
locations. In addition, stringent risk assessments 
are carried out to identify vulnerabilities and 
threats to assets and determine the controls 
that need to be put in place.
During the year, no complaint related to breach 
of data privacy or loss of data was received.
Compliance
All businesses/divisions of ITC have 
established systems, procedures and review 
mechanisms to identify and comply with 
the laws and regulations concerning their 
products and services. Every business and 
corporate functions periodically submit 
statutory compliance report to the CMC/
Board on regulatory, product specific, finance/ 
revenue, personnel, technical/process and 
environmental statutes, and other applicable 
laws and regulations. This is done on the basis 
of updated checklists backed by appropriate 
monitoring and control systems maintained by 
each unit/ business/corporate function.
•	 Business prioritises consumer safety 
and environmental protection by using 
fragrances that comply with IFRA 
regulations, ensuring the exclusion of 
harmful chemicals in the fragrance.
•	 Product specific claims on packs in 
select SKU’s for consumer awareness 
such as
	−Communication on long lasting 
fragrances
	−Charcoal free Agarbatti
	−Number of quality checks performed 
on the product
	−Awareness on safe disposal of packs.
Safety Matches & Agarbatti
Responsible Marketing 
	
⬤The Company’s communications are aimed 
at enabling customers to make informed 
purchase decisions. The Company also makes 
efforts to educate customers on responsible 
usage of its products and services. 
	
⬤ITC's Consumer Goods Businesses adhere 
to voluntary and legal codes of conduct 
and follow the ASCI (Advertising Standards 
Council of India) Code for its marketing 
communications. ITC’s Hotels Business follows 
a self-regulated marketing communications 
approach, guided by the ISA (Indian Society of 
Advertisers) rules and guidelines. 
	
⬤The Cigarettes Business is governed by 
the Cigarettes and Other Tobacco Products 
(Prohibition of Advertisement and Regulation of 
Trade and Commerce, Production, Supply and 
Distribution) Act (COTPA). 
During the year, no incident of non-compliance 
concerning marketing communications was 
reported.
Product Responsibility & Stewardship
121 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Product Sustainability
Consumer Feedback 
Management 
ITC’s endeavour has been to developing long-
term relationship with consumers through 
robust consumer engagement. As an integral 
part of ITC's consumer satisfaction focus, 
attention is paid to product information and 
labelling and consumer engagement by the 
Businesses. ITC’s Businesses have established 
system for monitoring customer satisfaction, 
and it ensures that the feedback is addressed in 
a systematic manner. In addition, the Company 
has an online reputation management team 
which interacts with consumers via social 
media channels, and responds to their queries 
in a real time manner. 
A Customer Relationship Management (CRM) 
platform has been implemented for capturing 
complaints, queries, feedback and suggestions 
received across channels. The CRM platform 
also provides consumer insights for bringing 
about process related changes and system 
enhancements for improving the CSAT 
(Customer Satisfaction) scores. Some glimpses 
of practices have been detailed below:
A well-established system 
is in place for dealing 
with consumer feedback. 
Consumers are provided 
multiple options to connect 
with the Company through 
email, telephone, website, 
social media, feedback forms, 
etc. In addition, the Company’s 
Businesses have dedicated 
consumer response cells 
to respond to their queries 
and receive feedback on 
products to enable continuous 
improvement of its products 
and services.
FMCG
Customer satisfaction survey 
for paperboard converters in 
India was conducted during 
the year. Close to 90% of the 
respondents were satisfied 
with the Division, and around 
two third of the respondents 
selected PSPD as the Best 
Supplier.
Paperboards and Specialty Papers
As an integral part of ITC's 
customer satisfaction 
philosophy, where applicable, 
adequate systems for customer 
engagement have been put in 
place. 
Customer feedback for B2B 
businesses like Agri Business 
and Packaging and Printing 
is obtained through different 
channels.
For Packaging and Printing 
Business, close to be 50% of 
the customers were found to 
be promoters (i.e. a score of 9 
/ 10 out of 10) and around 45% 
gave a score of 7 / 8 out of 10). 
Overall, the satisfaction score 
was 79.9%.
B2B Businesses  
(Agri, Packaging & Printing)
Product Responsibility & Stewardship
122 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Product Sustainability
The survey is conducted among 
Chief Executives and Senior 
Management of client firms, 
and is based on a structured 
questionnaire customised for 
the stakeholder. 
Multiple parameters and 
business outcomes, including 
satisfaction, loyalty, advocacy 
and value for money, are 
measured. 
The outcomes and insights from 
the survey are utilised to drive 
customer engagement and 
improve service delivery at the 
organisation, business unit and 
account level.
Information Technology
The Retailers Satisfaction 
Audit was done among 1,200 
ITC Loyalty Program Retailers 
across 8 major metros. The 
study was done to determine 
their satisfaction level with 
ITC vis-à-vis leading peer 
companies. 
As per the study, ITC is the most 
preferred company amongst 
leading FMCG players on 
performance & perception. 
Trade Marketing and Distribution
The Hotels Business has a 
well-established system for 
monitoring guest satisfaction 
levels across all properties 
through a proprietary index 
called WoW Ratio. The three-
tiered process followed by ITC 
Hotels ensures that the guest 
feedback is addressed in a 
systematic and satisfactory 
manner.
Report Analysed
•	 Scores are generated for the hotel and 
individual departments 
•	 Scores are compared against the 
target set 
Improvements Identified and 
Implemented 
•	 Data is analysed to identify areas of 
improvement
Monitored and Verified
•	 Scores are monitored to ensure that 
corrective action has been effective 
•	 Audits are conducted to check efficacy 
of the changes
As per the Customer Feedback System, 
guest satisfaction level/Index, also known 
as WoW Ratio for 22-23 is – 90.78 %
Hotels
'Sixth Sense' - ITC’s AI Powered Tool for 
Gaining Deep Consumer Insights
Additionally, ITC Businesses continue to 
leverage the power of digital to drive superior 
consumer insights & innovation, deepen 
consumer engagement and enhance brand 
loyalty, the Marketing Command Centre and 
Consumer Data Hub - an AI-powered hyper-
personalised platform backed by a robust 
partner ecosystem for content and data, is 
being increasingly utilised to gain insights 
on market trends and consumer behaviour, 
as well as synthesise the same to craft 
contextual and hyper-personalised brand 
communication and product development.
Product Responsibility & Stewardship
123 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Road Ahead
As part of its Sustainability 2.0 Vision, ITC is committed to:
Sustainable Product Innovation  
Continue to drive world-class innovation by leveraging LSTC’s 
Centres of Excellence in Biosciences, Agri-sciences & Materials 
sciences, and future-ready platforms such as Beauty & Hygiene, 
Health & Wellness, Agro-forestry, Crop Sciences, Consumer and 
Sensory Sciences and Sustainable Materials & Packaging.
Expanding ITC’s sustainable product portfolio by leveraging LCAs 
across key categories, and deep consumer insights gathered using 
new age technologies. 
Product Responsibility & Stewardship
Continue to implement global best practices and standards on 
quality, safety and transparency. 
To further establish Food System Transformation leadership across 
key areas of management. 
Product Sustainability
124 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC Foods Business:  
Nutrition Strategy
Product Sustainability 
in Action
Help India Eat Better
Read more at: https://nutrition.itcportal.com/
HelpIndiaEatBetter/index.html
Under the thought leadership of “Nutrition For 
Nation”, ITC Foods Business Division developed 
a 4-pillar model that uniquely combines the 
strategic commitments to deliver on its nutrition 
strategy - “Help India Eat Better”. The strategy 
has been developed to create an ecosystem 
and guide the organisation towards supporting 
the dream of a healthier nation via value-
added products, responsible policies, target 
oriented projects and empowered people, 
through its 4-pillar model. The strategy is also 
in line with Government of India initiatives 
such as Mission Poshan 2.0, Anemia Mukt 
Bharat, Kuposhan Mukt Bharat, Surakshit 
Matritva Abhiyan and the Aspirational Districts 
Programme.
To deliver credibly on ITC’s Nutrition Strategy, 
the 4 pillars are identified as individual key 
indicators reflecting the various targets and 
actions which are further mapped to specific 
outcomes.
Value-added  
Product Portfolio
Sustainable
Food Ecosystem
Healthy
Communities
Consumer &
Employee Awareness
(on Nutrition & Wellbeing)
Pillar 1
Pillar 2
Pillar 3
Pillar 4
125 |  Sustainability Report 2023
Approach to  
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Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Pillar 1: Value-Added 
Product Portfolio
The emphasis has been to create and nurture 
world-class Indian packaged food brands that 
enable consumers to make informed choices 
that are influenced by myriad factors such as 
taste, health, attitudes, beliefs, price, product 
safety and quality.
Product Sustainability in Action
The strategy and its core components drive 
the focus on reducing all forms of malnutrition 
including obesity, diet related diseases and 
micronutrient deficiencies especially amongst 
vulnerable populations. In alignment with 
this ideology, ITC commits on the following 
‘Enhanced Nutrition Commitments’*, to be 
achieved by 2025.
	
⬤To provide Goodness of Protein from 90% of 
the current portfolio.
	
⬤To provide Goodness of Fibre from 75% of 
the current portfolio.
	
⬤To double the % of product portfolio that 
provides Goodness of Iron.
	
⬤To keep per serve calorie delivery below 100 
kcal for chocolates & confectionary.
	
⬤To keep per serve calorie delivery below 100 
kcal for products targeted to children.
	
⬤To increase the product portfolio with 
goodness of whole grains, nuts, legumes, fruits 
& vegetable by 50%.
*basis volume sales, unless specified
These commitments will continue to support ITC 
Foods Division's larger belief to deliver healthier 
food choices. 
Products with a Special Focus on Goodness of Protein & Fibre
100%
of Staples (Atta, RTC 
Chapati, Organic Dals) 
are source of Protein  
& Fibre
94%
of Biscuits are  
source of Protein
96%
of Snacks are  
source of Fibre
100%
of Snacks are  
source of Protein
95%
of Ready to Eat are 
source of Protein
95%
of Fruit beverages are 
source of Fibre
100%
of Papads are  
source of Protein
94%
of Fresh Dairy products are source of Protein
100%
of Noodles & Pasta are 
source of Protein
99%
of Noodles & Pasta are 
source of Fibre
Product Formulation &  
Reformulation strategy
Core components of Product formulation 
& reformulation strategy are:
Nutrition Profiling System
R&D platforms
Responsible Policies
The Eat Right Movement 
Commitment
Enhanced Nutrition 
Commitment
ITC Foods Business: Nutrition Strategy
126 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Product Sustainability in Action
Products with Value-Added ingredients
Certain products in Snacks, RTE (Ready to Eat), Sunfeast Farmlite, ITC Master Chef Range contains 
value-added ingredients like nuts, jaggery, vegetables, meat, pulses & dals etc.
In support of National Iodine Deficiency Disorders Control Programs (NIDDCP), ITC foods also uses 
iodised salt as ingredient in all its relevant products across categories like biscuits, snacks, noodles 
& pasta, ready to eat foods, instant mixes, frozen snacks etc.
Specially Formulated Products
	
⬤Sunfeast Kids Daily Shake Nutrilite – 
Launched in collaboration with Amway, 
Sunfeast Nutrilite Kids Daily shake given 5 in 1 
support (Gut health, Brain function, Immunity, 
Energy metabolism, Bone health).
	
⬤Sunfeast Farmlite Digestive: The biscuits are 
enriched with High fiber along with goodness 
of whole wheat.
	
⬤Sunfeast Marie Light Active: A specially 
formulated biscuit that provides goodness of 
Iron & 6 vitamins.
	
⬤B Natural Select Tender Coconut Water: 
Naturally fat free and helps in hydration. 
	
⬤Aashirvaad multimillet mix with Quinoa: 
Enriched with the wholesome nutrition of jowar, 
bajra, ragi, navane and Quinoa.
	
⬤Sunfeast Farmlite Super Millets Cookies: The 
Multi- Millet and Choco chip cookies contain 
goodness of millets (Ragi & Jowar). They are a 
source of Protein, Fibre and Iron. 
	
⬤Aashirvaad Ragi Vermicelli: Packed with the 
goodness of iron, calcium and fibre.
Products with a Special Focus on Goodness of Micronutrients, +F and Organic Portfolio
23%
of total portfolio is 
source of Micronutrients
28%
of Biscuits are source of 
Micronutrients
100%
of Dals are Organic
100%
of salt is Iodised
9%
of Confectionery is 
source of Micronutrients
98%
Dairy based beverage + 
Fresh Dairy is source of 
Micronutrients
100%
of Fresh Milk portfolio 
is +F (source of Vitamin 
A & D)
98%
of Fruit beverages 
including soups are 
source of Micronutrients
97%
of Noodles are source of 
Micronutrients
Micronutrients include Vitamin A,  
Vitamin C, Vitamin D, Iron, Zinc, B Vitamin etc.
17%
of Biscuits are source 
of Iron
ITC Foods Business: Nutrition Strategy
127 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Reductions
In 2018, ITC embarked on the journey to support FSSAI’s The Eat Right Movement (TERM) with a 
pledge to reduce the nutrients of concern in different categories, while still delivering on the taste 
profile of ITC Foods Division's products. This is made possible due to tremendous efforts of product 
development teams by using latest technology, ingredients, and research & development.
Research & Development: Leveraging New Science
ITC LSTC has taken up concrete projects to deliver not only tasteful but science-based healthy 
products. State-of the- art research along with ITC’s outreach from farm to fork has been 
leveraged to deliver differentiated and nutritionally sound products. ITC Foods was the first 
company to launch juices with a clinically proven ingredient to support immunity. ITC LSTC & Foods 
Division are working on emerging research areas like gut health, nutraceuticals, vital ageing 
and millets, especially as per the needs of Indians, to make nutritious choices available for them. 
ITC’s LSTC team also works with the Foods Division on some critical public-health impacting CSR 
initiatives like Project SAMPOSHAN.
Going forward Foods Division will continue to evaluate the appropriate product portfolio for 
applicable reductions in specific nutrients of concern and extend its efforts across categories, which 
will be reflected in FY 2023-24. This specific commitment is of very high importance to the Foods 
Division and will remain to be a critical element of its nutrition strategy.
Product Sustainability in Action
Nutrients of Concern Commitment
Status
ADDED SUGAR
2020 
5% reduction in current 3/4th portfolio - Biscuits & 
Beverages
Achieved
2023 
Further 5% reduction in current 3/4th portfolio - 
Beverages
Achieved
SALT/SODIUM
2020 
5% reduction in current 3/4th portfolio - Snacks & 
Instant Noodles
Achieved
2023 
Further 5% reduction in current 3/4th portfolio - 
Snacks & Instant Noodles
In Progress
TFA (HVO 
ORIGIN)
All Food Products are "trans-fat free" on per-
serving and per 100g basis
Achieved
TOTAL FAT
2022 
5% reduction in current 3/4th portfolio - Snacks
Achieved
2023 
Further 5% reduction in current 3/4th portfolio – 
Snacks
In Progress
SATURATED FAT
2022 
5% reduction in current 3/4th portfolio - Snacks
Achieved
2023 
Further 5% reduction in current 3/4th portfolio - 
Snacks
In Progress
Serve Size & Portion Control and Voluntary 
Front-of-Pack (FOP) Labelling
Knowing portion sizes is important to plan 
a day’s balanced diet. In line with this and 
the Company’s belief to provide transparent 
communication to consumers to help them 
make informed choices, ITC Foods Division 
had implemented the incorporation of serve 
size and number of servings on all packs, in 
full compliance to food regulations from an 
early stage. Besides this, ITC Foods Division 
also supports other ways to help consumer 
understand portion recommendation and 
do mindful eating like individually wrapped 
portions, resealable packs (bottles with caps), 
discrete units, demarcations on products, has 
been adopted across different products under 
Farmlite, Dark Fantasy, Fabelle & Jelimals range. 
ITC Foods Business: Nutrition Strategy
128 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Pillar 2: Sustainable Food 
Ecosystem
Affordability & Accessibility Strategy
Being a responsible leading food organisation, 
ITC Foods Division fully understands and 
supports the role of balanced diets and 
healthier food products that influence the 
nutritional and health status of the consumers 
by helping address the challenges of all forms 
of malnutrition (obesity, diet-related diseases 
and micronutrient deficiencies). Pricing is 
one of the key concerns and lesser known 
factors that contribute to undernutrition and 
micronutrient deficiencies, as many low-
income consumers lack access to affordable 
nutritious food. Thus, providing consumers with 
better priced healthier product options that 
are easily available will naturally encourage 
healthy eating patterns.
ITC Foods Division Affordability & Accessibility 
strategy includes mapping of healthier 
products basis compliance with internal NPS 
(Nutrition Profiling System). The category 
specific thresholds for compliance with NPS 
also includes positive contribution through 
protein, fibre, micronutrients like vitamin A, 
C, D, Zinc, Iodine, iron, whole grains, fruits, 
vegetables, nuts, legumes etc, which cater to 
special nutrition needs at various life stages 
to address all forms of malnutrition especially 
amongst vulnerable population. 
To provide the low-income consumers a 
wider access to healthier and affordable 
food products, this strategy encompasses 
key vectors of:
This strategy applies across portfolio  
and all categories.
Product Sustainability in Action
Planet Friendly
ITC supports the purpose of ‘Healthy Planet, 
Healthy You’ by helping reduce the carbon 
footprint through green and efficient 
manufacturing, and locally sourcing agriculture 
produce such as fruits for B Natural juices. 
The Business recently launched Plant based, 
Vegan- Meat alternates for consumers without 
compromising on taste.
These have been launched under ITC Master 
Chef IncrEdible range of Plant based-Nuggets 
and Patty. Plant Protein Platform will be one of 
its key science & technology focus areas in the 
coming year. 
Food Loss & Waste Management
ITC Foods Division strives to reduce Foods Loss 
and Waste Intensity (food waste per tonne of 
production) in its own operations in line with 
the sustainability goal of 12.3. This initiative is 
integral to its overall Farm to Fork strategy. 
Over 100 vendors have been trained on Food 
Loss & Waste management.
Biofortification
With an endeavour to develop a sustainable 
and science backed nutritional platform 
within the agri-nutrition framework, ITC is 
exploring biofortification of wheat with zinc 
and potentially millets with iron, to explore the 
long-term benefits of these on the health of 
consumers and the planet.
ITC Mission Millets
ITC has put millets at the heart of its health 
offerings. ITC’s Mission Millets is designed as 
a transformative and cohesive approach to 
build awareness and adoption of millets and 
enhances both the demand and consumption 
as well as the production and supply aspects 
of this smart & nutritious crop. The Millet 
Mission is inspired by the company’s vision to 
contribute in equal measure to people, planet 
and profit. This vision is embedded in the 
company’s credo of ‘Nation First: Sab Saath 
Badhein.’ This approach is in consonance with 
the Government of India’s overall focus on 
nutrition and its Seven Sutras to celebrate the 
magical golden grain in the International Year 
of Millets. 
Recognising that millets are climate resilient 
and nutritionally superior and are critical 
for ensuring both food and nutrition security 
‘ITC’s Mission Millets’ was launched. The 
initiative included development of millet-
based product portfolio under its flagship 
brands of Aashirvaad Natures Super Foods 
(Ragi flour, multi millet flour), Sunfeast 
Farmlite Super Millets cookies amongst other 
products under the value-added innovation 
portfolio and a dedicated Millet microsite 
that will host authored articles, blogs, videos 
and recipes that give credible information on 
benefits and use of Millets. 
Innovation & Renovation 
pipeline encouraging use of 
locally available nutritious 
ingredients, fortification of 
healthier portfolio at affordable 
pricing etc 
Mapping of specific price 
points to enable wider adoption
Efficient Operational 
capabilities e.g. local 
manufacturing, closer to 
market production units, lean 
processes, digital stores etc
Improved local & wide 
spread distribution system 
via traditional (e.g. Chaupal 
Sagars) and digital means 
(e.g. ITC Store) to improve 
accessibility
ITC Foods Business: Nutrition Strategy
129 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Pillar 3: Healthy 
Communities
Project Samposhan
India faces a major health concern of 
Prevalence of Anaemia among all age groups. 
Considering the high prevalence of anemia in 
the country, the government of India launched 
the Anemia Mukt Bharat program in 2018. To 
contribute towards the government’s efforts 
and help achieve the goals of UN SDG 2030 
Goal 2 – Zero Hunger, ITC has initiated ‘Project 
Samposhan’ under its CSR Initiatives. The 
project was initiated in collaboration with 
MAMTA Health institute and partner agency 
CII, with extended support from the Bahraich 
medical college, BHU ethical Committee, 
village leaders and anganwaadi workers 
and was supported by a scientific advisory 
committee. In this holistic initiative aimed to 
reduce the prevalence of anemia in the districts 
of Bahraich & Chandauli, Uttar Pradesh a total 
of ~2,700 adolescent girls, adult women and 
pregnant & lactating women were provided 
nutrition education coming from a total 
of 43 villages. Scientifically designed food 
and education-based intervention was also 
conducted in Chandauli to improve critical 
biomarkers via an RCT, post a successful 
sensory evaluation of the product (Double 
Fortified Salt). Statistically significant results 
were achieved for the almost 6-month 
interventional study on serum Iron markers 
amongst few other positive indicators.
YiPPee! Better World Program
With the aim of supporting the National 
Commitments towards a cleaner, greener 
and healthier tomorrow (as outlined in United 
Nations Sustainable Development Goals, 
especially SDG 12 (Responsible consumption 
and production), a unique program “YiPPee! 
Better World” was launched by ITC. In 
partnership with NGO Way for life, the aim 
was to create awareness on plastic waste, 
it’s impact on health & environment and 
bring behavioural change in school children 
around Plastic usage and disposal through 
various awareness sessions. The objective 
was to instil awareness on sustainable waste 
management and create an active community 
of Sustainability Enthusiasts through various 
awareness sessions on plastic waste 
management in a sustainable manner. Around 
2.5 lakh kids were reached & 1,000 recycled 
benches were deployed.
Project Swasthya Bengal
The initiative is aimed at strengthening 
awareness and educating homemakers / 
decision makers of households, Retailers, 
Whole sellers, Consumers, Students about 
adulteration in spices and its ill effects in the 
districts of Bardhaman, Howrah and North 
24 Parganas. This project is being done in 
partnership with Food Industry Capacity & 
Skill Initiative (FICSI) & Rajabazar Education & 
Awareness Development Society (READS). A 
baseline survey was done to understand the 
awareness on food adulteration, followed by 
physical sensitisation meetings, awareness 
sessions, nukkad nataks, talk by local leaders 
on food safety, adulteration in spices & it’s ill 
effects. The sessions also covered the food 
safety aspects that are complied by packaged 
& licensed food sellers. The awareness sessions 
were conducted by certified FOSTAC trainers.
Product Sustainability in Action
The program extensively covered facilitation 
of physical on-spot quick tests for detection 
of food adulterants and distribution of 
educational material like FSSAI DART books, 
labelling mandatories by FSSAI, common 
adulterants in foods etc.
The program also facilitated health camps for 
participants. A School Contact Program was 
also designed that consisted of workshops to 
creatively engage students for awareness on 
Food adulteration and safety quality aspects 
of Packaged foods and a Science fair where 
students, teachers and parents participate. 
The overall direct reach was ~13,000 people 
(including students) from 10 schools through 
the program and many more through radio 
jingles, IEC material and Swasthya Bengal 
pledge sign offs.
ITC Foods Business: Nutrition Strategy
130 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

sessions by experts on food quality, financial 
literacy, entrepreneurship, nutrition awareness 
session and health camps.
As a part of the initiative with the focus only 
on sustainable livelihood, hygiene, education, 
finance, working conditions etc., these 55 
women have been trained on independently 
picking dough and delivering papad from 
and to the factory. The results from end line 
to baseline has seen reduced papad rejection 
rate from 8.5 to 0.58, improved monthly income 
Mrs. Baby Ramesh Kanwar, a 39-year-old is a very pleasant and gracious woman. Her life 
revolves around her husband and her two children. But as we say it always strikes bad when 
you expect it least, Baby Kanwar's husband dies a sudden death. All of sudden, the whole 
family's burden lay on Baby ben's shoulders. To support her family's needs, she started rolling 
papad on dally basis. She collected dough from middlemen where she received ₹26 per 100 
papads. On average, she rolls 2,000 papads daily to sustain her livelihood.
She was introduced to SEWA Rajasthan through Self Help Groups (SHG) where she started 
to make savings, borrowed a loan when needed, became financially literate, and with the 
savings she managed to build her own home. Baby ben, now is a very active member of the 
Programme Samarthya, her papads are one of the finest among all the members. She is 
also teaching other papad rolling members how to efficiently roll the papad. Because of her 
enthusiasm, all the members have appointed her as Treasurer of Samarthya SEWA Samiti 
with the trainings and upskilling programmes she participated through Samarthya, her 
papad quality improved drastically. She was paid ₹26 per 100 papad and currently she is paid 
₹44 and makes around ₹15,000 per month.
Case Study: Project Samarthya
Product Sustainability in Action
Project Balposhan
The objective of the initiative was to create 
awareness on malnutrition (wasting, stunting & 
undernutrition) in children below 5 years, very 
crucial within the 1st 1,000 days of life (800 U-5 
children and their mothers, including Pregnant 
& lactating women), through behaviour change 
communication and development of relevant 
IEC materials, currently under-going in Valsad 
district of Gujarat. This project was done in 
partnership with MAMTA Health Institute.
The aim of the project is to improve the 
nutritional status of under 5 in Valsad district 
of Gujarat. The key outcomes included 
assessment of the nutrition status, intakes, and 
practices of under 5 children and their mothers 
and development of the education material 
for education on infant and young child 
feeding practices. The results on prevalence of 
malnutrition indicators amongst children were 
both alarming and also in alignment to the 
latest NFHS-5 data e.g., 16% wasting in subjects 
(22% as indicated in NFHS-5).
Project Samarthya
This initiative is aimed at creating sustainable 
livelihood opportunities for women in Bikaner 
(who roll papad) by developing an institution 
through local leaders who volunteer to mobilise 
communities, have a deep understanding of 
local culture and values help them identify 
gaps, and facilitate the development of locally 
contextual solutions. The project was executed 
in collaboration with SEWA Bharat and FICCSI. 
The activities included a Baseline survey, 
Capacity Building Training Sessions, training 
by an average of ~1200 rupees, improvement 
in hygiene and quality parameters up to 
100%. The women under this project have 
received FoSTac training and FSSAI Food 
Safety Supervisor certificate and a Skill India 
certificate. One of the biggest achievements, 
of this programme is that, for the first time in 
Bikaner, women experienced independence 
in their role as Aagewan ben and have 
themselves started going to the factory for the 
collection dough and papad delivery. 
ITC Foods Business: Nutrition Strategy
131 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Pillar 4: Employee and 
Consumer Awareness
Workforce Wellness Program
ITC Foods Division undertakes multiple 
initiatives to empower its entire workforce with 
right nutrition knowledge and provide access 
to various facilities to enable them to make 
informed choices. 
Under its ‘Workforce Wellness Program’, ITC 
Foods has been working on various employee 
centric wellness initiatives and continues 
to review and work towards enhancing the 
overall health and wellbeing of its workforce, 
across locations. For the same some specific 
commitments have also been in place, namely:
	
⬤100% workforce to be trained towards 
nutrition, health and wellness to encourage 
them to adopt healthy diets and active lifestyle.
	
⬤100% workforce to have access to affordable 
& healthier food options at work.
	
⬤100% workforce to be provided free health 
checks including (not limited to) nutrition 
focused indicators such as weight, BMI, BCA, 
Blood pressure etc.
	
⬤100% of workforce to have access to 
healthcare experts and nutritionist (24*7) via a 
dedicated and free app.
Consumer Awareness Initiatives
ITC Foods Division ensures availability of online 
nutritional information for all its packs on 
various platforms like ITCstore, Brand websites 
or E-commerce stores. ITC Foods Division 
will further enhance its communication with 
consumers through web portals and share 
credible science-based information.
ITCstore: Nutricorner
ITC has worked towards enhancing its ITCstore 
interface, and has introduced a user-friendly, 
easy to understand information on nutritional 
properties of food products like goodness of 
protein, fiber, millets, vitamins and minerals 
through a dedicated tab – Nutricorner.
ITC Nutrition Portal
ITC has created a dedicated Nutrition portal 
which is an easily navigable site that holds 
credible information on Nutrition basics, 
health and lifestyle management and general 
wellbeing to help its consumers make informed 
choices and deepen their knowledge on 
nutrition and wellbeing.
Policies & Systems
In order to ensure continuous alignment 
with national health priorities and statutory 
requirements, ITC Foods Business Division has 
certain policies in place – 
ITC Limited's Food Division Nutrition Policy  
(https://www.itcportal.com/about-itc/policies/
itc-food-division-nutrition-policy.aspx), 
Food Products Policy  
(https://www.itcportal.com/about-itc/policies/
itc-food-product-policy.aspx), 
ITC Limited Foods Division’s Marketing And 
Communication Policy  
(https://www.itcportal.com/about-itc/
policies/itc-food-division-marketing-and-
communication-policy.pdf), 
ITC Limited Foods Division’s  
Nutrition Profiling System  
(https://www.itcportal.com/about-itc/policies/itc-
foods-division-nutrition-profiling-system.pdf).
Product Sustainability in Action
Nutrition Education
Celebrating National Nutrition 
Month
Access to Nutrition Related 
Wellbeing Indicators Such as 
BMI, Blood Pressure etc., for All 
Employees, Workers & Extended 
Workforce
Nutrition and Wellness 
Seminars/Webinars for all 
Employees, Workers & Extended 
Workforce
Nutritious Food at Work
Physical Wellbeing
Supporting Breastfeeding for 
Mothers at Workplace
Some of the key indicators of the Workforce 
Wellness Program include:
ITC Foods Business: Nutrition Strategy
132 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Nurturing Leaders of Tomorrow
Fostering Employee 
Engagement: The ITC Way
Upholding Human Rights
Embracing Diversity, Equity and 
Inclusion
Workforce for  
Tomorrow
ITC's Approach
ITC believes that sustained long-term value 
is created through organisational vitality 
manifested through the power of innovation, 
connectedness with consumers and customers 
and execution excellence. Such vitality is 
best nurtured in an enabling environment of 
empowerment and accountability to harness 
the full potential of ITC’s human capital. 
In a volatile, uncertain and intensely 
competitive environment, it is ITC's human 
resources that provide the thrust in ensuring 
that ITC continues to deliver world-class 
performance and enhances its reputational 
capital. ITC, therefore, directs its efforts and 
human capital investments towards sustaining 
its position as one of India's most valuable 
employers, strengthening engagement of the 
workforce, fostering a competitively superior, 
performance-driven culture and building 
a Future-Tech enterprise with investments 
in purposeful consumer-centric innovation, 
technology, a digitally-enriched smart 
ecosystem and sustainability. 
All of this coalesces into a collective vitality 
as evidenced through excellence in strategy 
formulation and execution. ITC's Human 
Resource systems and processes governing 
talent selection, performance management, 
capability building, employee relations, 
recognition, rewards, employee well-being, all 
play a critical role in enhancing this vitality and 
delivering the unique talent promise of ‘Building 
Winning Businesses, Building Business Leaders 
and Creating Value for India’. ITC's approach 
of distributed leadership, which combines 
empowerment with accountability enables it to 
pursue multiple drivers of growth, in a manner 
that remains true to the Company's values 
while encouraging an entrepreneurial spirit, 
promoting execution excellence and attracting 
the finest quality of talent.
Nurturing Talent  
for Tomorrow
ITC's vision of building winning businesses 
and nurturing business leaders, reflects its 
commitment to creating new engines of 
growth while strengthening existing businesses, 
building a deep talent bench of high-quality 
leaders, and remaining rooted in creating value 
for all stakeholders. The talent development 
practices help create, foster, and strengthen 
the capability of human capital to deliver 
critical outcomes on the vectors of strategic 
impact, operational efficiency, and capital 
productivity while reimagining consumer 
experience, business model transformation, 
and employee experience.
Talent sourced from premier Institutes is 
positioned in high-impact roles which offer 
opportunities to build functional mastery and 
team management capabilities. Such roles 
facilitate deep functional expertise early in 
one’s career through immersion in complex 
problem-solving assignments requiring the 
application of domain expertise. Such talent 
is provided the opportunity to work closely 
with, and be mentored by, senior leadership 
on strategic projects and assignments through 
a variety of  programs such as 'Launch Pad' & 
the 'Young Manager Committee’. The ’Studio 
One Xchange’ forum enables personalised 
interaction of young managers with senior 
leadership providing them an opportunity 
to share suggestions and appreciate the 
Company’s strategic intent, facilitating 
their development journey. Supporting this 
approach is ITC’s remuneration strategy which 
is  performance-led, market competitive and 
long-term oriented, rewarding  exemplary 
contributions and  promoting careers.
Focus Areas
133 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Performance and Retention
To strengthen a culture of accountability 
and performance, the principles of 
'management by objectives' are reflected 
in ITC's performance management system. 
Clearly defined objectives, result areas 
aligned to Business Plans, and assessments 
based on measurable outcomes provide 
a sound foundation to drive and sustain 
high performance. Market-competitive and 
performance-linked remuneration reinforces 
a culture of meritocracy and harmonises the 
rewards strategy with the delivery of results.
Access to the best capability-building 
interventions through customised programmes 
conducted by reputed international and 
domestic faculty, enriching roles, and the social, 
physical and community infrastructure made 
available to employees contributes to building 
a culture of high performance coupled with a 
relational contract and enduring commitment.
During FY 2022-23, 125 women employees were 
due to return from maternity leave, and 125 of 
them re-joined work after their leave ended, a 
return to work rate on maternity leave is 100%.
Learning & Development
ITC has assiduously built a culture of continuous 
learning, innovation and collaboration 
by providing leading-edge learning and 
development support to managers which is 
vital to strengthening competitive advantage 
and helping employees realise their full 
potential. The emphasis is on providing 
experiential learning through on the-job 
assignments, an enabling & supportive 
environment and promoting learning agility. 
The Company has a  structured Developmental 
Planning System that dovetails with the guiding 
principle of ensuring equal opportunity for 
all employees to access skills and capability-
building investments at the workplace.
ITC has identified four capability vectors 
relevant to making its businesses future-ready 
– Business Critical Strategic Competencies, 
Leadership Development, Organisation Identity 
and Pride, and Diversity, Equity and Inclusion.
Employees are offered best-in-class learning 
and development support comprising a blend 
of learning formats - classroom, gaming, 
online, coaching, mentoring and on-the-job 
training. Programme content often spans 
multiple formats supported by business-critical 
application projects.
Some key capability development programs 
undertaken during the year include the 
Business Leadership Program, Full Funnel 
Marketing, Data Science and Analytics, 
Marketing in a Digital World, Business 
Planning, Development  programmes for 
women managers, Recruiting Right, Gender 
Sensitisation and Unconscious Bias workshops 
etc. (refer Annexure 1 for more details).
Various online programs on functional skills 
were rolled out to scale up learning. This 
approach ensures the assimilation as well as 
application of learning for superior business 
results.
To promote learning anytime and anywhere, 
ITC encourages employees to use the 
Company’s subscription arrangements with 
various online course curators. These resources 
encourage employees to re-skill and upskill 
themselves, at their convenience.
Based on Career Conversations with Managers 
and their development needs, every Business 
puts together a development plan and a 
training calendar to address the desired 
capability-building objectives of the business.
In FY 2022-23, there were over 11 lac Hours 
of Formal Training Provided to Permanent 
and Other than Permanent Employees, 
Collectively, across the Company.
In pursuit of strengthening its competitive 
vitality, the Company has made significant 
investments in recent years in building digital 
capacity, recognising its transformative 
potential across value chains of its various 
Businesses. The utility of all these investments 
was amplified during the pandemic, enabling 
superior responsiveness and agility in our 
engagement with consumers, various 
stakeholders, and managing our supply chain. 
The Digital Council, continues to provide strategic 
direction by ideating, seeding, and sponsoring 
high impact digital interventions and harnessing 
the power of synergy for cross-fertilisation of ideas. 
The ‘Young Digital Innovators Lab’, mentored 
by a senior manager, provides opportunities for 
managers with a passion for applying the power 
of technology to build competitive advantage and 
solve business challenges.
Workforce for Tomorrow
Fostering Employee 
Engagement: The ITC Way
134 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Employee Well-being
ITC's full-time employees receive benefits 
such as periodic preventive health check-ups, 
medical assistance (including hospitalisation), 
group accident insurance, annual leave along 
with leave encashment, flexible working 
policies, maternity leave and child care leave 
for women employees, paternity leaves for 
employees, retirement benefits, employee 
assistance programmes and employee 
counselling programmes among others.
To prevent occupational diseases and 
accidents, the Company creates awareness 
through various initiatives and ensures good 
ergonomics and safe practices at all its 
workspaces. Most of ITC’s Units have a health 
centre and resident doctor.
As part of the response to the pandemic, 
the Company provided comprehensive care 
and support to employees and their families,  
instituted various risk mitigation measures such 
as vaccinations for employees, their families 
and value chain partners, promoted mask 
usage and adopted hybrid working wherever 
feasible. 
“Wellbeing on the Web”, an online Employee 
Assistance Programme to promote holistic 
wellbeing of employees and their families 
has been offered as a part of the employee 
wellness initiative.
ITC employees invest time and are engaged 
with ITC's Social Investments Programmes in 
the catchment areas of their business units. 
These avenues help individuals achieve their 
life goals.
During the year, a range of engagement-
building programmes were designed and 
implemented which included the strengthening 
of initiatives such as leadership outreach 
through extensive communication, recognition 
programmes acknowledging exceptional 
contributions of employees and teams, career 
conversations, and development planning for 
robust positioning and progression decisions 
and investments in employee wellbeing. 
Employee recognition programmes, extensive 
leadership outreach through Town Halls, 
skip-level meetings, periodic interactions of 
managers with senior leaders, reinforcement 
of career dialogues and a performance 
management system around well-defined 
objectives aligned to Business Plans have 
all contributed to improving the levels of 
engagement across the Company.
Recognition platforms such as ‘GEM’, ‘IGNITE’, 
‘Excellence in Marketing Awards’, Achievers’ 
Award ‘Momentous’ and ‘TM&D Unbeatables’ 
acknowledged the exemplary contributions of 
employees in idea generation and execution. 
Highlights of the Survey
95% 
I work beyond what is required  
to help ITC succeed 
94%
I am proud to be associated with ITC
93%
I believe strongly in the goals and 
objectives of ITC
91%
Our senior leadership is committed to 
providing high-quality products and 
sevices to external customers
91% 
I am optimistic about the future of ITC 
Workforce for Tomorrow
Employee Voice and Engagement
ITC continued with the practice of periodically 
assessing employee engagement through a 
Company-wide survey in 2022. Since 2016, 
ITC made a concerted effort to assess and 
improve engagement. The impact was visible 
in the consistent improvement of Engagement, 
Performance Enablement, and Managerial 
Effectiveness measures over the years. The 
recent survey in 2022 points to continued high 
engagement levels and consolidation of the 
gains achieved in the past.  
Intensive employee communication, explaining 
ITC’s strategies and approach on key issues, 
was carried out through various employee 
outreach programmes such as ‘Town Halls’ 
by the Chairman, CMC Members and by 
Chief Executives within Businesses, skip-level 
meetings and interactions in small groups. 
Career Conversations are now an integral 
part of the performance management system 
and provide clarity and help employees shape 
their careers. ‘Reflections 360’, a development 
intervention seeking feedback on managerial 
work styles from a manager’s internal eco-
system, was sustained and covered leaders 
across the Company base.  
The year also witnessed the Hotels Business 
winning the W.E. Global Employees Choice 
Award 2022 by W.E.-Matter where ~1000 of 
our managers were surveyed and presented 
their perceptions independently. ITC’s Foods 
Business was recognised at the Economic 
Times Human Capital Award for Excellence in 
HR Business Partnership. 
Fostering Employee Engagement: The ITC Way
135 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC has made a very large contribution 
to Nation Building. As an individual, what 
is inspiring is when we see the lives that 
have got transformed on ground. That 
gives us an immense sense of pride.
From providing equitable opportunities 
to rewarding calibre to encouraging 
enterprise-wide value addition, ITC has 
truly enabled my growth in toto.
Workforce for Tomorrow
Nandini Basu
Vice-President – Corporate 
Communications
ITC has helped me connect with the 
larger purpose and empowered 
me with untethered opportunities 
to translate science into consumer-
oriented innovations. With ITC, each 
day is an opportunity, each month a 
novel endeavour and every year is an 
invaluable learning experience.
Whether by focussing on serving larger 
national priorities, driving customer 
focus, through cutting edge innovation 
or by providing its employees ample 
opportunities and support. ITC truly takes 
action to manifest its ethos of ‘Sab Saath 
Badhein’.
The most striking thing about working 
within the ITC family is how personally 
fulfilling the experience is. They make one 
feel seen and appreciated, irrespective 
of designation or role, and ensure that 
the opportunities and support required 
to realise one’s potential are made easily 
accessible to all.
ITC Hotels has provided me an equal 
opportunity to achieve my goals and 
simultaneously work on the food 
sustainability which helps in individual 
well-being and conservation of 
resources. The organisation prioritises 
employee well-being, diversity and 
inclusion which makes the workplace 
equitable and supportive.
Deepti Kaushal
Lead Scientist - ITC Life Sciences and 
Technology Centre
Humaira Fatima
Associate Scientist - ITC Life Sciences and 
Technology Centre
Nandini Ramasubramaniam
Manager, Human Resources - ITC Central 
Projects Organisation
Antara Roy
Assistant General Counsel,  
Corporate Legal
Manisha Bhasin
Corporate Executive Chef,  
ITC Hotels
ITC has been progressively working to 
usher in NextGen Agriculture, primarily 
focusing on Farmer's livelihood. I have 
got opportunity to work closely with the 
farmers and impact their lives positively. 
Along with that, my role enables me 
to work closely with government 
representatives, which has expanded 
both my strengths and my perspectives.
Usha Rani
Chief Manager, Plantations, ITC Paper & 
Specialty Papers Division
What Some of ITC's Trailblazers have 
to Say About Their Experience
Fostering Employee Engagement: The ITC Way
136 |  Sustainability Report 2023
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Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Diversity,  
Equity & Inclusion
based on caste, religion, disability, gender, 
sexual orientation, race, colour, ancestry, 
marital status or affiliation with a political, 
religious or union organisation or majority/
minority group. ITC is an equal-opportunity 
employer, and recruitment at ITC is solely 
based on merit and ability.  ITC’s efforts to 
enhance Diversity, Equity, and Inclusion are 
founded on the conviction that a diverse 
workforce contributes to rich discourse, 
Workforce for Tomorrow
ITC believes that diversity at workplace creates 
an environment conducive to engagement, 
alignment, innovation and high performance. 
This is achieved by a policy that ensures 
diversity and non-discrimination across the 
Company.
The Company’s policies ensure a work 
environment that is free from any form of 
discrimination amongst its employees in 
compensation, training and employee benefits, 
Representation 
Inclusion & Enablement
Commitment and Assurance 
The Company is committed to enhancing 
gender diversity and participation of the 
differently-abled in the workforce, and where 
needed, will undertake supportive actions 
in the spirit of equity at the workplace. Such 
concerted actions span three vectors, namely:
promotes holistic perspectives, fosters creative 
solutions, and is integral to serving our 
customers better while creating value for all 
stakeholders.  ITC is committed to enhancing 
gender diversity and participation of the 
differently-abled in the workforce, and where 
needed, will undertake supportive actions in 
the spirit of equity at the workplace. 
137 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Through policies offering flexible work 
arrangements, extended child care leave, 
travel support for infants and care-givers, 
secure transport, paternity leave, same gender 
partner medical benefits, infrastructure support 
coupled with various large-scale sensitisation 
programmes, Employee Resource Groups and 
the commitment and sponsorship of leaders, 
ITC provides an enabling environment to further 
its Diversity, Equity and Inclusion goals. Amongst 
several positive outcomes, the Company’s 
recruitment of talent from premier campuses 
reflects diversity ratios superior to the prevailing 
norm in such institutions.
Gender-sensitisation and inclusive hiring 
workshops are being conducted for managers 
across the organisation. Comprehensive 
development programs for women managers 
and women-focused Wellness programmes 
bear testimony to the Company’s efforts on the 
enablement vector of its Diversity, Equity and 
Inclusion Strategy. 
To enhance women representation across 
responsibility levels, several measures have 
been initiated:
	
⬤Current women leaders act as mentors and 
exemplars to others. Women leaders in key 
responsibilities such as a regional operations 
in hospitality, category manufacturing 
management, Category P&L head serve as 
inspiration to managers in early responsibility 
levels. Further women leaders across pivotal 
roles in Sustainability, Brand Management, 
Manufacturing, Hospitality, Corporate 
Communications, Legal and Human Resources 
bear testimony of the company’s commitment 
towards developing and nurturing women in 
leadership roles.     
	
⬤Tailored development programmes with 
particular emphasis on helping women 
managers navigate their careers in the 
context of the varied responsibilities on their 
professional and personal front. Our flagship 
program on developing women talent creates 
transformative experience through immersive 
workshops, one on one coaching and guided 
practice sessions.
	
⬤Strengthening residency and retention 
through polices such as alternate location 
working, travel support, child care leave. 
These enabling policies have eased work life 
integration and have been warmly appreciated. 
ITC has provided special impetus to 
programmes directed at enhancing gender 
diversity in the workforce. As an illustration, 
several of ITC’s Integrated Consumer Goods 
Manufacturing & Logistics (ICML) facilities 
represent industry-leading gender diversity. 
With every successive ICML coming on-
stream, the representation of women in the 
workforce has progressively increased, with 
the recent ICMLs of Pudukottai and Medak 
having women representation at 79% and 97%, 
respectively, amongst the frontline workforce.  
ITC’s ICMLs received several prestigious awards 
and accolades during the year from leading 
industry bodies such as the Confederation of 
Indian Industry (CII), Union Ministry of Labour 
& Employment, Food and Agriculture Centre 
of Excellence, etc. for their high standards 
of safety, quality, operational excellence 
and benchmarks in green and sustainable 
manufacturing. 
Similarly, ITC’s Hotels Division is amongst the 
leading employers in the industry with regard to 
women representation as well as a significant 
employer of the differently abled. The Life 
Science and Technology Centre is another 
exemplar of gender diversity with 44% of its 
workforce being women. 
Related Policies / Steps to Support Diversity, 
Equity & Inclusion:
Prevention, Prohibition and Redressal of Sexual 
Harassment: The Company has put in place 
suitable processes and mechanisms to ensure 
issues such as sexual harassment, if any, are 
addressed effectively.
Employees undergo sensitisation on diversity 
and inclusive behavior at the workplace and 
internal redressal committees are in place 
across Businesses. During the year 2022-23, 
1 case of sexual harassment was raised and 
resolved. 
Workforce for Tomorrow
Additional Performance 
Indicators for Financial 
Year 2022-23:
Data
Total Attrition  
(includes death in harness, 
retirals etc.)
12%
Total Female Attrition
18%
Total Male Attrition
11%
Total Permanent Employees 
Number
23,725
Total Female Permanent 
Employees
2,388
New Hires Total
2,392
New Hires Female
498
New Hires Male
1,894
*ITC Standalone 
Diversity, Equity & Inclusion
138 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Encouraging Women  
in Manufacturing
ITC’s food manufacturing units have been 
engaging an increasing number of women 
on the shopfloor. With more than 1,500 
women, ITC’s ICML in Pudukkottai in Tamil 
Nadu engages a workforce with 75% women 
representation. Similarly, ITC's ICML at Mysuru 
in Karnataka is the first FMCG factory in the 
region to deploy women workforce across 
all shifts. Women constitute close to 47% of 
the workforce in the Mysuru ICML. The ICML 
at Guwahati has women representation at 
24%. Similarly, the recently commissioned 
ICML in Medak, Telengana has 40% women 
representation. 
These factories have state-of-the-art 
manufacturing technology with ergonomically 
designed equipment to enable women 
participation on the shop floor. As a 
confidence-building exercise, on the day of 
joining, women employees, as well as their 
family members, are provided an extensive 
orientation to the workplace. The factory 
leadership team engages with them about the 
Companies policies and practices regarding 
health and safety, quality processes and 
employee benefits. To strengthen morale 
and confidence, visits are organised to 
other women-majority ICMLs for training. 
Institutional support is reinforced through 
employee welfare amenities such as a creche, 
round-the-clock access to the health centre, 
safe transportation with vehicles equipped with 
cameras, GPS and panic buttons. 
Inclusion of the  
Specially-abled
Apart from gender, employment of the 
differently-abled is a priority area in ITC’s 
diversity agenda. In several of our Businesses, 
employees and associates who are differently-
abled are engaged across the value chain, 
with the necessary infrastructure support 
and training. ITC directly as well as through 
partnerships with service providers and 
agencies, deploys 295 differently-abled 
persons.  
Grievance Redressal
To address employee concerns and complaints 
pertaining to human rights and decent labour 
practices, a Grievance Redressal Procedure 
with appropriate systems and mechanisms 
exists across ITC’s units. It aims to facilitate 
open and structured discussions on any 
grievances, labour practices and human rights.
The implementation is ensured by Divisional/
SBU Chief Executives, through members of the 
respective Management Committees.   
144 grievances were received from employees 
on matters relating to policy, welfare and 
administration.  Of these, 136 were resolved in 
FY 2022-23.
A number of communication forums and 
participation platforms such as employee 
committees, town halls, access to special 
welfare assistants have been established to 
address employee concerns and address 
grievances, if any. ICML’s have also been 
organising well-being initiatives and 
occupational awareness sessions regarding 
women’s health issues, gender sensitisation 
and POSH (Prevention of Sexual 
Harassment at the Workplace) workshops.  
To educate & inspire young minds, students 
from schools and colleges are invited 
to visit ICMLs, with employees acting as 
ambassadors to build a workforce pipeline 
for future requirements for factory visits.
Workforce for Tomorrow
Diversity, Equity & Inclusion
139 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Annexure 1
Learning and Development
Programs are delivered through a variety 
of formats – e-learning material with 
certifications / tests, on-premise workshops, 
application projects mentored by senior 
managers.
The company’s deep commitment to Learning 
and Development reflects in the interventions 
conducted on the four vectors of Business 
Critical Strategic Competencies, Leadership 
Development, Organisation Identity and Pride, 
and Diversity, Equity and Inclusion. 
The functional capability programs build a 
strong foundation on contemporary skills 
with a sharp focus on on-the-job application.  
Some noteworthy programmes include: 
Digital Marketing Immersion, Business 
Planning Program, Marketing across Full 
Funnel of Consumer Journey. 95% of the 
participants in these programs have rated the 
capability-building interventions as Exceeding 
Expectations, attesting the quality of the 
programs. ITC Gurukul, a centre of excellence 
in technical training has delivered more than 
70 intensive programs covering over 700 
employees. The e-learning modules on Digital 
and Analytics provided an opportunity to refresh 
the digital quotients of employees at scale.
As part of the Leadership Development efforts, 
almost 100% of high-potential middle managers 
have been covered by the Business Leadership 
program. All senior managers and middle 
managers of teams are invited to participate in 
the Reflections 360 survey which provides them 
with rich feedback about their operating style 
and is a source of insight for self-improvement. 
ITC also partners with institutes of global 
prominence such as INSEAD, and Rice University 
and domestic and international experts to 
customise programs for its managers.
95% 
Managerial staff find the 
trainings exceeding their 
expectations 
85%
Managerial staff find their 
performance enabled
20%
Increase in L&D Coverage 
over pre-pandemic years
Workforce for Tomorrow
As part of the new talent assimilation process, 
ITC invests in various induction programs 
targeted at different types of recruits – campus 
as well as experienced hires. Programs 
such as the ‘AUT Induction’ and the ‘Group 
Induction Program’ provide new managers 
an opportunity to engage with the leadership 
of the Company and hear from them directly 
about the Companies aspirations, strategies 
and storied legacy. Managers superannuating 
from service attend a program, along with their 
spouse, to help them transition to retirement.   
To expand the learning inclusion while ensuring 
the quality of the interventions, ITC has moved 
to a hybrid learning system, combining live 
and self-paced curated courses. ITC Centre 
of Learning, the Companies Digital Learning 
Platform, is accessible to our managerial 
population, providing rich content anytime, 
anywhere. In 2022, 2,624 users accessed the 
ITC Centre of Learning on an average every 
month, demonstrating the leap in scale and 
reach enabled by the hybrid approach.
Comprehensive offerings across four vectors, 
the ease of accessing top-of-the-shelf 
content, and high focus on application have all 
contributed to consistently high organisational 
learning effectiveness metrics.
Diversity & 
Inclusion
Functional 
Skills
Organisational 
Awarenesss
Leadership
	»
Strategy
	»
Marketing
	»
Digital
	»
Analytics
	»
Managerial Skill
	»
360-degree 
feedback
	»
Business 
leadership
Diversity, Equity & Inclusion
140 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Methodology: The Engagement Survey is 
conducted on a biannual basis for ITC’s 
Management Employees. Engagement Surveys 
for other employees’ is conducted locally at 
varying frequencies. The engagement survey 
for managers had a total of 56 questions 
with a 5-point response scale. 96% of ITC’s 
managers responded to the survey. Within 
this index 94 % of respondents were proud to 
be associated with ITC. The survey findings 
form a part of focus group discussions across 
Businesses, where results are shared and 
action plans constructed to address any gaps 
or improvement areas. 
Formal Mechanisms to Promote an Open 
Feedback Culture:  iEngage is one amongst 
several methods to harness the voice of the 
employee. Other platforms include Town Halls 
conducted by leadership teams in Businesses 
and Corporate, the Studio One Xchange 
interaction between the Chairman, Corporate 
Management Committee Members and 
young managers, several pulse surveys, skip-
level meetings, Business Plan Cascades, exit 
interviews, the performance appraisal process, 
career conversations and development 
planning discussions and grievance redressal 
process. 
Remuneration Philosophy
ITC’s Remuneration strategy is performance 
based, competitive and values led. It is 
designed to reward holistic performance that 
is in congruence with ITC’s Triple Bottom Line 
approach to Business, to attract and retain 
high quality talent and is anchored on ITC’s 
values, all of which are integral in pursuit of 
ITC’s vision and mission of enhancing the 
wealth generating capability of the enterprise 
in a globalising environment while delivering 
superior and sustainable stakeholder value.
Remuneration is therefore a function of 
performance, potential, market conditions and 
the employee’s grade.
Performance includes Business and 
Company performance, at middle and senior 
responsibility levels, apart from individual 
performance. Pay differentials, consequently 
are a function of the employee’s track record, 
potential and business performance. ITC 
operates across sectors and pay is specific to 
sectors for a vast majority of employees.
People Analytics: Strategic  
Workforce Planning
The Annual Business Plan serves as the 
foundation for Human Resource Plans, 
which are aligned to deliver strategic value 
and enable the execution of such Plans. The 
planning & execution of HR processes, including 
key decisions involving Human Capital, entails 
extensive analysis of data, both quantitative 
and qualitative. Some of the people's processes 
where the analytics has been leveraged 
extensively are illustrated below:
	
⬤The organisation uses SAP SuccessFactors 
for talent analytics. The detailed data 
architecture enabled by SAP SuccessFactors 
provides the foundation for real-time employee 
insights upon which talent decisions are made.
	
⬤Biennial Company-wide Employee 
Engagement survey provides rich data 
regarding employee perceptions of 
engagement, performance enablement, and 
managerial effectiveness. This data is analysed 
extensively by Businesses to take targeted 
actions to address any improvement areas 
across these dimensions. 
	
⬤Scientific assessments of jobs & roles in 
the organisation is carried out periodically 
through a globally recognised Job Evaluation 
framework focussing on the content of the role, 
accountability, nature of problem-solving and 
impact.  The evaluation defines the relative 
complexity of a role, brings out efficiency in 
organisational structures and supports with 
career planning decisions.
	
⬤One of the businesses has also explored 
and implemented a Stability Index of employee 
based on employee profile parameters such 
as duration in role, educational background, 
potential etc & experimented with this to 
enhance employee retention.
	
⬤Significant emphasis is given to attrition 
analytics. Feedback of exiting employees 
is monitored and insights generated from 
feedback forms and exit interviews. Such 
feedback is an input to decisions on policies, 
talent development and acquisition, career 
planning and renewal of various organisational 
systems.
	
⬤Deployment of ‘dipstick’ surveys through 
tools such as HR Chatbots helps assess 
employee sentiment, understand micro-
cultures and take targeted actions and pre-
emptive measures to address any attrition risks.
	
⬤To assess manpower productivity, 
effectiveness and utilisation, Businesses deploy 
an assortment of measures such as manpower 
cost ratios relative to gross margins and 
turnover or manpower leverage ratios such as 
sales per employee, or manpower productivity 
ratios in relation to industry. These indices are 
a key input to the Business’ human capital 
strategy.  
Workforce for Tomorrow
Employee Engagement Survey
Diversity, Equity & Inclusion
141 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Human Rights
ITC has a long-standing commitment to 
human rights and it is reflected in its Code 
of Conduct for its employees and Suppliers’ 
and Service Providers’ Code of Conduct. The 
Company has policies on human rights which 
are applicable to its employees, suppliers 
and service providers. The said Policies and 
their implementation are directed towards 
adherence to applicable laws and upholding 
the spirit of human rights, as enshrined in 
existing international standards such as the 
Universal Declaration and the Fundamental 
Human Rights Conventions of the International 
Labour Organisation (ILO).
The Company is committed to Respecting and 
Remediating Human Rights for employees 
and workers within its operational premises 
and beyond its fence. There are oversight 
mechanisms, and preventive measures for its 
suppliers and vendor partners, also. ITC also 
has in place, dedicated policies and channels 
for handling grievances of its key stakeholders.
Respecting and 
Remediating Human 
Rights 
Within ITC Operations 
The Company continues to work towards 
strengthening and introducing systems to 
ensure sound implementation of ITC’s policies 
on human rights and ensuring an inclusive 
workplace. All ITC contracts for the construction 
and upgrade of hotels, factories, ITC 
warehouses, housing colonies, incorporate the 
environment, health, safety and human rights 
clauses, including workplace environment 
and compliance of labour practices, and 
are supervised by ITC managers for 100% 
adherence.
ITC Suppliers’ and Value-chain Partners
ITC’s Code of Conduct for Vendors and Service 
Providers enshrines the Company’s unwavering 
focus on fair treatment, human rights, good 
labour practices, environmental conservation, 
health and safety. This Code is shared and 
accepted by all supply chain partners and 
service providers. In FY 2022-23, ITC engaged 
1,304 service providers (within and outside 
premises) and all contracts with the service 
providers included clauses that conformed to 
ITC’s Human Rights Policies and EHS guidelines.
ITC’s Policies on Fair 
Labour Practices
Prohibition of Child Labour  
and Forced Labour
In line with ITC’s unflinching commitment 
to good labour practices, it is ensured that 
no person below the age of eighteen years 
is employed by any Business. Forced or 
compulsory labour is strictly prohibited in all 
ITC units and so is the association with vendors 
and suppliers who employ child and/ or forced 
labour.
Freedom of Association
ITC recognises and respects the right of its 
employees to exercise or refrain from exercising 
the freedom of association and collective 
bargaining. During the last year, over 10,700 
employees were covered under the collective 
bargaining process across India.
Related Policies
•	 ITC’s Code of Conduct
•	 Policy on Freedom of Association
•	 Policy on Prohibition of Child Labour 
and Prevention of Forced Labour at the 
Workplace
•	 Policy on Diversity, Equity & Inclusion  
Page 103
Refer ‘Sustainable Supply Chain 
and Responsible Sourcing’ 
Section for more details.
Road Ahead
ITC will continue its efforts 
on capacity building of all 
concerned internal and 
external stakeholders 
on Human Rights. ITC's 
due-diligence processes 
for vendors and supplier 
partners on Human Rights 
issues will be further 
strengthened for mitigating 
any potential human rights 
issues. ITC aims to further 
build upon the expertise 
on field engagement 
with farmers and follow 
international standards 
for fair practices in our 
agri practices. Moreover, 
ITC is also strengthening 
its grievance redressal 
systems for all value-chain 
partners.
142 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Occupational  
Health and 
Safety
Promoting a Culture 
of Safety
ITC continues to believe that a safe and healthy 
work environment is a prerequisite for employee 
well-being, and the adoption of best practices 
in occupational health and safety have a direct 
impact on its overall performance. It helps in 
attracting and retaining quality talent, besides 
being the duty of the Company as a responsible 
corporate citizen.
ITC endeavours that Environment, Health 
& Safety (EHS) standards at all its units are 
ahead of legislation, regulations and codes 
of practice and are benchmarked against 
international best practices. ITC's approach 
to occupational health & safety standards is 
articulated in the Board approved EHS Policy. 
It is based on an EHS management system that 
emphasises on enhancing EHS performance by 
setting objectives and targets and continually 
monitoring key performance indicators. 
Further, it promotes a culture of safety through 
behaviour change programmes and by 
providing appropriate training to employees 
as well as service providers’ employees, 
while continually investing in state-of-the-art 
technology and in developing human capital. 
ITC has identified the EHS risk management 
framework as one of the integral steps towards 
building a robust safety management system. 
This framework consists of a set processes 
for continual risk identification, assessment 
and mitigation with active participation of 
the workforce. Several national awards and 
certifications acknowledge ITC’s commitment 
and efforts towards providing a safe and 
healthy workplace to all.
To incorporate safety deeper into ITC's 
operational practices and achieve the 'Zero 
Accident' goal, the Company’s Safety strategy 
rests on two pillars: ‘Safety by Design’ and 
‘Safety by Culture’. 
Safety by Design: from 'Drawing Board' to 
'Operations'
ITC follows ‘Safety by Design’ by integrating 
best-in-class engineering standards in the 
design and in project execution stage of all 
investments in the built environment. This 
helps in reducing potential hazards as well as 
optimise operational costs. 
Aspects such as fire safety, electrical safety, 
material handling, machine safety, people 
and material flows, etc. are evaluated in 
detail at the design stage and the necessary 
requirements as per best in class Standards 
and practices are incorporated. Compliance 
with these Standards are then verified 
by conducting audits during the project 
implementation and before the project is 
formally commissioned.
Safety by Culture: from 'Compliance Focus' 
to 'Behaviour Centric' Safety Culture
ITC’s journey in safety has evolved from 
‘compliance driven by standards and 
guidelines’ to a ‘behaviour centric – safety 
culture’. ‘Safety by Culture’ looks at driving 
behavioural changes so that safety is ingrained 
in the culture of the organisation across 
operating units. Accordingly, behaviour-based 
safety initiatives are being implemented across 
several operating units. To drive the safety 
culture, ITC is making use of tools such as a 
structured conversation with workers on ‘Safe 
and Unsafe’ acts, supplemented by adoption 
of keystone behaviours by individual units 
to demonstrate collective commitment and 
create a shared vision of safety and discipline, 
within the Unit. Design thinking methodologies 
have also been used to reinforce behavioural 
based safety initiatives which has resulted in 
signifi¬cant positive changes.
In addition, all ITC Units undergo periodic 
Environment, Health & Safety audits at the 
business level as well as Corporate, to verify 
compliance with standards.
EHS Digitisation
Digitisation of EHS Management with the 
objective of improving integration of safety 
with operation, was implemented through an 
enterprise wide roll out of a versatile software. 
Its usage is well underway at all ITC’s operating 
units and upon its stabilisation, it will bring 
in better ownership at shop floor level and 
overview at all levels.
143 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Occupational Health and Safety
Organisational EHS Framework
Drawing Board Stage
Execution Stage
Operations Stage
EHS Requirements integrated at the design stage 
for all new investments to minimise hazards with 
potential risk of Injuries  
Design Reviews
•	 Building and structural stability
•	 Fire and life safety measures
•	 Electrical systems
•	 Machine safety
•	 Work place lighting
•	 Ventilation and hygiene requirements
•	 Noise and dust controls
•	 Water and energy use optimisation 
•	 Waste management
•	 Traffic safety
•	 Segregation of man-material movement
Advantages of Incorporating  
EHS in the Design Phase
•	 Helps in eliminating and reducing hazards
•	 Optimises operational cost and overall 
infrastructure 
•	 Create assets that are aligned to organisational 
goals 
Compliance with EHS Standards 
during the construction phase is 
ensured by implementing project EHS 
management systems
Project EHS Management Systems 
•	 Training of all employees including 
service providers’ employees
•	 Enforcement of the use of safe 
equipment / tools / tackles
•	 Development of and adherence 
to safe work procedures (SWPs) / 
method statements
•	 Observing good housekeeping 
and storage practices
•	 Usage of Personal Protective 
Equipment (PPE)
Pre-commissioning Audits of All 
Large Projects Done by Corporate 
EHS (CEHS) Department 
•	 To ensure that infrastructure 
including plant and machinery 
have been procured and installed 
in conformance with defined 
standards
Compliance with Corporate guidelines during the operation phase of all ITC units, Hotels, 
Warehouses and Offices is ensured through established EHS management systems with 
designated roles and responsibilities for competent resources 
EHS Management Systems 
•	 A well-defined EHS Management structure
•	 Quarterly Meeting of the EHS Committee in every ITC unit to review EHS performance
•	 Engagement with the workforce to jointly assess risks in the operations and accordingly 
improvise the Safe Work Practices (SWPs)
•	 Coverage of health and safety aspects in long-term agreements with trade unions
•	 Awareness sessions for employees, their families and surrounding communities on 
Covid-19, HIV/AIDs, hepatitis, dengue, malaria and other wellness related issues
Monitoring Compliance through: 
•	 Internal audits of ITC units at Divisional as well as Corporate level on a periodic basis 
•	 Accident reporting and investigation to identify the root causes and subsequent 
implementation of corrective and preventive measures
•	 Accident investigation findings with corrective and preventive measures form part of the 
report presented to the Corporate Management Committee (monthly) and the Board 
(quarterly)
•	 Ensure effective dissemination of learnings from each incident/accident across the 
organisation to prevent recurrence.
The Key Activities Carried Out to Ensure Integration of Robust EHS Standards Across the Project Life-Cycle are depicted below:
Promoting a Culture of Safety
144 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Safety Performance 
2022-23
ITC reports its safety performance on two 
fronts – ‘on-site’ - referring to the place of 
work i.e. factory, hotel, office, etc. which is 
under direct operational control of ITC and 
‘off-site’ - defined as places other than on-site 
while on official duty, which includes to and 
fro commute between residence and place of 
work.
On-site Safety
In 2022-23, the total on-site Lost Time Accidents 
(LTA) were at 14, same as in 2021-22. 
Out of these 14 accidents, 6 pertain to ITC 
employees**, and the balance 8 relate to 
service providers’ employees. These accidents 
involved 14 male employees. During the year, 
one unfortunate fatality involving service 
provider employee (male) was reported. 
Further, detailed investigations are carried out 
for all accidents, including LTA*, to identify the 
root causes and to understand the measures 
which requires implementation, to prevent 
recurrence. The learnings from all accidents 
are disseminated across the organisation and a 
formal compliance obtained.
*Lost Time Accident (LTA) is defined as an accident 
due to which the injured is not able to come back to 
work in the next scheduled shift. 
** Includes two trainees
Lost Day Rate
Lost Day Rate (LDR) is a measure to evaluate 
safety performance and it does so by 
comparing the number of person-days lost for 
every 200,000 man-hours worked. 
Injury Rate
Injury rate (IR) is defined as the frequency of 
LTAs, for every 200,000 man-hours worked. 
High Consequence Work-related Injury Rate
This is the rate of High Consequence Work 
Related Injuries (excluding fatalities), for every 
200,000 manhours worked.
Occupational Health and Safety
Lost Day Rate is for the combined workforce i.e. ITC 
employees and service providers’ employees. 
Loss of person-days accounted for as per IS 
3786:1983 due to fatalities/ amputation.
* The decreased lost day rate in 2022-23 as 
compared to 2021-22 is due to the reduction in fatal 
accidents from 2 to 1
The injury rate shown is for the combined workforce 
i.e. ITC employees and service providers’ employees.
Note: Being tracked from 2022-23
2018-19
2018-19
2019-20
2019-20
2020-21
2020-21
2021-22
2021-22
2022-23
2022-23
9.8
0.019
2.02
0.018
8.39
0.024
29.4
0.022
15.6*
0.019
Lost Day Rate
Injury Rate
High Consequence Work  
Related Injuries (HCWRI) = 1
0.0014
HCWRI Rate in 2022-23
145 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Zero Accident Units
The following 68 units achieved ‘Zero On-site 
Lost Time Accident’ status in 2022-23. Also, 
amongst all operational units as of March 2023, 
45 units held on to the “Zero On-site Lost Time 
Accident” performance, since 2018-19.
Manufacturing Units
Hotels
Offices and Others
•	 ABD (Agri-commodities) DHQ
•	 ABD (Leaf Tobacco) DHQ Guntur
•	 GLT Anaparti
•	 GLT Chirala
•	 KGLT Mysore
•	 FBD, Haridwar
•	 SNPL - Simra Unit
•	 FBD, Malur
•	 ICML Guwahati (FBD)
•	 ICML Mysore
•	 ICML Panchla
•	 Munger Dairy
•	 NENPL, Mangaldai
•	 ITD (F) Bangalore
•	 ITD (F) Kidderpore
•	 ITD (F) Pune
•	 ITD (F) Saharanpur
•	 MAB
•	 PCPB, Guwahati
•	 PCPB, Haridwar
•	 FBD Medak
•	 PPB Nadiad
•	 G3 Spices
•	 PPB (F), Munger
•	 PSPD, Tribeni
•	 SNPL - Pokhra Unit
•	 Fortune Resort Bay Islands
•	 ITC Gardenia
•	 ITC Grand Bharat
•	 ITC Grand Central
•	 ITC Grand Chola
•	 ITC Grand Goa
•	 ITC Kakatiya
•	 ITC Kohenur
•	 ITC Maratha
•	 ITC Maurya
•	 ITC Mughal
•	 ITC Rajputana
•	 ITC Sonar
•	 ITC Windsor
•	 ITC Narmada
•	 Sheraton New Delhi
•	 WelcomHotel Bengaluru
•	 WelcomHotel Chennai
•	 WelcomHotel Coimbatore
•	 WelcomHotel Amritsar
•	 ITC Royal Bengal
•	 WelcomeHotel Bhubaneshwar
•	 Welcomehotel Guntur
•	 R&D Rajamundry
•	 Corporate (HO), Calcutta
•	 CPO
•	 ITC Green Centre, Gurgaon
•	 ITC Green Centre, Manesar
•	 ITC LSTC
•	 ESPB DHQ
•	 FBD DHQ, Bangalore
•	 Hotel Projects
•	 I3L Bangalore
•	 I3L Pune
•	 ITD DHQ
•	 Classic Golf & Country Club
•	 PCPB DHQ
•	 PPB DHQ
•	 PSPD, DHQ
•	 Technico HQ, Chandigarh
•	 Technico R&D Centre, Manpura
•	 TM&D DHQ
Off-Site Safety
In 2022-23, the total number of off-site LTAs 
increased to 16 compared to 11 in 2021-22 and 
all of these were road accidents. One fatal road 
accident was reported in 2022-23. 
As a standard practice, off-site accidents 
are duly investigated and learnings from 
these accidents are disseminated across the 
organisation. The Businesses are advised to 
sensitise employees on the perils of unsafe road 
conditions and there is constant reinforcement 
of the message to exercise extreme care, 
caution against over speeding and being 
vigilant on the road.
Road Accidents’ Trend
Though road infrastructure and traffic 
management outside the units’ premises 
are well beyond ITC’s control, the Company 
believes that improved awareness and 
adoption of ‘defensive road safety techniques’ 
help to reduce the risks. ITC has accordingly 
strengthened the ongoing training and 
awareness enhancing sessions for its 
employees and service providers. 
A majority of the road accidents in the recent 
past have involved two-wheeler riders. 
Accordingly, a user interactive two-wheeler 
rider safety training programme is provided to 
all employees including ITC’s Trade Marketing 
& Distribution (TM&D) supply chain members. 
The user interactive modules have also been 
translated into vernacular languages to ensure 
wider coverage and adoption. A similar user 
interactive training module for four-wheeler 
users is also made available to employees.
Occupational Health and Safety
Safety Performance 2022-23
146 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Occupational Health
A healthy workforce is an important contributor 
to ITC’s competitiveness and sustainability. All 
units maintain a conducive work environment 
in line with Indian/International standards 
on hygiene, lighting, ventilation and effective 
controls on noise and dust. Units are 
equipped with Occupational Health Centres 
with adequate medical staff to monitor 
occupational health and provide immediate 
relief as required. In addition, at least 2% of 
total employees are professionally trained as 
first aid providers. 
As part of ITC’s preventive medical programme, 
various categories of employees based on age 
and exposure to occupational hazards undergo 
periodic medical check-ups. In 2022-23, a total 
of 15,521 employees underwent preventive 
medical examinations.
Committed to Achieve the 
‘Zero Accident’ Goal
In line with the Company’s EHS policy, the 
approach is to institutionalise safety as a value-
led concept by inculcating a sense of ownership 
at all levels and driving behavioural change, 
leading to the creation of a cohesive safety 
culture. 
ITC has put in place comprehensive health and 
safety protocols for the safety and well-being of 
its stakeholders. ITC continues to strengthen its 
safety processes, adopting globally recognised 
best practices including digital transformation 
of EHS management systems, ensuring that 
facilities are designed, constructed, operated 
and maintained in an inherently safe manner.
ITC will continue to undertake efforts for 
creating a safe working environment and a 
strong safety culture by: 
	
⬤Integrating safety at the design stage itself 
and ensuring it through design reviews, stage 
inspections and pre-commissioning audits, 
thereby strengthening of engineering control 
measures through ‘design for safety’ principles
	
⬤Conducting pre-commissioning and 
periodic operational audits during construction 
and operational stages respectively
	
⬤Progressively covering businesses under 
various behaviour-based safety initiatives to 
facilitate engagement for collaborative work on 
improving safety performances 
	
⬤Studies will continue to be conducted 
to assess the safety culture and efficacy of 
behaviour-based safety interventions
	
⬤Adoption of keystone behaviours by 
individual units to demonstrate collective 
commitment and create a shared vision of 
safety and discipline
	
⬤Leveraging the digital landscape for safety 
management system.
ITC will continue to assess its safety 
performance by tracking both leading and 
lagging indicators, and identify solutions for 
strengthening the safety culture accordingly. 
With this approach, ITC will endeavour to 
achieve the organisation-wide goal of “Zero 
Accidents”.
Occupational Health and Safety
Ensuring Wellness  
in the Workforce
ITC remains committed to protecting its 
employees from the threat posed by serious 
diseases including Covid-19, HIV/AIDS, 
hepatitis, dengue, malaria etc. During 
2022-23, 99 awareness camps/ programmes 
were conducted and 6,712 employees attended 
them. Awareness sessions were also conducted 
regarding off-the-job safety aspects such as 
oxygen cylinder safety, home safety, safe use of 
LPG in the kitchen and road safety.
147 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Mission 
Sunehra Kal
Stakeholders, Spread 
and Coverage	
149
MSK's Approach	
149
Long-term Plans 2030	
158 
Way Forward	
179
Creating Enduring Institutions	
180
for Sustainable and Inclusive Growth
‘Mission Sunehra Kal’ (MSK) 
is the umbrella brand for the 
mosaic of mutually reinforcing 
interventions under ITC’s 
Social Investments Programme 
(SIP) and is managed by a 
dedicated team spread across 
regions of India. Additionally, 
various CSR programmes are 
also implemented by business 
divisions in their areas of 
expertise.
MSK aims to transform lives including those 
from the most marginalised amongst its 
stakeholder groups. On the one hand, it 
addresses livelihood challenges of today 
and tomorrow through a holistic approach 
to create healthy, educated, skilled and 
engaged communities which look to the future 
with confidence and determination and live 
a life with dignity. On the other hand, it also 
enables transformation of landscapes through 
interventions aimed at conservation of natural 
resources and adoption of climate resilient 
agriculture practices. 
The Company’s CSR Policy, approved by 
the Board of the Company, guides the 
programmes, projects and activities that the 
Company undertakes to create a significant 
positive impact on its identified stakeholders. 
These programmes fall within the purview of 
Schedule VII of the provisions of Section 135 of 
the Companies Act, 2013 and the Companies 
(Corporate Social Responsibility Policy) Rules, 
2014.

Stakeholders,  
Spread and Coverage
MSK’s Approach 
Stakeholder Needs  
and Priorities
A comprehensive community needs assessment 
was earlier undertaken in 2015-16, in ITC’s core 
areas, that is, factory and agri-catchments. 
Needs were identified, prioritised and 
Core Area Perspective Plan (CAPP 1.0) was 
developed. Whilst we keep revisiting the needs 
basis regular stakeholder engagements, CAPP 
2.0 was taken up in FY 2021-22 which focussed 
on ITC’s core catchments across 21 factory and 
7 agri locations.  
The objectives of CAPP 2.0 were to:
	
⬤Revisit coverage and community needs in 
the changed external context;
	
⬤Assess reasons for not achieving the earlier 
planned outcomes (if any); and
	
⬤Re-strategise MSK themes and approach 
based on the findings
CAPP 2.0 exercise had covered around 3,700 
villages and urban habitations through 
community participatory approach with 
Key Stakeholders Based on the Material Aspects of ITC’s Businesses Comprise of:
ITC’s CSR footprint is spread across 27 States / Union Territories 
(UT) covering more than 300 districts predominantly focussing 
on the above-mentioned key stakeholders. 
6,771 Household surveys, 169 Key Informant 
Interviews, 656 Focus Group Discussions and 
168 Participatory Rural Appraisal exercises. 
Stakeholder engagements undertaken with 
community, civil societies and Government 
is presented in detail in the Stakeholder 
Engagement section of this report.
Further, national priorities of relevance were 
identified and the Government schemes and 
programmes that help in addressing the issues 
were also mapped (details given in Table 1 
presented ahead).
Besides the periodical need assessments, 
regular third-party impact assessments, 
baseline & mid-term evaluations, and 
engagements to ascertain feedback & 
understand grievances if any, are also 
undertaken to guide the programmes. Details 
of impact assessments pertaining to key 
programmes have been shared on www.
itcportal.com and in ITC’s Annual Report 2023.
Rural Communities in Agri-Catchments
Communities in Factory Catchments
Rural communities with whom ITC’s agri-
businesses have forged long and enduring 
partnerships through crop development 
and procurement activities. While such 
economic linkages have generated wealth 
for rural households on a sustained basis 
for decades, they also look to the Company 
to help find viable solutions to combat 
extreme weather episodes that threaten the 
sustainability of their production systems 
and hence their livelihoods. They also seek 
support for their well-being, especially for 
their children, and a healthy habitat.
Communities residing in close proximity 
to all ITC’s manufacturing units. These 
communities derive considerable benefits 
from the multiplier effects arising from the 
Company’s operations. Nevertheless, there 
is an expectation that the Company will also 
build capabilities and facilitate the creation 
of necessary socio-economic eco-system 
to enable significant improvements in their 
Human Development Indices (HDIs). 
Mission Sunehra Kal for Sustainable and Inclusive Growth
149 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

The Two Horizon Approach 
for Holistic Development
From the revisit of community needs 
assessment survey and priority mapping, 
it was clear that ITC’s stakeholders are 
confronted with multiple, but inter-related 
issues, at the core of which are the twin 
challenges of securing sustainable livelihoods, 
today and tomorrow. The findings reinforced 
the need for continuing the Two Horizon 
approach put in place a few years earlier, 
comprising an integrated response to 
development.
ITC’s Two Horizon approach focuses on 
inclusive growth and holistic development 
of households keeping women and other 
poor & vulnerable communities at the core, 
who are an integral part of all interventions. 
Women are not only beneficiaries of many of 
the programmes, but are also influencers and 
active participants in grassroots institutions. 
Several progressive women beneficiaries also 
assume the responsibilities of acting as change 
makers in the society.
The Two Horizon approach comprises 
an integrated and affirmative response 
to development with Horizon I focusing 
on strengthening current livelihoods of 
communities, primarily agriculture and allied 
sector livelihoods, and Horizon –II focusing 
on building capabilities and capacities to 
empower them for a better life tomorrow.
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon
Objectives
Initiatives & Interventions
Horizon I:
Strengthen 
current 
dominant 
source(s) of 
livelihoods
Climate Smart Agriculture for 
climate change adaptation, 
increased resilience and actions 
for sustainable improvement of 
yields and incomes
Farmer capability building through Farmer Producer Organisations, Farmer 
Field Schools & Choupal Pradarshan Khets, digital outreach and exposure visits 
for awareness, and large-scale adoption of Sustainable and Climate Smart / 
Resilient Practices 
Natural Resources Management 
to conserve and replenish natural 
resources critical for agriculture
•	 Water stewardship for water positive catchments through supply 
augmentation and demand management initiatives coupled with river basin 
level interventions
•	 Biodiversity conservation through restoration of commons, reducing 
pressures on forests, and native species greenery improvement at landscape 
level
•	 Soil health improvement through conservation agriculture and other 
practices like green manuring, field application of compost, tank silt and 
toilet manure (circularity)
Livelihood Diversification to 
improve incomes and de-risk 
livelihoods from climate change
•	 On-farm diversification through multi-purpose tree plantations
•	 Off-farm diversification through livestock-based livelihood strengthening
Institutional Support for risk 
mitigation and reduction of costs 
of cultivation
•	 Link farmers with Government programmes in the area of credit, insurance 
and marketing
•	 Promote farmer institutions like Farmer Producer Organisations (FPOs) and 
Agri Business Centres (ABCs) to leverage the power of collectives for sale of 
agri-produce and access to credit, inputs, equipment, etc
MSK’s Approach
150 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon
Objectives
Initiatives & Interventions
Horizon II:
Create 
capabilities for 
tomorrow
Support to Education for 
improving quality of education 
and creating conducive learning 
environment
•	 Improve quality of learning in schools through teacher training and activity-based learning
•	 Mainstream out of school children by providing support through Supplementary Learning Centres
•	 Provide infrastructure support to schools and Anganwadi centres for conducive learning environment 
Skilling of youth for enabling 
gainful employment
Provide access to sanitation, 
waste management and 
healthcare services to improve 
habitats and reduce mortality 
as well as ensure a healthy 
community
•	 Promote and develop skills aligned to market demand among unemployed youth
•	 Infrastructure support for sanitation through community toilets and individual household toilets 
•	 Promote decentralised Waste Management and public hygiene 
•	 Improve Maternal Health and reduce malnutrition among children under age of five. Build capacity of frontline workers like ASHA 
and Anganwadi cadre and create awareness and social behaviour change among community
•	 Improve access to healthcare services in rural areas through doorstep delivery of curative and preventive healthcare services with 
Mobile Medical Units, improvement of health infrastructure and other relevant interventions
Empowering women for 
reduction in economic and social 
discrimination against women 
and girls
•	 Inclusion of girls and women in education and skilling programmes
•	 Financial inclusion of women through financial literacy and government scheme linkages
•	 Socio-economic empowerment of women through focused interventions for livelihood through micro-enterprises, nurseries, 
custom hiring centers, etc.
•	 Key role for women in execution of programmes – Yojana Sakhis, Pashu Sakhis, Krishi Sakhis, Village Health Champions, Mother’s 
Groups, Mohalla Committees, Water User Groups, Vanikaran Sanghas, Agri-business Centres, etc.
MSK’s Approach
151 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Alignment to National Priorities and 
Sustainable Development Goals
Investing in a holistic manner following the 
Two Horizon approach establishes enabling 
conditions for the emergence of habitations 
with indicators aligned to national priorities 
and several Sustainable Development Goals 
(SDGs), whether in the area of protection of 
natural resources or the development of human 
capabilities. Table 1 illustrates these linkages for 
key interventions.
Mission Sunehra Kal for Sustainable and Inclusive Growth
Table 1: Alignment to National Priorities and UN SDGs
Objectives
Government Priorities and Programmes of Relevance
SDGs
Horizon 1: Strengthen Current Dominant Source(s) of Livelihoods
Climate Smart 
Agriculture
India's Net Zero Plans, Solar energy in agri, Millet mission, 
Chemical Free farming, Agri biomass for energy needs and Agri 
start-ups etc.
 
 
 
 
 
 
Natural Resources 
Management
National Water Mission, Har Khet ko Pani, Atal Bhujal Yojana, 
River Basin Management, biodiversity conservation etc.
 
 
 
 
 
Livelihood 
Diversification
Assistance for Agro-foresty, Rashtriya Gokul Mission, National 
Livestock Mission etc.
 
 
 
 
Institutional 
Support
Farmer Produces Orginsations, Custom Hiring Centers, Soil 
Health Card, Kissan Credit Card, PM KISAN, Crop Insurance, 
Farmer Pension scheme etc.
 
 
 
 
 
 
Horizon 2: Create Capabilities for Tomorrow
Support to 
Education
National Education Policy, Samagra Shiksha Abhiyan, Early 
Childhood Care and Education, Swachh Vidyalaya Campaign, 
etc.
 
 
 
 
 
Skilling of Youth
Pradhan Mantri Kaushal Vikas Yojana, Skill India Mission etc.
 
 
Sanitation, Waste 
Management and 
Healthcare
Swatch Bharat 2.0, Saksham Anganwadi programme and 
POSHAN 2.0, TB Mukht Abhiyan, National Health Mission etc.
 
 
 
 
 
Empowering Women
Self Help Groups, Producers' Enterprises, Financial literacy to 
women, National Rural Livelihoods Mission, etc.
 
 
 
 
 
 
 
MSK’s Approach
152 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Implementation Strategy  
based on Key Tenets
Impact Focused Programme Design
The programmes are designed following a 
bottom-up approach, wherein community 
needs are identified through needs 
assessment and baseline studies, based on 
which end outcomes (long-term and short-
term) are decided and initiatives finalised to 
achieve those outcomes.  
The programmes are designed keeping in 
mind the targeted outcomes to be achieved 
while having time-bound specific outputs that 
act as short-term and mid-term milestones. 
These outputs are related to specific activities 
planned under each programme to achieve 
the targeted outcomes. Regular and periodical 
reviews / evaluations / assessments are 
undertaken to take stock of the situation and 
make course corrections if required. This 
helps in guiding the programmes in the right 
direction.
During FY 2022-23 also, impact assessments 
were undertaken for projects under the Two 
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon approach. These impact assessments 
adopted a combination of quantitative 
household surveys and qualitative discussions 
with community members and other key 
stakeholders. The findings and learnings from 
these impact assessments will feed into the 
programmes as relevant. Summary of the 
findings of some of these impact assessments 
are also mentioned in ITC’s Annual Report 2023 
and the reports also available at  
www.itcportal.com.
ITC’s Social Investments Programme is 
committed towards building and adopting 
sustainable processes that would lead to 
long-term sustainability of the programme 
outcomes. SIP’s approach and implementation 
strategy focuses on strengthening grassroots 
institutions for community ownership, multi-
stakeholder partnerships and fund leverage for 
scale and sustainability. The key elements of 
the approach and implementation strategy are 
explained ahead.
Focusing on Equity & Inclusion
Equity and inclusion form a crucial component 
of the ITC Mission Sunehra Kal programmes. 
Same is ensured through targeted focus and by 
encouraging participation and representation 
of women, children as well as other vulnerable 
and under privileged sections of society in 
all the programmes. Besides having these 
sections at the core of all the programmes, 
special interventions are also planned for 
Capacity building of women farmers
these groups to provide them the leverage to 
be able to achieve gender & social equity. For 
instance, during 2022-23, a special batch in 
skilling was piloted for persons with disabilities, 
and which is planned to be scaled up in the 
coming years.  A programme is operational 
since 2014 that focuses on enhancing the 
social and economic status of women whose 
households are dependent totally on them and 
yet have meagre annual income. (refer Horizon 
II section for details).
MSK’s Approach
153 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Mission Sunehra Kal for Sustainable and Inclusive Growth
Participatory Development through 
Empowered Grassroots Institutions
Community behaviour change is the key 
through focus on training and capacity building 
and demand generation for all interventions, 
thereby enabling participation, contribution 
and asset creation for the community.
Most activities are undertaken through 
empowered community-based grassroots 
organisations (CBOs). Community contribution, 
both financial and in kind, is a key element, 
which combined with a participatory approach, 
generates high ownership and enables 
managing their resources independently, 
and in a judicious and equitable way, both so 
fundamental to long-term sustenance. The 
members of such institutions also become 
change agents and influencers for the larger 
community in their respective catchment.
Intervention
Institution
Nos.
Members
Water Stewardship
Water User Groups (WUGs)
4,290
69,631
On-farm Livelihood Diversification - 
Social Forestry
Vanikaran Sanghas (VSs)
1,797
44,056
Climate Smart Agriculture
Agri-business Centres (ABCs)*
916
18,448
Climate Smart Agriculture
Farmer Producer Organisations
1,150
~265,000
Women Empowerment
Self-Help Groups (SHGs)
6,545
80,154
Education
School Management Committees (SMCs)*
781
4,686
15,479
481,975
*ABCs and SMCs are annual numbers
Along with the grassroots Institutions covered 
in the table above, several other types of 
community-based activity groups are formed 
and / or strengthened under the programmes 
to ensure community ownership and 
sustenance of outcomes. Mohalla Committees 
are formed under decentralised waste 
management programme responsible for day 
to day operations, including user fee collection 
and payments to waste collectors. As part of 
the education programme, Child Cabinets and 
Water & Sanitation (WATSAN) Committees 
are formed at school and community level 
respectively, which comprises of children and 
community members. These groups inculcate 
and encourage adoption of good sanitation 
& hygiene practices at school and community 
level. Mothers groups are formed to support 
activity-based learning for children at 
community level. Community institutions such 
as Charagah Vikas Samitis (CVS), pastureland 
committees and Biodiversity committees are 
also formed to plan, restore and take-up social 
protection of village commons restored under 
the biodiversity conservation programme. 
Table 2: Grass-root Institutions Facilitated (cumulative)
Women Agri-business Centre
MSK’s Approach
154 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Multi-Stakeholder  
Partnerships / Collaborations
Continuous emphasis is laid on building 
partnerships of value for -  
Implementation Partnerships 
Implementation Partnerships have been 
established with 78 reputed and expert NGOs 
for execution of the 129 projects across India, 
which include both thematic experts and 
grass-root NGOs. The NGO partners with their 
thematic expertise and grassroots presence 
play a pivotal role in implementation of the 
programmes.
ITC invests in financial and project management 
skills of NGO partners to ensure robust outcomes 
and also enable their capacity building through 
exposure to ITC projects across geographies 
and cross-fertilisation of learnings. 
Technical Collaborations
Knowledge Partnerships with national & 
international organisations / agencies in 
order to remain contemporary and access 
the latest knowledge / technical know-
how to continuously improve the quality of 
programmes.
Prominent knowledge partnerships include 
those with Consultative Group on International 
Agricultural Research (CGIAR), International 
Union for Conservation of Nature (IUCN), 
International Water Management Institute 
(IWMI), and Agricultural Institutes - Tamil 
Nadu Agricultural University (TNAU), Indian 
Institute of Rice Research (IIRR), Indian 
Institute of Soya Research (IISR), Vasant Dada 
Sugarcane Institute (VSI) and district level Krishi 
Vigyan Kendras (KVK).
ITC had also entered into a partnership with 
IIT Delhi in FY 2021-22 to support research 
in identified STEM (Science, Technology, 
Engineering and Mathematics) areas for 
accelerating India's journey towards achieving 
its Sustainable Development Goals. 
Mission Sunehra Kal for Sustainable and Inclusive Growth
MSK’s Approach
Government Partnerships 
Public Private Partnerships with governments 
are an integral part of MSK’s approach to 
enable rapid scale-up of programmes that 
have been successfully demonstrated and 
implemented in ITC’s project locations. 
Apart from the regular PPPs aimed at resource 
pooling, focus has also been on partnering 
with governments for large scale amplification 
delivered through the Government machinery. 
Till date, MSK has signed 86 MoUs (25 currently 
operational) with Central and various State 
governments, of which two were signed during 
the year.  
	
⬤Collaborated with Department of Drinking 
Water & Sanitation (DDWS), Government 
of India and India Sanitation Coalition 
(ISC), FICCI to develop 36 Gram Panchayats 
(GPs) as Light Houses, demonstrating 
best practices in sanitation and waste 
management, which can then be gradually 
adopted by other GPs.
	
⬤MoU with Women & Child Development 
Department, Government of Assam 
to expand the Mother & Child Health 
and Nutrition programme of MSK to 
eight districts of Assam including seven 
Aspirational Districts.
being updated with 
contemporary knowledge, 
identifying technological 
solutions and for innovations; 
scaling and agile amplification;  
efficient programme execution 
at the field level.
155 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Snapshot of all the MoUs signed so far is presented in Table 3 below.
Mission Sunehra Kal for Sustainable and Inclusive Growth
As a result of these partnerships, the Social Investments Programme was able to raise a total of `465 million during the year by way of local contributions and external funds across projects.
Table 3: Government Partnerships
Theme
State
Deparment/Programme
No. of 
MoUs
Active in  
FY 2022-23
Completed
Agriculture
Rajasthan, Maharashtra,  
Bihar, Madhya Pradesh, Assam, Jharkhand, 
Uttar Pradesh, Odisha
	»
NABARD Tribal Development Fund (TDF)
	»
NITI Aayog
3
2
1
Water Stewardship
Madhya Pradesh, Andhra Pradesh, 
Maharashtra, Rajasthan, Bihar, Telangana, 
Karnataka
	»
Mukhyamantri Jal Swabhalamban Abhiyan 
(MJSA) 
	»
MGNREGA 
	»
Integrated Watershed Management 
Programme/ Watershed Development 
Programme 
	»
NABARD 
	»
Water Resources Department (WRD), 
Government of Maharashtra 
	»
Watershed Development Department 
Karnataka
	»
DRDA Munger 
	»
Rajiv Gandhi Jal Sanchay Yojana
46
7
39
Biodiversity
Maharashtra, Rajasthan, Telangana
	»
Forest Department, Govt. of Maharashtra and 
Telangana
	»
Wasteland & Pastureland Development Board 
(WPDB), Govt. of Rajasthan
3
3
0
Livestock
Andhra Pradesh,  
Madhya Pradesh
	»
Andhra Pradesh Livestock Development Agency (APLDA), NABARD
2
0
2
Education
Karnataka, Assam, West Bengal, Andhra 
Pradesh
	»
Department of State Education Research and 
Training – Karnataka and Assam
	»
District Elementary Education/ Samagra 
Shiksha Mission, West Bengal
	»
Women Development & Child Welfare 
Department, Andhra Pradesh
6
2
4
Vocational Training
Madhya Pradesh, Andhra Pradesh
NABARD
2
1
1
Sanitation
Rajasthan, Punjab
Zilla Panchayats under Swachh Bharat Mission
4
0
4
Maternal and Child Health
Assam
Directorate of Women and Child Development, Assam
1
1
0
Waste Management
Uttar Pradesh, Uttarakhand, Punjab, Bihar, 
Maharashtra, Andhra Pradesh, Tamil Nadu, 
Karnataka, Telangana, West Bengal
	»
Department of Drinking Water and Sanitation 
along with Indian Sanitation Coalition – FICCI
	»
Ministry of Urban Development, Uttar Pradesh 
and Saharanpur Municipal Corporation;
	»
Nagar Palika Parishad, Shivalik Nagar, 
Haridwar;
	»
Municipal Council of Kapurthala;
	»
Lohiya, Swachh Bihar Abhiyan, Bihar Govt. 
and Munger Municipal Corporation;
	»
Zilla Parishad, Ranjangaon (Pune);
	»
Guntur Municipal Corporation and Guntur 
Zilla Parishad;
	»
Hindu Religious and Charitable Endowments 
(HR&CE), Govt. of Tamil Nadu; Coimbatore - 
Karamadai Panchayat and Greater Chennai 
Corporation;
	»
Zilla Panchayat – Mysuru;
	»
District Panchayat Office Bhadradri 
Kothagudem
15
8
7
Women Empowerment
Madhya Pradesh, Maharashtra, Bihar, 
Rajasthan
	»
State Rural Livelihood Mission of Maharashtra 
and Madhya Pradesh;
	»
Bihar Rural Livelihoods Promotion Society;
	»
MGNREGS - Women Initiative for Self-
employment and Empowerment project
4
1
3
Total
86
25
61
MSK’s Approach
156 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC firmly believes in the strength of 
partnerships for creating and sustaining 
enduring value. ITC’s Social Investments 
Programmes are designed with multi-
stakeholder partnerships as a core 
component. Partnerships are formed with 
expert institutions for knowledge input, with 
NGOs for implementation, with community 
institutions for ownership & accountability, 
and Public Private Partnerships with various 
Central and State Governments for scaling 
up unique models and help in delivering 
government development programmes.  
Financial Literacy and financial inclusion 
partnership in Madhya Pradesh (MP) is one 
such example, where ITC initially tested a 
model with CRISIL Foundation in 2016 in 
Vidisha and Sehore districts. After successful 
demonstration of the pilot, ITC orchestrated 
a tri-partite Public Private Partnership (PPP) 
with Madhya Pradesh State Rural Livelihood 
Mission (MPSRLM) and CRISIL Foundation in 
2016-17 to scale-up the Financial Capability 
Building programme across 43 districts of 
Madhya Pradesh to train over 1 lakh SHGs. 
The scale up of project was planned 
leveraging existing machinery and groups 
formed under MPSRLM. The overall objective 
of this tri-partite partnership of 4 years was 
to provide rural women with information, 
understanding, access, skills and tools on 
financial products and services. ITC designed 
a cascade approach to create a pool of Super 
Trainers from MPSRLM in each block of these 
districts with the help of CRISIL, who then 
trained Community Resource Persons (CRPs), 
who further cascaded it down to the SHGs at 
community level. 
Financial Inclusion of women through 
government scheme linkages like Bank 
Account Opening, Savings, Insurance, 
Investments, Pension, etc. were the envisaged 
outcomes of the project that mark the first 
step towards financial security. To materialise 
it, ITC developed a self-sustaining cadre of 
rural women as Yojana Sakhis.  These Sakhis 
helped women to leverage government 
schemes and other financial products as per 
their eligibility and requirements.  
A Project Management Committee (PMC) 
was formed with members from MPSRLM, ITC 
and CRISIL, with ITC as a Convenor, to review 
progress of the programme against plans and 
provide strategic guidance.
Due to this multi- stakeholder partnership, 
over 2.13 lakh SHGs with over 20.7 lakh 
members have been trained on financial 
literacy till March 2023. 2,400 trained Yojana 
Sakhis have helped over 16.9 Lakh women 
to connect with various financial schemes 
and products like opening of bank accounts, 
investment in government savings, insurance 
and pension schemes. About 25% SHG women 
have also reported starting new livelihood 
intervention after their training on financial 
literacy.  
Based on the experience from Phase-I, 
in 2022-23, it was decided to extend the 
partnership to 9 more districts, for providing 
training to additional 1.2 lakh SHGs along with 
developing the existing cadre of 3,400 Bank 
Sakhis of MPSRLM as Yojana Sakhis.  
ITC has always believed in convergence 
and building upon the strengths of various 
partners and utilising available platforms 
instead of duplicating the efforts. 
The Financial Literacy Programme has 
been successful in achieving such large-
scale coverage and impact owing to the 
Public Private Partnership that enabled 
leveraging government machinery under 
MPSRLM while utilising the grass-root level 
knowledge, capability building and project 
management expertise of ITC and technical 
knowledge of CRISIL Foundation. ITC has 
formed similar large-scale partnerships with 
NITI Aayog for Sustainable Agriculture in 
27 Aspirational districts; with Uttar Pradesh 
Urban Development Department covering 60 
districts and Lohiya Swachh Bihar Abhiyan in 
12 districts of Bihar for Waste Management; 
and Women and Child Development 
Department, Assam for Maternal health and 
Child Nutrition in 8 districts of Assam.
Multi-stakeholder Partnerships for Scaling Up Development Models to Create Large Scale Impact 
Mission Sunehra Kal for Sustainable and Inclusive Growth
Partnerships for 
Contemporary 
Knowledge and 
Large Scale Impact
78
NGO  
Partners
15,400+
Community 
Institutions
86
Public Private  
Partnerships
24
Knowledge   
Partnerships
MSK’s Approach
157 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Long-term Plans 2030
Mission Sunehra Kal 2030: Targets & Timelines
Based on the Two Horizon strategy, a number of integrated interventions have been designed to achieve the Company’s ambition of creating habitations with holistic development where people have 
access to sustainable livelihoods and / or are future ready for the context of tomorrow. Each objective has its own measurable indices, to achieve the desired goals. These are detailed in Table 4.
Table 4: Performance against Target 2030 for Mission Sunehra Kal Programmes
Objective
Initiatives
UoM
Target 2030
Achieved till FY 2022-23
Balance to Achieve
Horizon I - Sustainable Livelihoods Today
Climate Smart Agriculture for  
climate change adaptation, 
and actions for sustainable 
improvement of yields and 
incomes
Climate Smart Agriculture area1
Lakh Acres
40
23.4
16.6
Climate Smart Village Area (Sub-part of above)1#
Lakh Acres
30
10
20
Natural Resources Management 
to conserve and replenish natural 
resources critical for agriculture
Watershed Development
Lakh Acres
22
14.7
7.3
Water harvesting structures (including ground water 
recharge structures)
Nos.
50,000
28,300
21,700
Storage Potential#
Million KL
60
48.9
11.1
Crop Water Use Efficiency#
Million KL
2,000
780
1,254
Bio-Diversity Conservation#
Lakh Acres
10
2.9
7.1
Livelihood Diversification to 
improve incomes and de-risk 
livelihoods from climate change
On-farm diversification – Social Forestry#
Lakh Acres
6.30
4.56
1.74
Off-farm diversification - Livestock-based livelihood 
strengthening
Household 
coverage 
(Lakhs)
10
4.68
5.32
Mission Sunehra Kal for Sustainable and Inclusive Growth
Note: 
1 Figures on Climate Smart Agriculture and Climate Smart Village area pertains to scale in that FY 
# These indicators also contribute to five of the Company’s sustainability 2030 (S 2.0) commitments 
158 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Objective
Initiatives
UoM
Target 2030
Achieved till FY 2022-23
Balance to Achieve
Institutional Support for risk 
mitigation and reduction of costs 
of cultivation
Link farmers with Government programmes
No. of 
linkages 
(Lakhs)
50
9.5
40.5
Agri Business Centres
Nos.
2,000
916
1,084
Farmer Producer Organisations
Nos.
4,000
1,150
2,850
Horizon II - Creating Capabilities for Tomorrow
Support to Education for 
improving quality of education 
and creating conducive learning 
environment
Improvement in learning outcomes – Children covered
No. in Lakhs
 15
11
4
Infrastructure support to Government Schools and 
Anganwadis
Nos.
4,000
3,321
679
Skilling of youth for enabling 
livelihood and employability
Vocational Training – Youth trained
No. in Lakhs
2.25
1.00
1.25
Provide access to sanitation and 
waste management services to 
improve habitats
Household Toilets constructed
Nos.
40,000 
39,600
400
Waste Management (SWM) – Households covered, other 
than through WOW intervention
No. of 
Households 
(Lakhs)
45
25.3
19.7
Provide healthcare and nutrition 
services to women and children
Beneficiaries covered under MCH programme including 
Swasthya Choupal
No. in Lakhs
12
6.8
5.2
Empowering women for 
reduction in economic and social 
discrimination
Women covered through livelihood and other 
microenterprises
No. in Lakhs
2.5 
1.2
1.3
Mission Sunehra Kal for Sustainable and Inclusive Growth
Note: 
1 Figures on Climate Smart Agriculture and Climate Smart Village area pertains to scale in that FY 
# These indicators also contribute to five of the Company’s sustainability 2030 (S 2.0) commitments 
Long-term Plans 2030
159 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Interventions in  
High Priority Areas
The performance of different programmes 
under the Two Horizon approach have 
been presented ahead in brief. All these 
programmes are undertaken by ITC 
independently or through Public-private-
partnerships with Governments and 
implemented by ITC’s NGO partners.
Climate Smart  
Agriculture (CSA)
The CSA programme aims to make agriculture 
regenerative, productive, sustainable, 
remunerative and climate resilient which is 
closely aligned to Indian Government’s PM 
KUSUM, Sustainable Agriculture, Natural 
Farming and Millet Mission programmes which 
focus on improving farmer incomes, minimising 
climate related risks and decarbonising 
agriculture. CSA focusses on large scale 
promotion of proven crop specific practices in its 
operational areas aimed at the following:
To ensure large scale promotion of the 
suggested practices, farmer capability 
building is a key component. ITC builds farmer 
capabilities by working with Knowledge 
partners to identify relevant technologies & 
practices and by training farmers through 
Farmer Field Schools and Choupal Pradarshan 
Khets. ITCMAARS and WhatsApp platforms 
are used for capability building through digital 
mode and for dissemination of information 
including weather forecasts. Post the creation 
of farmer awareness, ITC ensures adoption of 
the practices by providing on-field technical 
assistance to farmers and by linking them with 
relevant Government programmes & schemes 
and with local farmer collectives.
In the CSA programme, through over 8,200 
Farmer Field Schools (FFS), scientific and 
technological best practices were disseminated 
to over 278,000 student farmers during the 
year. To encourage participation of women 
farmers in agriculture, in collaboration with 
Maharashtra State Rural Livelihood Mission 
(MSRLM), ITC had actively engaged with 6,000 
women through 90 Krishi Sakhis of MSRLM 
programme during the year. ITC trained these 
Krishi Sakhis as Master Trainers for promotion 
of Climate Smart Agriculture practices.
Mission Sunehra Kal for Sustainable and Inclusive Growth
Reducing costs, improving 
yields and incomes and 
building resilience to climate 
change induced extreme events 
for farmers;
Reducing GHG emissions; and
Improving water use efficiency 
and conserving other natural 
resources 
Strengthen Current Dominant 
Source(s) of Livelihoods
Strengthen Current Dominant 
Source(s) of Livelihoods
Creating Capabilities  
for Tomorrow
Farmer Field School Training by Krishi Sakhi in Amravati
160 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

The CSA programme covered 23 lakh acres 
impacting over 7.4 lakh farmers during the 
year across 17 States. During the year, major 
climate smart agriculture practices that were 
promoted through MSK included:
	
⬤Sustainable rice cultivation practices - 
Direct Seeding of Rice, Pani Pipe method and 
alternate wetting and drying in 1.7 lakh acres
	
⬤Avoiding paddy stubble burning and 
incorporating stubble into soil in 2.35 lakh acres
	
⬤Zero tillage method and Broad Bed Furrow 
method of sowing in wheat in 6.7 lakh acres
	
⬤Broad Bed Furrow method of soyabean 
cultivation in 1.5 lakh acres
	
⬤Seedling planting, drip irrigation and trash 
mulching in sugarcane in 1 lakh acres
	
⬤Raised bed planting and drip in onion in 
30,000 acres
	
⬤Micro irrigation and mulching in fruit 
(banana), plantation (coconut, curry leaf, oil 
palm), and other crops (vegetable, chilli) in over 
44,000 acres
Additionally, in the core agricultural 
catchments, ITC has been working to convert 
entire village as Climate Smart Village (CSV). 
ITC has partnered with Climate Change and 
Food Security (CCAFS) programme of CGIAR 
for technical support for the same. ITC is 
engaging for making villages climate smart by 
working on the following components:
Climate Smart Agri Practices for crops: 
Preparation of climate risk assessment at local 
cluster level for the crops cultivated in the 
village and finalisation of an adaptation tool kit 
to be followed by the farmers.
Natural Resources Management: Access to 
irrigation for farmers and at habitation level, 
ensuring sustenance of natural resources 
critical for agriculture like water, biodiversity 
and soil health.
Livelihood Diversification: De-risking 
livelihoods of farmers by promoting 
diversification in addition to crop cultivation 
for providing additional incomes to farmers 
through options that have higher resilience 
to climate change extremes as compared to 
agriculture. 
•	 On-farm diversification with tree plantation 
(fruit/plantation/timber species) in the field.
•	 At least one significant animal dependant 
livelihood such as major ruminants (cow 
and buffaloes), minor ruminants (goat and 
sheep), piggery, poultry and fishery.
Reducing costs of cultivation and insulating 
from climate risks by ensuring that farmers are –
•	 Members of Farmer institutions like Agri 
Business Centres (ABC) and Farmer 
Producer Organisations (FPOs) for market 
access of their produce, collective input 
procurement, equipment hiring, credit 
and dissemination of crop advisories and 
weather forecasts.
•	 Linked to Government schemes for 
additional income, institutional credit, crop 
insurance, soil health card and pension. 
A village with majority households covered 
through above components and habitations 
coupled with Natural Resources Management 
becomes a CSV (refer box item ahead for 
details on CSV). 
23 lakh acres
7.4 lakh farmers
17 states
|  Sustainability Report 2023
Mission Sunehra Kal for Sustainable and Inclusive Growth
Training of Farmers on Climate Smart Village components in Andhra Pradesh
Horizon I - Strengthen Current Dominant Source(s) of Livelihoods
161 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC’s CSV programme was initiated in 2016 
with knowledge partnership with Climate 
Change and Food Security (CCAFS) 
programme of CGIAR, which primarily 
focussed on assessing and addressing the 
climate risks of agricultural crops. Over a 
period, ITC has evolved the CSV template by 
incorporating the components of livelihood 
diversification, sustainable natural 
resources management and institutional 
support to farmers.
To understand the progress of villages 
towards becoming climate smart, baseline 
assessments are taken up to estimate yields, 
income and GHG releases from current 
cultivation practices and the resilience of 
village to cope up with climate impacts. 
Based on the assessments, villages are 
mapped in a Yield and Resilience Quadrant, 
where in villages are categorised as Low 
Yielding (LY), Low Resilience (LY), High 
Yielding (HY) and High Resilience (HR). The 
ultimate objective is to move a village into 
HRHY category and to sustain the benefits 
for a longer period, so that villages realise 
better yields in a good year and relatively 
lower crop loss in a bad year.
An assessment of 89 villages in three 
southern States, Andhra Pradesh, Telangana 
and Tamil Nadu where CSV was initiated 
few years back, demonstrated significant 
movement in the yield-resilience quadrant 
with HRHY villages increasing by 350% (6 to 
21) and LRLY villages reducing by 50% (40 
to 19). This was possible due to concerted 
efforts on climate risk assessment, promotion 
of adaptation practices for the crops and 
linkages with schemes like insurance, 
collective equipment hiring from farmer 
groups and water use efficient practices such 
as micro irrigation. Farmers were also linked 
with climate forecasts to get advisories on 
actions to be taken from time to time. 
CSV was being implemented in Northern 
States of Madhya Pradesh, Bihar, 
Uttar Pradesh, Rajasthan, Punjab and 
Maharashtra since few years and recently 
extended to Southern States. In North, overall 
extreme rainfall and floods during Kharif 
season and early temperature rise during 
Rabi were listed out as major climatic risks. 
Here the climate smart practices promoted 
are direct seeding in rice, broad bed furrow 
method in soyabean and zero tillage 
cultivation in wheat.
The actual endorsement of CSV’s impact 
in mitigating climate risks was witnessed 
during the year across all programme 
states which got untimely rains in March 
when the crops were in field. In eight 
villages of Andhra Pradesh - Uppalapadu, 
Gandhinagaram, Pichukulapalem, 
Chatragaddypadu, Hasanayanapalem, 
Patha Tripura Puram, Kotha Tripura Puram 
and Jangalapalli, chilli is a major crop 
cultivated in around 3,000 acres by 1,600 
farmers. There were untimely rains in 
March, when farmers also received regular 
updates and basis which 92% farmers acted 
immediately. They could take up immediate 
harvest and kept the covering sheets and 
drying platform ready which saved around 
7,000 quintals of chilli worth around `110 
million. The nearby villages which were 
not part of the programme as of now, 
unfortunately had to face a loss of around 
`27 million due to quantity and quality 
damages. 
Similarly, in Kataha village of Uttar 
Pradesh, 482 out of 781 farmers adopted 
zero tillage in wheat. This year in March 
there were untimely rains and when 
weather forecast was being provided to 
all farmers. Zero tillage farmers could 
immediately harvest their crop and had 
almost no damage. For others also, major 
loss was prevented as they at least stopped 
irrigating the fields which minimised 
damage. Similar impacts were recorded 
across the other CSV villages also which 
witnessed untimely rains.
The CSV programme has demonstrated 
improvement in yield by up to 38% and 
reduction in GHG emissions by up to 66% 
as documented by CGIAR in its impact 
assessment studies.
ITC’s CSV programme is majorly spread 
in ITC’s core catchments in States of Uttar 
Pradesh, Punjab, Bihar, Madhya Pradesh, 
Rajasthan, Maharashtra, Andhra Pradesh, 
Karnataka, Telangana, Odisha and Tamil 
Nadu. In 2023, ITC’s CSV programme, 
which is part of the larger Climate Smart 
Agriculture intervention reached out to 4,800 
villages and 10 lakh acres.
ITC aims to cover 30 lakh acres by 2030 
reaching out to close to 10,000 villages.  
ITC’s CSV Programme – Coverage, Impacts and Way-forward
LR LY
40
LR LY
19
HR LY
23
HR LY
19
HR HY
6
HR HY
21
LR HY
18
LR HY
28
Baseline 2021-22
Yield and Resilience Quadrangle
89 villages of Andhra Pradesh,  
Telangana and Tamil nadu
Current Status
H-High, L-Low, Y-Yield, R-Resilience
|  Sustainability Report 2023
Impact of Zero Tillage on early maturity of Wheat
in Uttar Pradesh – Not Ripe plot in control (L);
Ready to Harvest wheat in Intervention plot (R)
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon I - Strengthen Current Dominant Source(s) of Livelihoods
162 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Natural Resource 
Management
ITC works to conserve and replenish three 
natural resources critical for agriculture – 
Water, Soil and Biodiversity for sustaining 
agricultural livelihoods and for environment 
protection. The approach for each of these 
natural resources is detailed below:
Water Stewardship
This programme champions water stewardship 
for all stakeholders in ITC’s operational areas 
to promote water security through community-
based participation in planning and execution 
and scientific water-balance assessments. The 
programme is closely aligned to Government’s 
National Water Mission, Har Khet ko Pani, Atal 
Bhujal Yojana, and River Basin Management 
programmes which focus on providing access 
to irrigation to farmers, river rejuvenation and 
improving groundwater resources. 
In the agri-catchments, ITC focusses on 
drought-proofing agriculture by improving 
groundwater status and reducing crop-
related demand for water. In factory locations, 
ITC aims to achieve water security for all 
stakeholders by progressing towards positive 
water balance through interventions in supply 
and demand side management. 
Water is a finite source and ITC realises 
the fact that positive water balance can be 
achieved only when water demand is also 
optimised apart from supply augmentation 
through rainwater harvesting. ITC focussed 
on improving crop water use efficiency in 
agriculture, wherein the practices promoted 
reduced water and cultivation costs and at the 
same time improved the yields. Water efficient 
agri practices promoted by ITC have been 
adopted by farmers in close to 11.8 lakh acres 
during the year across 15 crops such as paddy, 
wheat, soyabean, sugarcane, chilly, banana, 
coconut and vegetable crops. These practices 
have potentially saved around 780 million kl 
during the year basis calculations done as per 
various studies. 
In pursuit of these objectives, ITC also 
collaborates with reputed institutions and 
thematic expert organisations to improve 
water use efficiency in agriculture, map 
zones for managed aquifer recharge and for 
water balance estimation. ITC has partnered 
with ICAR institutions such as Tamil Nadu 
Agricultural University, Indian Institute of 
Rice Research, Indian Institute of Soyabean 
Research and Vasant Dada Sugar Institute. 
ITC has also partnered with international 
and other reputed agencies like IWMI, WWF 
India, ACWADAM, GEOVALE and others for the 
interventions mentioned above. 
As part of supply side augmentation, in 2022-23, 
the Water Stewardship Programme covered 
over 1.36 lakh acres, of which over 61,900 acres is 
covered through catchment treatment and over 
74,800 acres by providing access to irrigation, 
taking the total cumulative area to over 14.7 lakh 
acres spread over 16 States. More than 3,100 
water harvesting and ground water recharge 
structures have been constructed during the 
year, taking the cumulative net fresh water-
harvesting potential to 48.9 million kl. The work 
with community has also contributed towards 
ITC’s Coimbatore and Maluru units Alliance for 
Water Stewardship’s (AWS) Platinum rating 
certification, of which Maluru unit’s certification 
was in the current year.  
Water stewardship for drought 
proofing agriculture and 
achieving unit positive status 
through supply and demand 
management initiatives;
Soil health improvement 
through various practices such 
as manure application, tank 
silt application, conservation 
agriculture, green manuring; 
and 
Biodiversity conservation 
through commons restoration 
and forest fringe development.
|  Sustainability Report 2023
Mission Sunehra Kal for Sustainable and Inclusive Growth
Check Dam in Maharashtra
Horizon I - Strengthen Current Dominant Source(s) of Livelihoods
163 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Soil Health 
ITC works for improving soil health through 
various initiatives that are specifically aimed 
at improving Soil Organic Carbon (SOC) 
percentage in soil. SOC is the bedrock for soil 
health as it improves soil structure and texture, 
promotes growth of microorganisms in soil, 
and increases nutrient intake by crops and 
water holding capacity of soil. This focus on 
SOC aligns with the principles of regenerative 
agriculture. The various initiatives by which soil 
health is improved are:
	
⬤Promoting organic supplement application 
in field – Tank silt, vermi compost, toilet manure 
and Green manuring. During the year, 7.89 lakh 
tons of tank silt was applied in fields, and over 
3,600 compost units were promoted.
	
⬤Catchment treatment work done as part 
of Water Stewardship aids in controlling top 
soil run-off. 9.48 lakh acres covered through 
catchment treatment till date of which over 
61,900 acres was done during the year.
	
⬤No till / Zero tillage practices to add crop 
stubble back to soil helps in retaining soil 
moisture and reduces soil erosion. During the 
year, 6.6 lakh acres of wheat was covered 
through zero tillage cultivation under MSK.
Biodiversity Conservation
In the agri catchments, ITC works for 
biodiversity conservation along with soil and 
water, as these three are essential natural 
capitals vital for sustainability of agriculture. As 
part of its biodiversity conservation efforts, ITC 
has focussed on the following:
	
⬤Biodiversity conservation in agri-supply 
chains to minimise the adverse impacts of 
agriculture on biodiversity;
	
⬤Community driven biodiversity conservation 
at the watershed level through landscape 
renewal and rehabilitation of degraded plots 
for mosaic restoration; and
	
⬤Revival of ecosystem services provided to 
agriculture by nature, which has witnessed 
considerable erosion in recent decades
 As in case of all MSK programmes, for 
biodiversity conservation programme also, 
community ownership is a key for success. To 
ensure community’s ownership, ITC works on 
creating awareness among communities on 
how biodiversity contributes to their livelihoods 
by providing eco-system services such as 
food, fodder & fuelwood, water conservation 
and hosting of beneficial predator birds 
(that feed on crop pests) and pollinators. 
Community institutions such as Charagah Vikas 
Samitis (CVS), Banjar Bhoomi and Charagah 
Vikas Samitis (BBCVS), and Biodiversity 
Conservation Committees are formed in 
villages with membership from small and 
marginal farmers, landless, shepherds, pastoral 
communities and SC & ST communities. 
These groups play a critical role in making 
the programme a success by overseeing and 
contributing for the work and most importantly, 
getting land released from encroachments.
During the year, ITC’s community driven 
biodiversity efforts have conserved more than 
1.56 lakh acres of area, taking the total till date 
to over 2.9 lakh acres.
For Water Stewardship and Biodiversity 
Conservation, ITC also has major partnerships 
with State Governments of Rajasthan, 
Maharashtra, Karnataka and Telangana and 
with NABARD in Andhra Pradesh.
|  Sustainability Report 2023
Mission Sunehra Kal for Sustainable and Inclusive Growth
Soil & Moisture conservation work in Biodiversity Conservation Plot to encourage tree growth
Horizon I - Strengthen Current Dominant Source(s) of Livelihoods
164 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

|  Sustainability Report 2023
Mission Sunehra Kal for Sustainable and Inclusive Growth
The major challenge in restoration of village 
commons is to get the lands cleared from 
encroachments. The community institutions 
facilitated by ITC successfully get land 
released from such encroachments and 
subsequently complete the soil and moisture 
conservation works and plantations.
Rajasthan and Andhra Pradesh (AP) are two 
important States under the ITC’s biodiversity 
conservation programme. In Rajasthan, 
ITC has a formal partnership with the State 
Government, and in AP, it works closely with 
the Government to leverage resources. For 
community ownership in these two States, 
3,820 community institutions are formed 
including reactivation of some defunct 
groups.
Two such community groups were formed 
during the year in Googor village (Baran 
district) of Rajasthan and Abbayapalem 
village (Palnadu district) of Andhra Pradesh. 
During the planning process, Googor 
village committee found that out of 52 acres 
village commons, 39.5 acres was under 
encroachment by 25 families for more than 
10 years. As the group was convinced with 
the potential benefits from conservation 
work, they decided to get the land released 
for the larger good of the village by 
convincing, influencing key members of 
the society and through administrative 
processes like approaching the District 
Collector to take necessary action for 
freeing the land. As a result, the committee 
members could get entire  
39.5 acres released and works worth 
`1.46 million were initiated during the year. 
This work will benefit 1,300 families of 5 
villages by providing fodder, fuel and timber, 
apart from improving green cover and 
biodiversity.
Similarly, in Abbayapalem in Andhra 
Pradesh, the committee found 146 acres 
under encroachment by 16 families (in a 
3,103 acres plot) and got it released by 
getting unanimous support and resolution 
by the Gram Panchayat. As a result, 
conservation work could be taken up in 123 
acres worth `2.2 million which will benefit 
1,080 families of 2 villages.
In a similar way, committees in 65 other 
villages could get encroachments released 
to a tune of 2,080 acres in Rajasthan and 
AP during the year and took up biodiversity 
conservation work worth `60 million.
Community Driven Encroachment Eviction for Commons Restoration
Demarcated Encroached Land in Abbayyapalem Andhra Pradesh
Horizon I - Strengthen Current Dominant Source(s) of Livelihoods
165 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Livelihood Diversification
ITC focuses to improve farmer incomes and de-
risk livelihoods from climate change through 
both on-farm and off-farm diversification. ITC 
works with households to promote:
Energy Plantations for Additional Income and Cost Savings
Social Forestry with tree 
plantation in fields through 
pulp, fruit or other multi-
purpose species; and
At least one livestock-based 
livelihood option outside fields 
– cow & buffalo, goat & sheep, 
poultry, fishery and piggery.
On-farm Livelihood  
Diversification: Social Forestry
Social Forestry: Pulp, Energy and Agarbatti 
Bamboo wood plantations are promoted 
at scale to help farmers realise the market 
opportunities available in their catchments and 
to meet their own wood requirements. These 
plantations are done with suitable species like 
eucalyptus, casuarina, subabul, melia dubia, 
silvery oak and bambusa tulda. Considering 
the interests of small farmers, plantations are 
through agro-forestry and bund plantation 
models, both of which enable cultivation of trees 
and crops together, thus ensuring incomes and 
also contributing to food & wood security for the 
nation. Till date, the Social Forestry programmes 
have greened over 4.56 lakh acres benefiting 
1.76 lakh households, most of whom are small 
and tribal community farmers. ITC’s Farm and 
Social forestry programmes have together 
greened over 10.4 lakh acres till date. Farmers 
are also helped in getting their plantations 
certified under Forest Stewardship Council® 
Certification (FSC®) which ensures sustainable 
cultivation and also provides premium for the 
wood sold by farmers.
Energy Plantations on Bunds
|  Sustainability Report 2023
ITC promotes large scale energy plantations 
in Andhra Pradesh & Karnataka to meet the 
requirement of farmers so that, on harvest, 
farmers get an additional income and also 
meet their own fuel requirements.
In Karnataka, plantations were initiated around 
10 years back in Mysuru and Hassan districts 
with majority of plantation done with Melia 
dubia and Silver Oak species. These trees are 
generally harvested after 4 to 5 years and in 
2022-23, 1,800 farmers harvested wood. 
As per internal study of 127 farmers, on 
an average, each farmer sold around 
14.56 tons (52%) of harvested wood in the 
market and consumed 13.18 tons wood for their 
own requirements. The increase in average net 
income of family was close to `0.1 million, with 
54 % coming from wood sale, and rest from 
savings as they didn’t purchase wood for post-
harvest operations. 
While there were significant gains for 
farmers, plantations also helped in creating 
employment in the area because of the 
demand for plant material (62.94 lakh 
saplings/year). 
Till date, 0.73 Lakh Acre plantations have been done in Karnataka, creating potential for  
24.09 lakh tons of sustainable wood generation, thus reducing pressures on forests and other 
unsustainable wood sources.
Aerial View of Energy Plantations in Mysuru
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon I - Strengthen Current Dominant Source(s) of Livelihoods
166 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

IAHP is implemented with two approaches:
	
⬤Promoting adoption of relevant best 
practices related to breed improvement, 
feed and fodder, housing and healthcare 
cum vaccinations. This is done by training the 
households in practices, providing technical 
support for adoption and linking with relevant 
Government schemes. During the year, over 
79,400 households were covered through 
various animal husbandry practices spread 
across the animal sectors mentioned above.
	
⬤Promoting self-employed village cadre such 
as Artificial Insemination technicians and Pashu 
Sakhis (cadre of women) who provide advisory 
and input services to households at their 
doorstep. Rural youth and women are provided 
structured training to be able to provide these 
Other fruit and commercial tree plantations: 
In all core catchments, ITC also encourages 
farmers to take up fruit tree or other 
commercial species plantations, either in part 
of their field or as an agro-horti model (both 
crops and trees cultivated together).  
During the year, over 1,700 acres of fruit tree 
plantations were promoted.
Off-farm Livelihood Diversification: 
Improved Animal Husbandry Practices
The Integrated Animal Husbandry Programme 
(IAHP) provides an opportunity for farmers to 
diversify their livelihood portfolio from primary 
dependence on agriculture to animal-based 
income source, which is more climate resilient 
compared to agriculture and is also a regular 
income source for households. It is closely 
aligned with Government’s priorities like 
National Livestock Mission for improving farmer 
incomes from animal husbandry. IAHP aims 
at quantitative and qualitative improvement 
in livestock production systems and capacity 
building of all dependant households. The 
categories covered include major ruminants 
(cow & buffalo), minor ruminants (goat & sheep), 
poultry, piggery and fishery. 
services in the villages and demand is generated 
for their services by creating awareness among 
village households. Currently, 126 Artificial 
Insemination technicians and over 400 Pashu 
Sakhis are providing services which have 
benefited over 4.46 lakh animal owners (cattle, 
goat & sheep) cumulatively. 
|  Sustainability Report 2023
Mission Sunehra Kal for Sustainable and Inclusive Growth
Pashu Sakhi visiting Household with Goats in Madhya Pradesh
Horizon I - Strengthen Current Dominant Source(s) of Livelihoods
167 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Institutional Support
Majority of Indian farmers fall in small and 
marginal category due to their smaller land 
holding which limits their capacity to invest and 
withstand crop failures. To address this risk, 
ITC works for enabling institutional support to 
farmers to help them in risk mitigation and cost 
reduction. ITC works to link farmers with major 
Government programmes and enables farmers 
to get enrolled in farmer institutions such as 
Agri Business Centres (ABCs) and Farmer 
Producer Organisations (FPOs). 
	
⬤Agri Business Centres (ABCs) and Farmer 
Producer Organisations (FPO) are promoted 
to provide services such as agri-credit 
linkages, collective input procurement and 
taking agricultural equipment on hire. 1,150 
FPOs and 916 Agri Business Centres are 
providing services to more than 2.83 lakh 
members, and additionally, 6,087 Water User 
Groups and Social Forestry Committees are 
serving over 1.13 lakh members for collective 
mobilisation, apart from playing a key role in 
ensuring sustenance of the programmes
	
⬤Farmers are also linked to select Government 
schemes which helps them to cope up with 
credit, higher costs of cultivation and climate 
risks.  During the year, 9.5 lakh linkages to 
government schemes were facilitated in six 
identified schemes benefiting around  
3.8 lakh farmers. 
•	 Soil Health Card for rationalisation of 
fertiliser use 
•	 PM KISAN for supplementary income to 
farmers
•	 Institutional credit from Kisan Credit Card 
(KCC) and Cooperative Societies for timely 
loans and avoiding exploitation from money 
lenders
•	 Crop insurance for overcoming crop 
damage from extreme weather episodes
•	 Sale of produce through e-NAM market 
channels
•	 PM Kisan Pension scheme for a safe future.
Farmer Producer Organisations (FPOs) are 
collectives of farmers incorporated under 
Companies Act 2013 in the catchment areas 
of ITC’s Agri Business Division (ABD). These 
FPOs are promoted by ITC to strengthen the 
farming community through collectivisation 
of their resources and efforts for their 
own benefit. The initiative is in line with 
Government of India’s vision of promoting 
10,000 Farmer Producer Organisation 
(FPOs) for the benefit of small and marginal 
farmers which constitutes around 86% of the 
total cultivars in the country.
So far, ITC is engaged with around  
1,150 FPOs by helping farmers form new 
Farmer Collectives and/or strengthening 
existing ones. These Farmer Collectives/
FPOs have membership of around  
2.65 lakh farmers and are spread across 
9 States. Comprehensive programme for 
supporting these FPOs has been rolled out 
under ITCMAARS platform. The FPOs are 
supported for increasing their access to 
area specific crop advisory through physical 
and digital medium, access to farm inputs 
(seeds, fertilisers, crop protection chemicals), 
access to formal credit through linkages 
with formal financial institutions (banks) and 
market linkages for the key crops. Dedicated 
mobile application for FPOs has been rolled 
out linking farmers from catchment areas 
digitally and providing multiple services 
across advisory, inputs, credit and output 
market linkages.
During the last two years (FY 2021-22 & 
2022-23), these Farmer Collectives/FPOs 
have:
•	 Provided crop advisory support across 
22 crop value chains through ITCMAARS 
covering 3,684 articles & videos, 177 field 
trainings, 5,491 soil testing and 1,348 
frontline demonstrations
•	 Facilitated farm inputs such as seeds, 
fertilisers and agro chemicals worth 
around `95 million to catchment farmers 
•	 For the purpose of carrying out business 
transactions, FPOs availed formal credit 
from banks of around `99.2 million 
at group level and additionally 
helped catchment farmers to avail 
individual credit of around `66.8 million 
predominantly through Kisan Credit Card
•	 Provided market linkages to catchment 
farmers by aggregating and trading 
around 1.02 lakh MT of farm produce 
worth `2,600 million.
Farmer Producer Organisations Helping Farmers
|  Sustainability Report 2023
Leveraging Govt. Schemes – Farmer Beneficiary in Rajasthan
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon I - Strengthen Current Dominant Source(s) of Livelihoods
168 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Creating Capabilities  
for Tomorrow
Support to School
This programme closely aligned to 
Government’s ‘Samagra Shiksha Abhiyan’ and 
‘National Education Policy 2020’, is designed to 
provide children from weaker sections access to 
education with focus on learning outcomes and 
retention. The interventions focus on universal 
access and retention, bridging of gender and 
social category gaps in elementary education 
and improving the quality of learning. 
Operational in 32 districts of 12 States, the 
Support to Education programme covered 
over 2.5 lakh children in FY 2022-23. As part 
of this, the Read India Programme aims to 
provide quality education and improve learning 
levels of children. The programme focuses 
on bridging the gap in learning levels among 
children studying in same standard. To ensure 
the same, children are categorised into groups 
based on the assessment of their learning levels 
irrespective of the standard in which they are 
enrolled. Thereafter, activity-based learning 
pedagogy is adopted to improve their learning 
levels to be at par with that of their peers  
(Chart 1). Additionally, Mothers’ groups were 
formed and were trained on activity-based 
learning to reinforce the outcomes. These 
Mothers’ groups helped children at their homes 
in retaining the learning levels and bridging 
learning gaps. During the year over 3,400 
Mothers’ group were formed under the Read 
India Programme. 
During the year, over 14,400 government school 
teachers and Anganwadi Sevikas were also 
trained on child-friendly pedagogy under 
Support to Education programme, which 
helped achieve scale and will also enable 
sustenance of the programme. 
Furthermore, 125 Supplementary Learning 
Centres (SLCs) were operational during 
the year for mainstreaming of out of 
school children. Over 2,000 children were 
mainstreamed during the year into regular 
education system (refer box ahead for detailed 
information on SLCs).
Beginner
1-Digit
2-Digit
Subtraction
Division
Chart 1: Learning Levels in Children in Primary Education (Sample of 5,941)
Baseline
1%
14%
46%
30%
9%
1st Endline
8%
34%
38%
18%
2%
28%
41%
23%
8%
2nd Endline
32%
58%
2%
7%
3rd Endline
|  Sustainability Report 2023
Activity based learning at Anganwadi Centre in Andhra Pradesh
Mission Sunehra Kal for Sustainable and Inclusive Growth
169 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Socio economically poor communities in 
Saharanpur and Haridwar witness multifold 
problems that result in their children dropping 
out of school. There is also a large number 
of poor, especially migrant population, in 
these districts that comes in search of jobs. 
Many of them are illiterate and earn a living 
by working in factories and labour intensive 
micro industries like wood craft. Education 
becomes low priority for them and many of 
these families either engage their children 
in petty jobs to increase their household 
income or leave the elder child, especially 
girls, at home to take care of younger siblings 
as both the parents have to go for work. 
Consequently, children belonging to age 
group of 6-14 years are amongst the most 
vulnerable lot and tend to drop out of school. 
ITC has been running its Supplementary 
Learning Programme targeting such 
out of school children, initially with 40 
Supplementary Learning Centres (SLC) in 
Saharanpur and 10 in Haridwar. During the 
year, 125 SLCs were operational across both 
locations. 
Supplementary Learning Centres are 
planned based on household surveys and 
Participatory Rural Appraisal that helps 
in identifying specific reasons for children 
to be out of school and also decide the 
location where the Centre can be opened. 
Subsequently, an instructor is identified 
from the same area who along with the 
Programme Supervisor, counsels and 
influences the parents to send their drop out 
or out of school children to the SLC. Instructors 
are trained thoroughly on pedagogy of 
activity-based learning and provided 
handholding support from subject experts. 
Each Centre catering to about 40 children is 
equipped with teaching and learning material 
including stationery for children. 
Structured baseline and end line of each 
child attending the SLC is done to determine 
learning levels. Special support is also 
provided to slow learners. Continuous 
assessment of child learning is performed and 
updated on a monthly basis to track progress. 
As involvement of parents is very critical in 
this programme, monthly home visits are 
done in addition to the monthly meeting with 
parents at the Centre. Purpose of this is to 
appraise parents on their child’s progress, 
and for motivating and counselling them to 
enroll them in neighboring schools post the 
programme. Mothers play a critical role in 
the entire process and provide the required 
psychological support to the children. 
After the learning levels have advanced 
from beginner to upper level, they are 
mainstreamed in age appropriate classes 
in government schools in nearby localities. 
After mainstreaming also, visits to schools and 
interaction with school teachers is done to 
ensure that the child feels comfortable. 
The programme has mainstreamed more 
than 5,200 students till date; of which 2,000 
were mainstreamed in 2022-23 itself. Of 
those mainstreamed in initial years, over 
200 children have now already reached 
secondary & higher secondary level. 
Education is a basic requirement for human 
development. With education, employment 
opportunities get broadened impacting 
livelihood in future. Supplementary Learning 
Programme thus aims to secure future 
livelihood of such vulnerable children in ITC 
catchments.
Mainstreaming of Out of School Children for Ensuring Foundational Education
|  Sustainability Report 2023
Children at SLC in Saharanpur
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon II - Creating Capabilities for Tomorrow
170 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Infrastructure Support and Maintenance:  
Improvement in infrastructure at identified 
government primary schools/ anganwadis 
is an important feature of the Support to 
Education programme with the aim of 
creating an attractive and enabling learning 
environment through ‘child friendly schools’. 
Over 380 primary schools/ anganwadis were 
provided with infrastructure support in FY 2022-
23, taking the cumulative number till date to 
more than 3,300 schools and anganwadis.
The programme also strengthened over  
781 School Management Committees (SMCs) 
to enable participation, ownership and 
involvement in sustaining maintenance of 
school infrastructure being provided by ITC. In 
several schools, contributions for operations 
and maintenance of infrastructure/ sanitation 
facilities, creation of soap banks, capacity 
building of school heads, teachers and child 
cabinet members have also been initiated. In 
addition, over 680 Child Cabinets and Water 
& Sanitation (WATSAN) Committees were also 
strengthened in all project locations to drive 
cleanliness and hygienic practices in  
the schools. 
During the year, 16 schools 
supported by ITC’s programme 
won Swachh Vidyalaya Award 
5-star rating. One school from 
Bhadradri Kothagudem won 
State-level award. 
|  Sustainability Report 2023
Child Cabinet Members in a School at Andhra Pradesh
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon II - Creating Capabilities for Tomorrow
171 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

|  Sustainability Report 2023
Mission Sunehra Kal for Sustainable and Inclusive Growth
Skilling of Youth
The programme focuses on providing 
market relevant skills to make potential job 
seekers industry-ready and employable. The 
programme is closely aligned to the ‘Pradhan 
Mantri Kaushal Vikas Yojana (PMKVY)’, which 
aims to enable youth take up industry-relevant 
skill training to help secure better livelihoods. 
The programme is being implemented around 
ITC’s factories and agribusiness catchments in 33 
districts of 17 States and has trained 1 lakh youth 
cumulatively. In FY 2022-23, 34% of the youth 
enrolled were from the SC/ST communities and 
46% were female students. The programme 
offered courses in 8 skills with the most sought-
Ms. Swetha (Name changed), aged 26 
years, hails from a small suburb in North 
Chennai. Due to poor financial condition 
of her family, she was not able to pursue 
education beyond 12th Standard and also got 
married at an early age of 18 years. However, 
her marriage did not last long.  For last 3 
years, she was living with her parents along 
with her daughter aged 7 years. Her father 
is a fisherman and mother a daily wage 
labourer. With family income of just `5,000/- 
per month, they were finding it difficult to 
manage their daily expenses. Worried about 
her and her growing child’s future, Swetha 
was under deep stress. She was perceived 
as a liability on her father by the society. 
She desperately wanted to pursue a job to 
educate her daughter properly and sustain 
herself, but could not get it due to lack of any 
professional education and skill set required 
in the job market. 
Through a mobilisation camp organised 
in her locality, she came in touch with ITC 
Mission Sunehra Kal and enrolled herself in 
the Retail & Sales Associate course in 2022. 
Determined to get a job, she got a placement 
in Chennai as a Data Entry Operator with a 
monthly salary of `10,000/- and other perks 
like communication expense, life insurance 
and travel allowance, which has now 
provided financial and social security to her. 
Because of a steady income, she has now 
admitted her daughter in a private school. 
She is able to spend around `30,000/- per 
annum on her education. She also spent 
around `60,000/- to renovate her parental 
house and is now leading a dignified life in 
the society as people’s perception regarding 
her changed from “liability for her father to 
an earning member of the family”. Apart from 
investing in her child’s education and house 
renovation, she also has planned to save for 
her daughter’s higher education.
“I was in deep depression and had never thought that I could 
have dignity in my life. The skill training proved me wrong and I 
am now able to live proudly in my society along with my parents. 
I want to forget my past nightmare and want to provide quality 
education to my daughter and the same has been possible only 
because of skill training program of ITC. I will advise all youth like 
me to enroll in the program for a Better Future.”
– Ms. Swetha (name changed)
Empowerment through Skilling Initiative
after courses being electrical, computer skills 
and bedside assistance. Candidates are helped 
in getting jobs in market after completion of the 
training. Such earnings are not only helping 
youth to have better livelihood, but is also 
enhancing their self-esteem and allowing them 
to contribute to the well-being of their family. 
During the year, skilling of persons with 
disabilities, locomotor and hearing impairment, 
was piloted in Bengaluru, Karnataka. Two 
batches with 53% women were started in trades 
of life skills, computer and English language.
General Duty Assistant Trainees at a centre in Madhya Pradesh
Horizon II - Creating Capabilities for Tomorrow
172 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Public Health
Sanitation & Waste Management
Access to Sanitation –  
Household and Community 
The objective of the programme is to promote 
a hygienic environment through prevention of 
open defecation and reduction in incidence 
of water-borne diseases. The intervention 
aligned to the ‘Swachh Bharat Mission 
(SBM)’, is a holistic approach to sanitation, 
including construction of toilets, street 
cleaning, minimising generation of waste and 
behavioural change. 
ITC has promoted construction of toilets on a 
cost sharing basis, coupled with high impact 
awareness campaigns, to ensure enhanced 
levels of ownership and behavioural change. 
During the year, around 200 Individual 
Household Toilets were constructed. To cover 
poor households without land for toilets, 35 
community toilets were also constructed in FY 
2022-23 with operations & management being 
managed by the community itself through 
funds generated by them. Cumulatively, 157 
community toilets and over 39,600 household 
toilets have been constructed till March, 2023.
Waste Management
The Company’s waste recycling programme, 
‘WOW - Wellbeing Out of Waste’, enables the 
creation of a clean & green environment and 
promotes sustainable livelihoods for waste 
collectors. During the year, the programme 
continued to be executed in Bengaluru, Mysuru, 
Hyderabad, Coimbatore, Chennai, Delhi, major 
towns of Telangana and several districts of 
Andhra Pradesh. The quantum of dry waste 
collected during the year was about 64,000 MT 
from over 1,270 wards. The programme has 
covered over 2.2 crore citizens in over 
55 lakh households, 57 lakh school children 
and around 2,100 corporates since its inception. 
It has promoted sustainable livelihood for 
over 17,750 waste collectors by facilitating an 
effective collection system in collaboration with 
Municipal Corporations. The intervention has 
also created over 150 social entrepreneurs 
who are involved in maximising value capture 
from dry waste collected.
Decentralised Solid Waste Management 
(SWM): The primary focus of this programme 
is on source segregation and minimising waste 
to landfill. The programme is operational in 10 
States. During the year, focus was on ensuring 
impactful execution of the amplification 
partnerships in towns, villages and temples.  
The programme covered over 25 lakh 
households & establishments and handled 
over 2.6 lakh MT of waste during the 
year. Focus on decentralised community 
owned waste management continued with 
the formation of household clusters and 
encouraging home composting to push 
waste management closer to the generator 
so as to minimise environmental impact and 
associated costs. The number of Mohalla 
Committees paying to the waste collectors has 
been sustained over the years, and in some 
locations, the local Government is paying the 
waste collectors directly. Currently, over 5 lakh 
households are engaged in home composting 
and 82.5% of the over 25 lakh households 
reached so far are now practicing source 
segregation and who were not doing so earlier.  
As a result of the programme, over 87% of 
waste has been avoided from going to the 
landfills through home composting, cluster 
composting and recycling. The waste collectors 
also benefit from the sale of recyclables which 
is an additional income apart from the monthly 
amount paid to them by Mohalla Committees 
from the user fee collected. 
`110 million was collected during the year 
by the Mohalla Committees and Gram 
Panchayats as revenue from household levy, 
sale of compost and recyclables, which went 
towards meeting part of the administration and 
overhead costs in running the decentralised 
solid waste management programme by them. 
During the year, Nagar Palika Parishad, Shivalik 
Nagar, in Haridwar where ITC works on waste 
management, was awarded second prize 
by the Uttarakhand State government for 
decentralised waste management.
|  Sustainability Report 2023
Community Toilet in West Bengal
Source Segregated Waste Collection in Mysuru
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon II - Creating Capabilities for Tomorrow
173 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Mysore district spanning across 1,170 villages 
from 256 Gram Panchayats generates around 
84 MT of solid waste per day in rural areas, 
of which about 30% is dry waste and 70% is 
wet waste. Though solid waste generated 
in rural areas is predominantly organic and 
biodegradable, it was becoming a major 
problem due to lack of adequate segregation 
and proper management in a financially 
viable manner.
ITC Mission Sunehra Kal collaborated with 
Zilla Panchayat Mysuru in February 2019 
for a period of 3 years as a Public Private 
Community Partnership (PPCP) programme 
to help Gram Panchayats (GPs) in initiating 
Decentralised Solid Waste Management 
(DSWM) with the objective of managing 
waste at source and ‘minimising waste 
dumping’. ITC designed high impact 
Information, Education and Communication 
(IEC) activities and trainings to drive Social 
Behaviour Change among GP officials, 
elected Panchayat Representatives and Self-
Help Groups on various aspects of planning, 
implementation and managing Solid Waste in 
a decentralised approach.
The programme has been rolled out in 188 of 
the 256 Gram Panchayats (GPs) in the District.  
ITC supported GPs to implement Low cost 
waste management. GPs are facilitated to 
implement waste management by utilising 
existing old buildings in the villages or through 
low cost temporary sheds for dry waste 
processing & storage. This helped GPs save 
over 65% of the infrastructure cost (around 
`1.13 million savings /GP) compared to the 
earlier high cost infrastructure model. About 
146 GPs (78%) have now adopted the low cost 
model. 
However, monitoring of daily waste collection, 
transportation, processing and treatment was 
becoming a big challenge for GPs due to lack 
of manpower required to do these operations. 
To overcome this, ITC and Zilla Panchayat 
trained SHGs of State Rural Livelihood 
Mission on waste management at Gram 
Panchayat Level, and facilitated agreement 
between SHGs and GPs in accordance with 
SWM by-laws of the State. Bilikere Gram 
Panchayat of Hunsur taluk, Mysuru District 
that was promoted as a Hub to demonstrate 
best practices under the collaborative 
programme, became the first GP to sign an 
agreement with SHGs for managing solid 
waste. It has since paved the way for other 
Gram Panchayats in the district to adopt 
the model. Since then, 120 GPs in the district 
have signed agreements with SRLM SHGs for 
managing solid waste in their  
Gram Panchayats.
Since women from SHGs are well recognised 
by the community, sensitisation of villagers on 
waste management has becomes easier with 
their involvement. They have started acting as 
change makers in motivating households to 
segregate waste at source and adopt home 
composting methods like Pipe composting 
and Thippe composting for managing wet 
waste. ITC and Zilla Panchayat has helped 
SHGs and Gram Panchayats to link with waste 
recyclers for managing dry waste. Training 
and handholding support was also provided 
to the SHGs on waste data recording and 
project monitoring.
In these GPs, 93% households are segregating 
waste at source. By reviving traditional 
composting method like “Thippe”, 52% 
households are managing their wet waste 
through home composting. Recyclable waste 
is further segregated into various categories 
and sold to recyclers. SHG involvement 
has helped not only in decentralised 
waste management, but also in reduction 
of recurring/operating costs of waste 
management by 30%. The cost is reduced 
mainly due to improved work efficiencies of 
these SHGs & reduction in O&M expenditure. 
GPs are currently paying service fee to SHGs 
for waste management. It is aimed that in 
future, SHGs should also earn income from 
recycling waste. 
Women SHGs Led Waste Management in Rural Mysuru
|  Sustainability Report 2023
Home visit for Awareness Generation on SWM 
by SHG Members
Mission Sunehra Kal for Sustainable and Inclusive Growth
The Green Temple initiative is a closed loop 
waste management model involving processing 
of waste generated in places of worship to 
provide biogas to the temple kitchen and 
compost for its gardens. During the year, the 
intervention expanded to over 950 places. In 
Tamil Nadu, the programme is implemented in 
collaboration with Endowments Department, 
Govt. of Tamil Nadu. 
Also, during the year, ITC has collaborated with 
Department of Drinking Water and Sanitation 
(DDWS), Government of India, and  
India Sanitation Coalition (ISC), FICCI to develop 
36 Gram Panchayats (GPs) across 10 States as 
Lighthouses, demonstrating best practices in 
sanitation and waste management, which will be 
adopted by other GPs, gradually. Partnership is 
part of the DDWS’s plan of creating 75 lighthouse 
Gram Panchayats across India.
Horizon II - Creating Capabilities for Tomorrow
174 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

|  Sustainability Report 2023
Mission Sunehra Kal for Sustainable and Inclusive Growth
Health & Nutrition
Mother & Child Health and Nutrition
The objective of the programme is to improve 
maternal health, reduce malnutrition and 
promote healthy community. The intervention 
aligned to the ‘Saksham Anganwadi and 
Poshan 2.0’, addresses the challenges of 
malnutrition in children, adolescent girls, 
pregnant women and lactating mothers. 
Over 5.6 lakh beneficiaries were covered 
under Mother and Child Health initiative, 
through more than 2,100 awareness camps to 
improve the health-nutrition status of women, 
adolescents and children by strengthening 
institutional capacity, promoting greater 
convergence with existing government 
schemes and increasing access to basic 
services on maternal, child, & adolescent 
health, nutrition and child protection. 
In select catchments of Kamrup and Darrang 
districts in Assam, the intervention specifically 
targeted strengthening of home-based 
counselling of families with malnourished 
children by the Anganwadi workers. Focus was 
given for improving exclusive breast-feeding 
practices for children of 0-6 months of age, 
complementary feeding for children above 6 
months of age and awareness using a mobile 
based application developed by ITC. This 
resulted in significant reduction in underweight 
children and increase in institutional deliveries 
in project locations of Kamrup and Darrang 
districts as compared to NFHS-5 data (2019-
21) for these districts. Seeing the impact of 
the programme, Social Welfare Department 
of Assam has done a partnership with ITC, 
wherein, ITC will help in capacity building of 
Government staff to undertake these activities. 
The partnership with the objective of reducing 
malnutrition covers 8 districts including 7 
aspirational districts of the State. 
ITC’s Swasthya Choupal initiative continued to 
enhance awareness on various health related 
issues through a network of 430 women Village 
Health Champions (VHCs) who reached out to 
nearly 1.16 lakh women and adolescent girls 
during the year. The programme is operational 
in seven districts of Uttar Pradesh and three 
districts of Madhya Pradesh. The VHCs 
conducted group meetings, school activities 
and door-to-door visits in the villages focusing 
on aspects like sanitation, menstrual and 
personal hygiene, family planning, diarrhoea 
prevention and nutrition, apart from providing 
access to related products and thus also having 
a supplementary income.
Anganwadi Worker doing Home visit in West Bengal
Horizon II - Creating Capabilities for Tomorrow
175 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

|  Sustainability Report 2023
Mission Sunehra Kal for Sustainable and Inclusive Growth
Kamla Devi (name changed) from a village 
in Saharanpur is an old landless woman 
belonging to the Below Poverty Line (BPL) 
category. She has four sons and four 
daughters. Two of her sons work as daily 
wage labourers and total monthly income of 
the household is only around `15,000/-.
Kamla Devi suffers from hypertension and 
diabetes and recently developed respiratory 
issues as well. She also suffers from 
osteoarthritis. With multiple ailments at her 
age, she required constant medication and 
frequent hospital visits. She has been visiting 
the nearest Community Health Centre (CHC) 
at Sadhauli Qadeem block every month for 
medical check-up and medicines, which is 
around 15 kms away. To add to her woes, 
the public transport connectivity between 
her village and the CHC is also not very 
good and requires her to change two buses 
to reach the CHC. Moreover, she spends 
around `100/- to `150/- on commute alone 
for every visit to the health centre. 
Struggling to get basic healthcare, Kamla 
Devi expressed her delight with the relief 
that she has received after the Mobile 
Medical Unit under ITC Swaasth Kiran 
intervention started visiting her village. The 
van equipped with all necessary resources 
including doctor, nurse, medicines, etc. 
visits the village once a month and provides 
doctor consultation, diagnostic tests and 
medicines free of cost, thus taking care of 
healthcare needs of Kamla Devi. This not 
only reduces the cost incurred on travel, but 
also helps villagers like Kamla in avoiding 
income loss incurred by losing a day’s work 
in commuting to health centres. Moreover, 
regular visits of MMUs in the villages spread 
awareness among community members on 
preventive healthcare. MMUs have brought 
quality and reliable healthcare accessible 
to the community, benefitting the poor and 
underprivileged.
Doorstep Delivery of Healthcare Services
Healthcare
ITC Swaasth Kiran, a new integrated 
healthcare programme was initiated in 
the districts of Saharanpur (Uttar Pradesh) 
and Munger (Bihar). This intervention aims 
to improve health status of community by 
providing affordable access to primary 
health care services at the doorstep of rural 
communities with support from and in close 
coordination with Health Departments of 
respective districts. Apart from primary 
curative health services, this intervention also 
encompasses preventive healthcare by driving 
behaviour change through awareness creation.
8 Mobile Medical Units (MMU), 4 each in 
Saharanpur & Munger, were operational 
during the year. Each MMU is manned by a 
team comprising of a MBBS qualified Doctor, 
a Nurse, a Pharmacist and a Community 
Mobilizer. These MMUs, equipped with 
medicines and basic medical equipment for 
screening of diseases, provide free medical 
consultation and medicines to the community 
at their doorstep. During the year, more than 
57,000 individual engagements were made 
with community members across 690 villages, 
56% of whom were women. 6,900 diagnostic 
tests were also conducted and 5,600 referrals 
made to higher level hospitals. The programme 
will be further strengthened in the coming 
years by including additional interventions.
Additionally, ITC provided support to the 
national campaign to eradicate Tuberculosis 
- Pradhan Mantri TB Mukt Bharat Abhiyaan 
by the Ministry of Health & Family Welfare. 
Under the intervention, ITC provided nutritional 
food kits to identified Tuberculosis patients in 
Saharanpur, Munger and Delhi for a period of 
six months. 
“Doctor comes to our village in the MMU.  
We get consultation as well as free medicines  
from the MMU. Not just me, but the entire village  
is benefitted from the MMU”. 
Kamla Devi (name changed)
Mobile Medical Unit serving rural population at door-step
Horizon II - Creating Capabilities for Tomorrow
176 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Women Empowerment 
This initiative is designed to provide a range of 
gainful entrepreneurial opportunities to poor 
women and supported with financial assistance 
by way of loans and grants. Strong market 
linkages are attempted to ensure long term 
sustainability. This initiative is closely aligned 
to ‘National Rural Livelihoods Missions' of the 
Government, which aims to support women to 
diversify their livelihoods, improve their incomes 
and quality of life.
3 districts 
of Madhya Pradesh, Telangana  
and Uttar Pradesh
32,600 
women impacted (cumulative)
|  Sustainability Report 2023
Targeting Hard-core Poor Women Programme
Ultra-Poor Women: The programme has been 
operational in 3 districts of Madhya Pradesh, 
Telangana and Uttar Pradesh during the 
year and has cumulatively impacted more 
than 32,600 women. These are the Ultra Poor 
women, shouldering responsibility of heading 
the family, and are benefitted through a 
structured programme as depicted below 
(Figure 21) and thus helping them to move out 
of abject poverty. 
Targeting Hard-core Poor Women Programme
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon II - Creating Capabilities for Tomorrow
177 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

|  Sustainability Report 2023
Mission Sunehra Kal for Sustainable and Inclusive Growth
Mrs. Shanthi (name changed), a 40+ year 
old woman comes from  a Below Poverty 
Line family residing in one of the villages of 
Bhadradri Kothagudem district (an Aspirational 
District). Her family consists of 6 persons 
including herself, her father, mother, two 
sisters and a brother. Her father was the only 
wage earner for the family and his earning 
was only around `3,000/- per month. Her 
family condition did not allow her to pursue 
education and was compelled to start working 
at an early age of 14 to support her family. 
Shanthi got married at the age of 18 to a daily 
wage labourer who turned out to be alcoholic 
and abusive. After 11 years of pain and agony, 
Shanthi’s father decided to pull her out of the 
marriage. 
Shanthi was a mother to two girls and was 
pregnant at the time of separation from her 
husband and soon gave birth to a boy. She 
decided to not be a burden on her family and 
started working as a housemaid, which helped 
her earn `1,600/- per month. Shanthi started 
living separately near her father’s house, 
but was struggling to support her and her 
children’s basic needs (food and education) 
with her meagre earnings which remained 
stagnant due to less opportunities in the area. 
Learning from her life, Shanthi was quite 
determined to educate her children, but forced 
by the circumstances, her daughters could not 
continue their education.
In 2021, Shanthi was identified as a potential 
participant in the ITC’s ‘Targeting Hardcore 
Poor’ woman programme (THP), which works 
for upliftment of ultra-poor women who are 
heading a household with monthly income of 
less than `2,500/- and have no able-bodied 
earning adult male member in the family. She 
was enrolled in the two-year programme, 
wherein she was provided with training, social 
linkages, assets, and handholding support 
to run an enterprise. As part of the two-year 
programme, she was provided with training 
and knowledge on various dimensions of 
managing a micro-enterprise along with 
consumption support of `1,400/- @ `200/- per 
day for 7 days to compensate for income loss 
when she attended trainings. 
Post training, she was provided support of 
`11,500/- to start her enterprise of selling 
vegetables on a push cart. Shanthi started 
earning `3,500/- per month by selling 
vegetables in morning and evening. She was 
encouraged to have a full-time shop for selling 
vegetables to increase her income. Shanthi, 
soon managed to save for a full-time shop and 
her earnings increased to `6,000/- per month. 
Soon after, she further expanded her venture 
to sell fruits as well. Now her average monthly 
income is around `10,000/-. Net asset value 
of her shop is around `78,000/- and she has 
bank savings of `21,000/-. Shanthi graduated 
from the programme in March 2023.
Her eldest daughter, who is 18+, is helping 
her in her business now. Other children have 
resumed education, with the second daughter 
pursuing higher education in a Government 
Degree College and son resuming his studies in 
school. The programme has resulted in overall 
upliftment in the socio-economic status of the 
family, as they now have access to healthcare, 
bank accounts, sanitation, social security 
schemes, Self-help Groups, etc.
Mainstreaming the Ultra-poor Women
Self-Help Groups (SHGs):  1,500 SHGs were 
newly formed in FY 2022-23. The existing and 
new SHGs together leveraged `7 million from 
banks during the year. 
Financial Inclusion: Post the signing of the 
MoU with Madhya Pradesh State Rural 
Livelihood Mission (MPSRLM) in 2017-18 for 
financial literacy and inclusion of SHG women 
members, the programme has reached out to 
over 213,800 SHGs and more than 20.7 lakh 
women members in 52 districts till date. Over 
16 lakh women from those trained have also 
been provided access to bank accounts and 
linked to various Government social security 
schemes and have started saving money. 
More than 2,400 Yojana Sakhis have been 
trained so far to provide door-step services 
to rural community in awareness generation 
and linking women to social security schemes. 
This helps the Sakhis as they get an additional 
monthly income of more than `2,500/-.
Financial Literacy Training of Super Trainers in Madhya Pradesh
Horizon II - Creating Capabilities for Tomorrow
178 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Way Forward 
Mission Sunehra Kal for Sustainable and Inclusive Growth
As discussed in SIP’s approach section, 
ITC’s CSR programmes follow a bottom-up 
approach and keep community needs and 
priorities at the centre while also focussing 
upon organisational and national priorities. 
Programme priorities are defined by three 
key drivers with certain level of overlaps and 
alignment in needs and priorities of each of 
the identified stakeholders.
Organisational Priorities 
and strategic pillars 
including those aligned to 
Sustainability 2.0
National Priorities; and
Community Priorities 
identified through Core 
Area Perspective Plan 
(CAPP) 2.0 study and other 
surveys and engagements
The convergence of the needs and priorities 
of the stakeholders will continue to be 
the basis to further strengthen ITC’s Two 
Horizon approach and make it more holistic 
and comprehensive, with special focus on 
vulnerable and underprivileged sections of 
society including women. 
During FY 2022-23, a household survey 
was undertaken covering over 26,000 
households in 14 States to assess the 
gaps against planned outcomes and, 
accordingly develop future action plans. 
Periodical household surveys and other 
assessments will continue to scan emerging 
needs and guide the progress as well as 
direction of the programmes. 
The programmes will focus on amplifying 
the outcomes through synergistic effect 
by convergence of benefits received by a 
household under multiple interventions, 
thus creating model habitations.
Awards and Recognition 
received by ITC’s Social Investment Programme in FY 2022-23
ITC won the 16th Edition of CII – National Awards for Excellence in Water Management 
under the category ‘Beyond the Fence’ for its Ghod River Basin Project.
ITC won FICCI CSR Award for its ‘Ghod River Basin Project’ under the category 
‘Environment Sustainability’ for Private Sector Companies with turnover of `3,001 crores 
per annum and above.
ITC’s initiatives in Water Stewardship Programme received recognition under the 
Category – ‘Protect and Restore Community Water Structures’ at Water Sustainability 
Awards by TERI in collaboration with UNDP and the International Water Association (IWA).
ITC’s Case Study focusing on Women Empowerment through Financial Literacy 
was published in a Compendium of best practices titled “Creating Value through 
Partnerships” by Confederation of Indian Industry. Compendium was launched during 
the CII CSR National Summit held in January 2023.
ITC’s three case studies focusing on successful models of Solid Waste Management 
were published in a Compendium on Business of Change series, titled ‘Models of 
Success in Solid Waste Management and Greywater Management in Urban and Rural 
India’ by India Sanitation Coalition. The compendium was launched during the sixth 
edition of ISC-FICCI Sanitation Awards and the India Sanitation Conclave held in 
December 2022.
CII Water Awards
Horizon II - Creating Capabilities for Tomorrow
179 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Creating 
Enduring Institutions
ITC Sangeet Research 
Academy
The ITC Sangeet Research Academy (ITC 
SRA), established in 1977, is an embodiment 
of ITC’s sustained commitment to a priceless 
national heritage. This commitment towards 
ensuring enduring excellence in Classical 
Music education continues to drive ITC SRA 
in furthering its objective of preserving and 
propagating Hindustani classical music 
based on the age-old principle of ‘Guru-
Shishya Parampara’. The eminent Gurus of the 
Academy impart intensive training and quality 
education in Hindustani classical music to the 
scholars. The present Gurus of the Academy 
include Padma Bhushan Pt. Ajoy Chakrabarty, 
Padma Shri Pt. Ulhas Kashalkar, Pt. Partha 
Mission Sunehra Kal for Sustainable and Inclusive Growth
Horizon II - Creating Capabilities for Tomorrow
For more details, refer ‘Promoting Thought 
Leadership in Sustainability’ section of ‘Report 
of the Board of Directors & Management 
Discussion and Analysis’ forming part of   
‘ITC Report and Accounts, 2023’
Chatterjee, Pt. Uday Bhawalkar, Vidushi Subhra 
Guha, Shri Omkar Dadarkar and Shri Brajeswar 
Mukherjee. The Academy’s focus continues to 
be on nurturing exceptionally gifted students 
selected from across the country through a 
system of multi-level audition. Full scholarship 
is provided to them to reside and pursue music 
education in the Academy’s campus and in 
other designated locations under the tutelage 
of the country’s most distinguished musicians. 
Creation of the next generation of masters of 
Hindustani classical music for the propagation 
of a precious legacy continues to be the 
Academy’s objective.
The ‘CII–ITC Centre of Excellence for 
Sustainable Development’, established by ITC 
in 2006 in collaboration with the Confederation 
of Indian Industry (CII), continues to focus 
on promoting sustainable business practices 
amongst Indian enterprises. An Advisory 
Council, which includes members from the 
industry, civil society and institutions, headed 
by ITC’s Chairman provides strategic direction 
to the Centre. The Centre focuses on policy 
advocacy, training & advisory and executive 
education programmes across key intervention 
areas encompassing Climate Action, Circular 
Economy, Biodiversity & Nature and Resilient 
Business & Society. Its flagship industry 
alliances include the CII Climate Action Charter, 
India Plastics Pact, India Business & Biodiversity 
Initiative, Business for Human Rights, and 
Cleaner Air – Better Life. Over the years, the 
Centre has developed marquee offerings for 
supporting the sustainability transformation 
of Indian industry. These include CII-ITC 
Sustainability Award, Annual Sustainability 
Summit, Climate Action Programme (CAP2.0), 
ESG Intelligence and Analytics and Sustainable 
Value Chain Programme (Eco Edge).
CII–ITC Centre of Excellence  
for Sustainable Development
180 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Aligned SDGs
SIP Themes
Key Indicators to which MSK works contribute
SDG 1
Climate Smart Agri, Livestock & Women
1.2: Reduce poverty | 1.3: Social Protection Systems for all | 1.4: Equal rights to economic resources to vulnerable | 1.5: Build resilience 
of poor and vulnerable
SDG 2 
Climate Smart Agri, Livestock & Women
2.2: End all forms of malnutrition | 2.3: Agricultural productivity & incomes | 2.4: Sustainable & resilient agri
SDG 3
Public Health: Sanitation and Health & Nutrition
3.1: Reduce maternal mortality | 3.2: End new-born/neonatal & under-5 mortality | 3.3: End epidemics & communicable diseases | 
3.4: Reduce premature mortality | 3.7: Access to sexual & reproductive health-care
SDG 4
Support to Education & Skilling of Youth
4.1: Quality education & learning outcomes | 4.2: Quality early childhood | 4.3: Quality vocational education | 4.4: Vocational skills & 
jobs | 4.5: Education & vocational training for vulnerable | 4.a: Gender sensitive education
SDG 5
Women Empowerment
5.5: Women leadership opportunities | 5.a: Women rights to ownership | 5.b: Technology for women empowerment |  
5.c: Sound policies for equality and empowerment
SDG 6
Water Stewardship, Sanitation, School WASH (PE)
6.1: Safe drinking water | 6.2: Access to sanitation and hygiene | 6.4: Water-use efficiency | 6.5: Water resources management |  
6.6: Protect water-related ecosystems | 6.a & 6.b: Capacity building & community participation
SDG 8
Skilling of Youth and Women Empowerment
8.3: Job creation | 8.5: Employment & decent work for all | 8.6: Reduce youth unemployment
SDG 9
Climate Smart Agriculture, Women Empowerment, 
Support to Education and Sanitation
9.1: Affordable and equitable access for all to resilient infrastructure for economic development and human well-being |  
9.3: Access of small-scale industrial and other enterprises to financial services and their integration into value chains and markets
SDG 10
Women Empowerment, Support to Education, Skilling 
of Youth
10.1: Income growth of the bottom 40 per cent of the population at a rate higher than the national average | 10.2: Empower and 
promote the social economic and political inclusion of all | 10.3: Ensure equal opportunity and reduce inequalities of outcome
SDG 11
Public Health: Sanitation
11.6: Air quality & waste management
SDG 12
Natural Resource Management - Soil, Water & Biodi-
versity; Waste Management
12.2: Achieve the sustainable management and efficient use of natural resources | 12.5: Substantially reduce waste generation 
through prevention, reduction, recycling and reuse | 12.6: Adopt sustainable practices and to integrate sustainability information 
into their reporting cycle
SDG 13
All Horizon - I themes
13.1: Resilience & adaption to climate-hazards | 13.2: Policies, strategies, and plans | 13.3: Climate Change education
SDG 14
Waste Management
14.1: Prevent and significantly reduce marine pollution of all kinds, in particular from land-based activities, including marine debris 
and nutrient pollution
SDG 15
Social Forestry, Water Stewardship, Biodiversity Con-
servation and Climate Smart Agriculture
15.1: Sustainable ecosystems | 15.2: Restore degraded forests & afforestation | 15.3: Combat desertification |  
15.9: Ecosystem & biodiversity planning
SDG 16
Social Forestry, Water Stewardship, Climate Smart 
Agriculture, Support to Education, Women Empower-
ment, Health & Nutrition
16.6: Develop effective, accountable and transparent institutions at all levels | 16.7: Ensure responsive, inclusive, participatory and 
representative decision-making at all levels | 16.9: Provide legal identity for all, including birth registration
SDG 17
Water Stewardship, Biodiversity Conservation, Cli-
mate Smart Agriculture, Support to Education, Public 
Health: Sanitation and Health & Nutrition, Women 
Empowerment
17.16: Enhance global partnership for sustainable development, complemented by multi-stakeholder partnerships to support the 
achievement of the sustainable development goals | 17.7: Encourage and promote effective public, public-private and civil society 
partnerships
Annexures
181 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Contribution 
to UN SDGs
The company’s triple bottom line philosophy is deeply embedded into its Corporate Strategy thus enabling innovative business 
models which create economic, environmental and social capital and contribute favourably to United Nation's Sustainable 
Development Goals (UN SDGs). ITC’s Sustainability 2.0 ambitions and priorities are aligned to UN SDGs Targets, and a mapping of 
the Sustainability 2.0 priorities and contribution of major related interventions to the UN SDGs targets is given below. 
SDG
SDG Target
Select Interventions by ITC
1.2: Reduce poverty
1.3: Social 
protection systems 
for all
ITC’s ‘Triple Bottomline’ approach has enabled support for sustainable 
livelihoods for 6 million people till date and has a target to support 10 
million sustainable livelihoods by 2030.
The Two Horizon approach focusses on social and economic empowerment 
of the vulnerable especially those residing in rural areas, or urban areas 
with inadequate infrastructure, that includes small / marginal farmers, 
women and girls, children & youth. The interventions provide protection 
from poverty, diseases, unhealthy environment and climate change.
Refer ‘Mission Sunehra Kal for Sustainable & Inclusive Growth’ section of 
this report.
1.4: Equal rights to 
economic resources 
to vulnerable
The Women Economic Empowerment Programme has benefitted around 
1.2 lakh women including 32,600 Ultra-Poor Women till date and has a 
target of enhancing the support for 1.5 lakh women by 2030. 
Additionally, 20.7 lakh women have been covered under financial literacy 
interventions resulting in enhanced linkages to savings, insurance, social 
security and credit.
1.5: Build resilience of 
poor and vulnerable
The Sustainable Agriculture intervention covering over 23 lakh acres, and 
Farm & Social Forestry programmes covering over 10 lakh acres till date 
have enabled higher returns to farmers and also diversification of farm 
portfolios of small / marginal farmers and rural households.
2.2: End all forms of 
malnutrition
 ITC’s Mother and Child Health initiative is aligned to the ‘Saksham Anganwadi 
and Poshan 2.0’ programme and addresses the challenges of malnutrition in 
children, adolescent girls, pregnant women and lactating mothers. 
ITC Foods Business’ Four Pillar Model with its core purpose of “Help India Eat 
better” is centred on 1) Value-added Product Portfolio, 2) Sustainable Food 
Ecosystem, 3) Healthy Communities and 4) Employee and Consumer Awareness.
2.3: Agricultural 
productivity & 
incomes
ITC’s ‘Baareh Mahine Hariyali’ intervention has enabled multiplication of 
farm incomes with benefits rendered to over 200,000 farmers till date and 
over 35,000 farmers reporting doubling of their incomes, with a target to 
cover 1 million farmers progressively.
ITCMAARS provides assorted agricultural and allied services to farmers 
on the digital platform. From supply of seeds and fertilisers and services 
like soil testing to weather forecast and marketing. It has been launched 
in 9 States with over 5 lakh farmers empowered through 1,100+ FPOs.
SDG
SDG Target
Select Interventions by ITC
2.4: Sustainable 
food production 
system and resilient 
agriculture
The Climate Smart Agriculture interventions spread over 23 lakh 
acres have benefitted over 7.4 lakh farmers. The Climate Smart 
Village programme is targeting to cover 30 lakh acres by 2030. These 
interventions have resulted in significant increase in farmer returns.
3.1: Reduce the 
global maternal 
mortality
3.2: End 
preventable deaths 
of new-borns and 
children under 5 
years of age
3.4: Reduce 
premature mortality
The ‘Mother and Child Health’ (MCH) initiatives aimed at improving the 
health-nutrition status of women, adolescents and children has benefitted 
over 5.6 lakh beneficiaries.
8 Mobile Medical Units (MMU), 4 each in Saharanpur & Munger were 
operational during the year. More than 57,000 individual engagements 
were made with community members across 690 villages during the year.
3.7: Ensure universal 
access to sexual and 
reproductive health-
care services
ITC’s ‘Swasthya Choupal Initative’, for creating awareness on sanitation, 
menstrual and personal hygiene, family planning, diarrhoea prevention 
and nutrition, and providing access to related products has had an 
outreach to nearly 1.16 lakh women and adolescent girls during FY 2022-
23 through 430 women Village Health Champions (VHCs).
4.1: Quality 
education & 
learning outcomes
4.2: Quality early 
education
The Primary Education Programme has enabled improvement in Learning 
Outcomes for over 11 lakh children till date. 
Operational in 32 districts of 12 States, the Support to Education 
programme covered over 2.5 lakh children in FY 2022-23. As part of 
this, the Read India Programme aims to provide quality education and 
improve learning levels of children.
During the year, over 14,400 government school teachers and Anganwadi 
Sevikas were also trained on child-friendly pedagogy under Support to 
Education programme.
125 Supplementary Learning Centres (SLCs) were operational during 
the year for mainstreaming of out of school children. Over 2,000 children 
were mainstreamed during the year taking cumulative total to over 
10,000 children mainstreamed into regular education system.
182 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Contribution to UN SDGs
SDG
SDG Target
Select Interventions by ITC
4.3: Quality 
vocational education
4.4: Vocational skills 
& jobs
4.5: Education & 
vocational training 
for vulnerable
The vocational programme has trained over 1 lakh youth on market-
relevant skills till date with a target of covering 2.25 lakh youths by 
2030. Training is provided in skills that are in demand in the market, and 
includes practical training to enhance employability.
During enrolment, the focus is on girls and youth from the socially 
challenged sections of the society. In FY 2022-23, 34% of the youth 
enrolled were from the SC/ST communities and 46% were female 
students.
4.7 Knowledge and 
skills to promote 
Sustainable 
Development
Training to employees on various sustainable development aspects 
including sustainability, health and safety. In FY 2022-23, there were 11 
lac hours of formal (behavioural and technical) training provided to 
employees across the Company.
4.8: Gender 
sensitive education
Refer SDG Target 5.1 & 5.5
5.1 End of 
discrimination 
against women
ICMLs of Pudukottai and Medak having women representation at 79% 
and 97 % of the on-roll labour force respectively.  
ITC's recruitment of talent from premier campuses reflects diversity ratios 
superior to the prevailing norm in such institutions.
Gender-sensitisation and inclusive hiring workshops for managers across 
the organisation.
Women focused - Wellness Programmes
5.5: Equal 
opportunities for 
leadership
5a: Women’s right 
to ownership
5b: Technology 
for women 
empowerment
Women-focused Leadership Development Programmes.
ITC’s interventions that focus on access to information and products 
related to finances, livelihood interventions, and access to physical 
resources like water and livestock.
Use of digital tools in areas like education, financial literacy and maternal 
/ child health which help women not only as beneficiaries but also as 
influencers.
SDG
SDG Target
Select Interventions by ITC
6.1: Safe drinking 
water
6.2: Access to 
sanitation and 
hygiene
Creating facilities and infrastructure for improving access to safe drinking 
water. 
Cumulatively, 157 community toilets and over 39,600 household toilets 
have been constructed till March, 2023,  benefitting over 1.15 lakh 
people.
6.3: Reducing 
pollution, treatment, 
recycling and safe 
reuse
6.4: Increase water-
use efficiency 
across all sectors
ITC Businesses target 40% reduction in Specific Water Intake by 2030.
The ITC’s Paper Mill at Kovai is Second facility in the world and the first in 
India to be awarded the Alliance for Water Stewardship (AWS) Platinum-
level certification in 2019-20.  In FY 2022-23, ITC’s Foods unit at Malur 
became the first foods processing facility in Asia to be awarded the AWS 
Platinum level certification. The target is to have AWS certification of 8 
sites by 2023-24 and all high-risk sites by 2035-36.
The Demand Side Management of water in Agriculture has benefitted 
farmers across 11.8 lakh acres till date, resulting in an estimated potential 
savings of 780 million kl of water in a year with a target of 2,000 million kl 
of water savings (annually) by 2030.
6.5: Integrated 
Water Resource 
Management
The Integrated Watershed Development Project is spread across 45 
Districts of 16 States in India.
Over 14.7 lakh acres covered and over 28,300 water harvesting structures 
have been created, resulting in 48.9 million kl of rainwater harvesting 
(RWH) potential till date. 
The target is to create 50,000 water harvesting structures over 22 lakh 
acres, resulting in an RWH potential of 60 million kl by 2030
6.a & 6.b: 
Capacity building 
& community 
participation
Strengthening grassroots level water governance through creation of over 
4,290 water-user groups with more than 69,600 members till date. Similar 
such institutions have been created in other interventions also.
7.2: Share of 
renewable energy
43% of total energy consumption from renewable sources in FY 2022-23 
with target of 50% by 2030.
47% of electricity requirements sourced from renewable sources in FY 
2022-23 with target of 100% by 2030.
12 ITC units met more than 90% of their electrical energy requirements 
from renewable sources in FY2022-23.
7.3: Improvement in 
energy efficiency
Efficiency Improvement across ITC Businesses with a target of 50% 
reduction in Specific GHG Emissions, and 30% reduction in Specific Energy 
Consumption by 2030.
183 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Contribution to UN SDGs
SDG
SDG Target
Select Interventions by ITC
8.2: Achieve higher 
levels of economic 
productivity
8.3: Job creation
8.5: Full and 
productive 
employment for all
ITC’s vibrant and synergistic portfolio of businesses with a growing 
presence across all three sectors of the economy – agriculture, 
manufacturing and services.
•	 For FY 2022-23, Gross Revenue at H694.81 billion increased by 17.6%, 
while EBITDA increased by 26.5% to H239.44 billion.
•	 Profit Before Tax and Exceptional items at H246.78 billion grew by 
24.4% over previous year and Profit After Tax stood at  
H187.53 billion (previous year H150.58 billion).
•	 Total Comprehensive Income for the year stood at H187.83 billion 
(previous year H156.32 billion).
•	 Earnings Per Share for the year stood at H15.15 (previous year H12.22).
Apart from creation of employment opportunities through core 
operations, ITC’s interventions also provide livelihood / supplementary 
income opportunities including for women in rural India.
8.6: Reduce youth 
unemployment
ITC, with its diversified presence across all three sectors of the economy 
– Agriculture, Manufacturing and Services, and a pan-India operational 
footprint of 200+ Manufacturing Locations and 113 Hotels, creates both 
direct and indirect employment opportunities for youth of the Country.
 In FY 2022-23, ITC employed 37,736 full-time employees, of which 2005 
in the Leaf Tobacco Business were engaged on a seasonal basis owing 
to the nature of the business. During this period, approximately 26,908 
service provider employees were also engaged with ITC.
Refer SDG Target 4.3, 4.4 & 4.5
8.7: Measures to 
reduce child labour, 
forced labour
ITC’s Board-approved Policy on Prohibition of Child Labour and 
Prevention of Forced Labour at the Workplace, and Code of Conduct for 
Suppliers and Service Providers.
8.8: Protect labour 
rights and safe 
work environment
Policies and practices in place to ensure enforcement of labour rights 
across the value chain: Board-approved Code of Conduct, Policy on 
Freedom of Association, Policy on Diversity, Equity and Inclusion, Policy on 
Environment, Health and Safety, and Code of Conduct for Suppliers and 
Service Providers.
Comprehensive EHS strategy founded on two pillars: ‘Safety by Design’ 
and ‘Safety by Culture’.
EHS standards, that are benchmarked against international best practices 
across sectors in which ITC operates, implemented across all Units.
Best-in-class engineering standards for all investments to embed safety 
from design stage.
8.9: Sustainable 
Tourism
ITC Hotels with its highest standards of hygiene and safety, portfolio of 
world-class properties, iconic cuisine brands and best-in-class service 
levels anchored on ‘Responsible Luxury’ ethos.
SDG
SDG Target
Select Interventions by ITC
9.1: Affordable and 
equitable access
9.2: Inclusive 
and sustainable 
Industrialisation
ITC’s interventions enable equitable access to natural resources like water, 
physical resources like toilets, school infrastructure, financial resources like 
loans / credits and knowledge on agriculture, education, and health.
200+ manufacturing locations across India.
10 State-of-the-art Integrated Consumer Goods Manufacturing and 
Logistics facilities (ICMLs) across India, with focused smart manufacturing 
interventions leveraging automation and Industry 4.0 technologies to 
drive operational efficiencies, yield and energy management and further 
enhance safety and quality.
9.3: Increase 
access of small-
scale enterprises, 
integrate into value 
chains
ITC’s diverse portfolio of products is anchored on inclusive agri and 
forestry value chains with nearly 97% of raw materials being agri/forestry 
based, sourced from farmers.
9.4: Adoption 
of clean and 
environmentally 
sound technologies
Large scale investments in energy conservation and renewable energy 
projects along with exploring innovative technologies in line with ITC’s 
2030 Sustainability 2.0 Goals.
Pioneer in the green building movement, with 40 buildings having 
received Platinum certification by USGBC/IGBC.
Capacity augmentation of offsite solar power plant at Tamil Nadu from 
14.9 MW to 17.9MW.
9.5: Enhance 
scientific research 
and encourage 
innovation
State-of-the-art ITC Life Sciences and Technology Centre (LSTC) in 
Bengaluru, with over 400 highly qualified scientists and over 800 patents 
filed till date.
R&D expenditure in last five years of H806 crores during FY 2022-23
10.1: Income 
growth of the 
bottom 40 per cent 
of the population
10.2: Empower and 
promote the social, 
economic and 
political inclusion 
of all
Refer SDG Target 1.2, 1.4, 2.3, 2.4, 4.1, 4.2, 4.3, 4.4 & 4.5
Refer SDG 1.3
184 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Contribution to UN SDGs
SDG
SDG Target
Select Interventions by ITC
10.3: Ensure equal 
opportunity
As part of its commitment to enhancing diversity, ITC places particular 
emphasis on representation and inclusion of women and the differently-
abled persons through concerted actions. 
This includes initiatives and efforts to enhance representation of 
women in the selection pool, collaborating with external partners to 
recruit differently abled persons, and where feasible, encouraging their 
deployment with business associates across the value chain.
For instance, ITC is amongst the leading employers in the hospitality 
industry on gender diversity and an employer of People with Disabilities.
Refer SDG Target 5.1 & 5.5
11.4: Protect and 
safeguard the 
world’s cultural and 
natural heritage
The ITC Sangeet Research Academy, established in 1977, is committed 
to preserving and propagating Hindustani classical music, a priceless 
national heritage.
11.6: Reduce 
the adverse 
environmental 
impact of cities
ITC’s Solid Waste Management Programmes have covered around 8 
million households till date, instilling behavioural change through door-
to-door awareness campaigns for ensuring segregation of waste at 
source. 
•	 Well-Being Out of Waste’ (WOW) programme: covering 2.2 crore 
citizens, 64,000 MT dry recyclable waste collected from 1,270 wards 
during FY 2022-23.
•	 Mission Sunehra Kal’s Solid Waste Management programme, spread 
across 18 districts in 10 States, focussing on waste segregation at 
source, collected over 2.6 lakh MT waste during FY 2022-23 and thus 
reduced waste going to landfill.
12.2: Sustainable 
management and 
efficient use of 
natural resources
ITC’s ‘Triple Bottom Line’ Philosophy, and abiding strategy of ‘Responsible 
Competitiveness’ that focuses on extreme competitiveness in a manner 
that replenishes the environment and supports sustainable livelihoods.
Board-approved Policy on Resource Efficiency, and Policy on Product 
Responsibility.
Refer Targets under SDG  2, 6, 7, 9 & 13
12.3: Lowering food 
waste and loss
ITC's investments in Integrated Consumer Goods Manufacturing and 
Logistics facilities (ICMLs), strategically located in close proximity to agri-
procurement catchments, help reduce agri wastages.
12.4: Environmentally 
sound management 
throughout lifecycle
Leveraging Life Cycle Assessments (LCA) of products and services since 
2010 for identifying areas for improvement across the value chain.
Refer ‘Product Sustainability’ section of this report
SDG
SDG Target
Select Interventions by ITC
12.5: Reduce waste 
generation
99% total solid waste generated in ITC units is either reused or recycled.
12.6: Sustainability 
Reporting
Commitment to Transparent Sustainability Disclosures with 19 years 
of Sustainability Reporting (since 2004) in line with International and 
National Frameworks.
Additionally, ITC voluntarily responds to CDP Climate Change and 
Water Security Questionnaires, and also participates in the S&P Global 
Corporate Sustainability Assessment (CSA).
12.8: Information 
and awareness 
on Sustainable 
Development and 
lifestyles
Creating purpose-led brand experiences for consumers: 
•	 Savlon Swasth India Mission’s various campaigns on health and hygiene
•	 ITC’s Mission Millets is a millet-based product portfolio under its 
flagship brands of Aashirvaad Natures Super Foods (Ragi flour, multi 
millet flour), Sunfeast Farmlite Super Millets cookies amongst other 
products under the value-added innovation portfolio. In addition a 
dedicated Millet microsite will host authored articles, blogs, videos and 
recipes that give credible information on benefits and use of Millets 
will be developed.
•	 ITC Foods Division ensures availability of online nutritional information 
for all its packs on various platforms like ITCstore, Brand websites or 
E-commerce stores
13.1: Strengthen 
resilience and 
adaptive capacity
Building farmer capabilities on targeted climate smart technologies 
through over 8,200 Farmer Field Schools (FFS) covering 2.78 lakh student 
farmers during FY 2022-23.
ITC’s Climate Smart Village interventions reached out to over 4,800 
villages in 11 States covering over 10 lakh acres till date aimed at creating 
climate resilient villages with a target to cover 30 lakh acres by 2030.
13.2: Climate 
change measures 
in strategy and 
planning
Comprehensive climate change risk and vulnerability assessments using 
climate models across key physical assets and agri value chains.
13.3: Improve 
awareness, 
institutional 
capacity on climate 
change
In addition to various other interventions including recognition of 
sustainability exemplars in the Indian industry, nearly 1,200 participants 
covered through 36 capacity building programmes on various aspects of 
sustainable development including climate change by CII–ITC Centre of 
Excellence for Sustainable Development in FY 2022-23.
185 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

SDG
SDG Target
Select Interventions by ITC
14.1: Prevent and 
reduce marine 
pollution
Diverting plastic waste from entering water bodies through sustainable 
collection and management of post-consumer plastic waste. ITC 
retained its status of being  plastic neutral in FY 2022-23. During the 
year, ITC, through its various partners, has collected and managed 
around 60,000MT of plastic waste during the year, with over 30% getting 
channelised for recycling, and remaining being sent for energy recovery.
14.4: Regulate 
harvesting and end 
overfishing
Best Aquaculture Practices (BAP) Certified Operations for ITC’s Agri SBU’s 
Aqua (Prawns) Business.
15.1: Conservation 
of freshwater 
ecosystems
Refer SDG Target 6.5
15.2: Sustainable 
management of 
forests
Sustainable Forest Management through ITC’s Farm and Social Forestry 
programmes with greening of over 10 lakh acres till date.
15.3: Restore 
degraded land and 
soil
Biodiversity conservation programme covering over 2.9 lakh  acres till 
date with a target to cover 10 lakh acres by 2030.
15.5: Halt the loss of 
biodiversity
ITC’s Board-approved Policy on Biodiversity Conservation, and Policy on 
Deforestation.
Deforestation-free Wood and Leaf Tobacco value chains.
15.9: Ecosystem 
& biodiversity 
planning
In FY 2022-23, ITC’s community driven biodiversity efforts have  
conserved more than 1.56 lakh acres of area, taking the total till date to 
over 2.9 lakh acres.
Reviving and restoring pasture lands in Rajasthan in partnership with 
Wasteland Development Board initiated across 70,000 acres of village 
commons with target to cover 2.5 lakh acres in a phased manner.
‘Sustainable Agriscape for Future’ Project in Munger District (Bihar) with 
IUCN – During FY 2021-22, 164,000 native and commercial species 
planted, soil conservation tillage promoted in 5,350 acres on the Ganga 
river banks.
79,000 acres targeted to be covered under forest conservation planning 
in a phased manner to improve forest cover across Telangana and 
Maharashtra. Planning has been completed for over 14,100 acres, and 
planned activities completed in over 3,700 acres till date. 
SDG
SDG Target
Select Interventions by ITC
16.5: Reduce 
corruption and 
bribery in all forms
Commitment to highest standards of ethical conduct: Board-approved 
Code of Conduct for Directors, Senior Management and Employees, and 
Code of Conduct for Suppliers and Service Providers.
ITC’s Board-approved Policy on Tax to ensure compliance with the spirit 
as well as the letter of the tax laws and regulations across countries of 
operations.
16.6: Develop 
effective, 
accountable 
and transparent 
institutions at all 
levels
16.7: Ensure 
responsive, 
inclusive, 
participatory and 
representative 
decision-making at 
all levels
Focus on Participatory Development through Creation of Empowered 
Grassroots Institutions – 6,500+ Self Help Groups, 4,200+ Water User 
Groups, nearly 1,800 Forestry Groups, 781 School Management 
Committees, and over 900+ Agri-business Centres created till date. 
ITC's Board-approved Policy on Responsible Advocacy provides the 
framework for necessary interface with Government/Regulatory Authorities.
ITC's Board-approved Policy on Stakeholder Engagement: Commitment 
to understand and address concerns of stakeholders including those who 
are disadvantaged, vulnerable and marginalised.
CII–ITC Centre of Excellence for Sustainable Development for promoting 
sustainable business practices amongst Indian enterprises.
17.3: Mobilise 
financial resources
17.16: Global 
partnership 
for sustainable 
development
17.17: Encourage 
and promote 
effective public, 
public-private 
and civil society 
partnerships
Partnerships with National and International organisations including 
CGIAR, IUCN, IWMI, WWF India, ACWADAM, CGIAR, CIMMYT and leading 
Agricultural Universities.
Partnership with IIT Delhi to support research in STEM (Science, 
Technology, Engineering and Mathematics) areas.
Public Private Partnerships (PPP) with Government Agencies to enable rapid 
scale-up of programmes - 86 MoUs (25 currently operational) till date.
Implementation Partnerships under Social Investments Programme with 
78 reputed NGOs for execution of 129 projects across India.
Participatory Development through more than 15,400 Grassroots 
Institutions & Community Based Organisations created till date with over 
4.8 lakh members.
Contribution to UN SDGs
186 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

General Disclosures
Report Section / Explanation
Omissions
External 
Assurance
GRI Standard
Disclosure
General Disclosures
2-1
Organisational details
About ITC
-
Yes
2-2
Entities included in the organisation’s sustainability reporting
About this Report
-
Yes
2-3
Reporting period, frequency and contact point
About this Report
-
Yes
2-4
Restatements of information
About this Report
-
Yes
2-5
External assurance
About this Report
-
Yes
2-6
Activities, value chain and other business relationships
About ITC
-
Yes
2-7
Employees
Workforce for Tomorrow
-
Yes
2-8
Workers who are not employees
Workforce for Tomorrow
-
Yes
2-9
Governance structure and composition
Governance
-
Yes
2-10
Nomination and selection of the highest governance body
Governance
-
Yes
2-11
Chair of the highest governance body
Governance
-
Yes
2-12
Role of the highest governance body in overseeing the management of impacts
Governance
-
Yes
2-13
Delegation of responsibility for managing impacts
Governance
-
Yes
2-14
Role of the highest governance body in sustainability reporting
Governance
-
Yes
2-15
Conflicts of interest
Governance
-
Yes
2-16
Communication of critical concerns
Governance
-
Yes
2-17
Collective knowledge of the highest governance body
Governance
-
Yes
2-18
Evaluation of the performance of the highest governance body
Governance
-
Yes
2-19
Remuneration policies
Governance
https://www.itcportal.com/about-itc/policies/remuneration-policy.
pdf
-
-
2-20
Process to determine remuneration
Governance
-
-
2-21
Annual total compensation ratio
Governance
-
-
2-22
Statement on sustainable development strategy
Chairman’s message
-
-
2-23
Policy commitments
Chairman’s message
-
-
2-24
Embedding policy commitments
Chairman’s message
-
-
2-25
Processes to remediate negative impacts
Report and Accounts 2023 -Business Responsibility 
Sustainability Reporting (BRSR)- Principle 4
Sustainable Supply Chain and Responsible Sourcing
-
-
GRI Content Index
187 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

General Disclosures
Report Section / Explanation
Omissions
External 
Assurance
GRI Standard
Disclosure
2-26
Mechanisms for seeking advice and raising concerns
Workforce for Tomorrow
-
Yes
2-27
Compliance with laws and regulations
Report and Accounts 2023- (BRSR) Principle 1
-
-
2-28
Membership associations
Report and Accounts 2023 - (BRSR) Principle 7
-
-
2-29
Approach to stakeholder engagement
Stakeholder Engagement
-
Yes
2-30
Collective bargaining agreements
Workforce of tomorrow
Report and Accounts 2023- (BRSR) Principle 3
-
Yes
Material Topics
3-1
Process to determine material topics
Material Issues
-
Yes
3-2
List of material topics
Material Issues
-
Yes
Economic
Economic Performance
3-3
Management of material topics
Creating sustained economic value
-
-
201-1
Direct economic value generated and distributed
Creating sustained economic value
-
-
201-2
Financial implications and other risks and opportunities due to climate change
Refer ITC’s publicly available response to CDP Climate 
Change Questionnaire.
-
-
201-3
Defined benefit plan obligations and other retirement plans
Creating sustained economic value
-
-
201-4
Financial assistance received from government
Creating sustained economic value
-
-
Market Presence
3-3
Management of material topics
Creating sustained economic value
-
-
202-1
Ratios of standard entry level wage by gender compared to local minimum wage
Report and Accounts 2023- (BRSR) Principle 5
-
-
202-2
Proportion of senior management hired from the local community
Governance
-
-
Indirect Economic Impacts
3-3
Management of material topics
About ITC
ITC’s Approach to Value-creation
ITC Businesses
Creating sustained economic value
-
-
203-1
Infrastructure investments and services supported
-
-
203-2
Significant indirect economic impacts
Mission Sunehra Kal for Sustainable and Inclusive Growth
-
-
Procurement Practices
3-3
Management of material topics
Sustainable Supply Chain and Responsible Sourcing
Report and Accounts 2023 –(BRSR) – Principle 8
-
-
204-1
Proportion of spending on local suppliers
-
-
GRI Content Index
188 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

General Disclosures
Report Section / Explanation
Omissions
External 
Assurance
GRI Standard
Disclosure
Anti-Corruption
3-3
Management of material topics
Governance
-
-
205-1
Operations assessed for risks related to corruption
Governance
-
-
205-2
Communication and training about anti-corruption policies and procedures
Governance
Report and Accounts 2023 –(BRSR) – Principle 1
-
-
205-3
Confirmed incidents of corruption and actions taken
Report and Accounts 2023 –(BRSR) – Principle 1
-
-
Anti-competitive Behavior
3-3
Management of material topics
Governance
Report and Accounts 2023 –(BRSR) – Principle 1, 7
-
-
206-1
Legal actions for anti-competitive behavior, anti-trust, and 
monopoly practices
-
-
Tax
3-3
Management of material topics
https://www.itcportal.com/about-itc/policies/sustainability-policy.
aspx#policy-tax
-
-
207-1
Approach to tax
https://www.itcportal.com/about-itc/policies/sustainability-policy.
aspx#policy-tax
-
-
207-2
Tax governance, control, and risk management
https://www.itcportal.com/about-itc/policies/sustainability-policy.
aspx#policy-tax
-
-
207-3
Stakeholder engagement and management of concerns related to tax
https://www.itcportal.com/about-itc/policies/sustainability-policy.
aspx#policy-tax
-
-
207-4
Country-by-country reporting
Report and Accounts 2023
-
-
Materials
3-3
Management of material topics
Sustainable Supply Chain and Responsible Sourcing
-
Yes
301-1
Materials used by weight or volume
-
Yes
301-2
Recycled input materials used
Towards Circularity
-
-
301-3
Reclaimed products and their packaging materials
-
-
Energy
3-3
Management of material topics
Climate Change
-
Yes
302-1
Energy consumption within the organisation
Climate Change
-
Yes
302-2
Energy consumption outside of the organisation
Climate Change
-
-
302-3
Energy intensity
Climate Change
-
Yes
302-4
Reduction of energy consumption
Climate Change
-
Yes
GRI Content Index
189 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

General Disclosures
Report Section / Explanation
Omissions
External 
Assurance
GRI Standard
Disclosure
302-5
Reductions in energy requirements of products and services
Climate Change
-
-
Water and Effluents
3-3
Management of material topics
Water Security
-
Yes
303-1
Interactions with water as a shared resource
Water Security
-
-
303-2
Management of water discharge-related impacts
Water Security
Chemical Safety Management
-
-
303-3
Water withdrawal
Water Security
-
Yes
303-4
Water discharge
Water Security
-
Yes
303-5
Water consumption
Water Security
-
Yes
Biodiversity
3-3
Management of material topics
Biodiversity Management
-
-
304-1
Operational sites owned, leased, managed in, or adjacent to, protected areas and 
areas of high biodiversity value outside protected areas
Biodiversity Management
-
-
304-2
Significant impacts of activities, products and services on biodiversity
Biodiversity Management
-
-
304-3
Habitats protected or restored
Biodiversity Management
-
-
304-4
IUCN Red List species and national conservation list species with habitats in areas 
affected by operations
Biodiversity Management
-
-
Emissions
3-3
Management of material topics
Climate Change
-
Yes
305-1
Direct (Scope 1) GHG emissions
Climate Change
-
Yes
305-2
Energy indirect (Scope 2) GHG emissions
Climate Change
-
Yes
305-3
Other indirect (Scope 3) GHG emissions
Climate Change
-
Yes
305-4
GHG emissions intensity
Climate Change
-
-
305-5
Reduction of GHG emissions
Climate Change
-
-
305-6
Emissions of ozone-depleting substances (ODS)
Air Emissions Management
-
Yes
305-7
Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions
Air Emissions Management
-
Yes
Waste
3-3
Management of material topics
Towards Circularity
-
Yes
306-1
Waste generation and significant waste-related impacts
Towards Circularity
-
-
GRI Content Index
190 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

General Disclosures
Report Section / Explanation
Omissions
External 
Assurance
GRI Standard
Disclosure
306-2
Management of significant waste-related impacts
Towards Circularity
-
-
306-3
Waste generated
Towards Circularity
-
Yes
306-4
Waste diverted from disposal
Towards Circularity
-
Yes
306-5
Waste directed to disposal
Towards Circularity
-
Yes
Supplier Environmental Assessment
3-3
Management of material topics
Sustainable Supply Chain and Responsible Sourcing
-
-
308-1
New suppliers that were screened using environmental criteria
Report and Accounts 2023 – (BRSR) Principle 6
Sustainable Supply Chain and Responsible Sourcing
-
-
308-2
Negative environmental impacts in the supply chain and actions taken
Report and Accounts 2023 – (BRSR) Principle 6
Sustainable Supply Chain and Responsible Sourcing
-
-
Social
Employment
3-3
Management of material topics
Workforce for Tomorrow
-
Yes
401-1
New employee hires and employee turnover
Workforce for Tomorrow
-
Yes
401-2
Benefits provided to full-time employees that are not provided  
to temporary or part-time employees
Workforce for Tomorrow
-
Yes
401-3
Parental leave
Workforce for Tomorrow
-
Yes
Labour/ Management Relations
3-3
Management of material topics
Workforce for Tomorrow
-
-
402-1
Minimum notice periods regarding operational changes
Workforce for Tomorrow
-
-
Occupational Health and Safety
3-3
Management of material topics
Occupational Health and Safety
-
Yes
403-1
Occupational health and safety management system
Occupational Health and Safety
-
-
403-2
Hazard identification, risk assessment, and incident investigation
Occupational Health and Safety
-
-
403-3
Occupational health services
Occupational Health and Safety
-
-
403-4
Worker participation, consultation, and communication on occupational health and 
safety
Occupational Health and Safety
-
-
403-5
Worker training on occupational health and safety
Occupational Health and Safety
-
-
403-6
Promotion of worker health
Occupational Health and Safety
-
-
GRI Content Index
191 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

General Disclosures
Report Section / Explanation
Omissions
External 
Assurance
GRI Standard
Disclosure
403-7
Prevention and mitigation of occupational health and safety impacts directly linked by 
business relationships
Occupational Health and Safety
-
-
403-8
Workers covered by an occupational health and safety management system
Occupational Health and Safety
-
-
403-9
Work-related injuries
Occupational Health and Safety
-
Yes
403-10
Work-related ill health
Occupational Health and Safety
-
-
Training and Education
3-3
Management of material topics
Workforce for Tomorrow
-
Yes
404-1
Average hours of training per year per employee
Workforce for Tomorrow
-
Yes
404-2
Programs for upgrading employee skills and transition assistance programs
Workforce for Tomorrow
-
-
404-3
Percentage of employees receiving regular performance and career development 
reviews
Workforce for Tomorrow
-
-
Diversity and Equal Opportunity
3-3
Management of material topics
Workforce for Tomorrow
-
-
405-1
Diversity of governance bodies and employees
Governance 
Workforce for Tomorrow
-
-
405-2
Ratio of basic salary and remuneration of women to men
Report and Accounts 2023- (BRSR) – Principle 5
-
-
Non - Discrimination
3-3
Management of material topics
Workforce for Tomorrow
Report and Accounts 2023- (BRSR) – Principle 5
-
-
406-1
Incidents of discrimination and corrective actions taken
Workforce for Tomorrow
Report and Accounts 2023- (BRSR) – Principle 5
-
-
Freedom of Association and Collective Bargaining
3-3
Management of material topics
Workforce for Tomorrow
-
-
407-1
Operations and suppliers in which the right to freedom of association and collective 
bargaining may be at risk
Workforce for Tomorrow
-
-
Child Labour
3-3
Management of material topics
Workforce for Tomorrow
-
-
408-1
Operations and suppliers at significant risk for incidents of child labor
Workforce for Tomorrow
Report and Accounts 2023- (BRSR) – Principle 5
-
-
GRI Content Index
192 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

General Disclosures
Report Section / Explanation
Omissions
External 
Assurance
GRI Standard
Disclosure
Forced or Compulsory Labour
3-3
Management of material topics
Workforce of Tomorrow
-
-
409-1
Operations and suppliers at significant risk for incidents of forced or compulsory labor
Workforce for Tomorrow
Report and Accounts 2023- (BRSR) – Principle 5
-
-
Security Practices
410-1
Security personnel trained in human rights policies or procedures
Report and Accounts 2023- (BRSR) – Principle 5
-
-
Rights of Indigenous People
411-1
Incidents of violations involving rights of indigenous peoples
Not a material issue
-
Local Communities
3-3
Management of material topics
Mission Sunehra Kal for Sustainable and Inclusive Growth
-
-
413-1
Operations with local community engagement, impact assessments, and 
development programs
Mission Sunehra Kal for Sustainable and Inclusive Growth
-
Yes
413-2
Operations with significant actual and potential negative impacts on local 
communities
Mission Sunehra Kal for Sustainable and Inclusive Growth
-
-
Supplier Social Assessment
3-3
Management of material topics
Sustainable Supply Chain and Responsible Sourcing
-
-
414-1
New suppliers that were screened using social criteria
Report and Accounts 2023 – Principle 5
Sustainable Supply Chain and Responsible Sourcing
-
-
414-2
Negative social impacts in the supply chain and actions taken
-
-
Public Policy
415-1
Political contributions
Report and Accounts 2023
-
-
Customer Health and Society
3-3
Management of material topics
Product Sustainability
-
-
416-1
Assessment of the health and safety impacts of product and service categories
Product Sustainability
-
-
416-2
Incidents of non-compliance concerning the health and safety impacts of products 
and services
 Product Sustainability
-
-
Marketing and Labelling
3-3
Management of material topics
Product Sustainability
-
Yes
417-1
Requirements for product and service information and labelling
Product Sustainability
-
Yes
GRI Content Index
193 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

General Disclosures
Report Section / Explanation
Omissions
External 
Assurance
GRI Standard
Disclosure
417-2
Incidents of non-compliance concerning product and service information and 
labelling
Product Sustainability
-
Yes
417-3
Incidents of non-compliance concerning marketing communications
Product Sustainability
-
Yes
Customer Privacy
3-3
Management of material topics
Product Sustainability
-
-
418-1
Substantiated complaints concerning breaches of customer privacy and losses of 
customer data
Product Sustainability
-
-
GRI Content Index
194 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Quantification 
Methodologies
Energy and GHG Emissions
To set organisational boundaries for 
consolidated GHG emissions, ITC has utilised 
the operational control approach for various 
entities covered under the Report. ITC’s GHG 
emissions inventory is prepared based on the 
ISO 14064-1: 2018 Standard, and using ‘GHG 
Protocol Corporate Accounting and Reporting 
Standard’ as amended thereto and ‘Corporate 
Value Chain (Scope 3) Accounting and 
Reporting Standard’ (including supplements to 
it) developed by the GHG Protocol Initiative, a 
partnership between World Resources Institute 
(WRI) and the World Business Council for 
Sustainable Development (WBCSD). Global 
Warming Potential (GWP) used are sourced 
from the IPCC Fifth assessment report. 
Stationary Combustion
Emission factors provided in the IPCC Guideline 
for National Greenhouse Gas Inventories 
of 2006 have been used to calculate GHG 
emissions from stationary combustion sources.
Activity data (quantity of fuel consumed) is 
multiplied with the respective default energy 
factor or actual measured Net Calorific Value 
(NCV) to arrive at the energy consumption 
values, which is multiplied by the emission 
factor to quantify the direct emission from 
stationary combustion sources.
Purchased Energy
The quantification of indirect GHG emission 
due to purchased electricity is based on activity 
data (electricity consumption in kWh) multiplied 
by weighted average emission factors specified 
in the ‘CO2 Baseline Database for the Indian 
Power Sector User Guide’, (version 18.0, 
December 2022) issued by Central Electricity 
Authority, Government of India. For market-
based Scope 2 emissions, the emission factor 
of the contracted power plant is used (where 
applicable), and for location-based Scope 
2 emissions, the emission factor of the grid 
is used for purchased electricity including 
purchased renewable electricity.
The quantification of indirect GHG emissions 
for purchased steam is based on activity data 
(energy consumption in GJ) multiplied by the 
relevant emission factor. The emission factor is 
sourced from the IPCC Guideline for National 
Greenhouse Gas Inventories of 2006 for the 
corresponding fuel. 
Transportation
Sources for calculation of emission factors 
for different modes of transportation are as 
follows:
Road - India Specific Road Transport Emission 
Factors published by India GHG Programme. 
Rail - India Specific Rail Transport Emission 
Factors for Passenger Travel and Material 
Transport published by India GHG 
Programme12. 
Air - India Specific Air Transport Emission 
Factors for Passenger Travel and Material 
Transport published by India GHG 
Programme12.
Ship - Emission factor published by 
Department of Business, Energy & Industrial 
Strategy, UK.
Other Sources
The quantification of GHG emissions from 
other sources is based on a robust process 
of data collection at unit/Division level and 
methodologies/emission factors taken from 
recognised global sources such as IPCC, GHG 
Protocol and UNFCCC. The sources that have 
a minor contribution to ITC's overall GHG 
emissions are listed below:
•	 Process Emissions
•	 Emissions from company owned vehicles
•	 Emissions from employee commuting
•	 Emissions from vehicles used for guest 
pickup and drop at ITC Hotels
•	 Refrigerants released from the 
refrigerators, chillers and air conditioners
•	 SF6 release from power distribution system 
•	 CO2 release from fire protection system
•	 Emissions from gas cutting/ welding
•	 Methane released from wastewater 
treatment
•	 Emissions from composting of waste inside 
the unit premises
•	 Emissions from fertiliser application in 
forestry project
•	 Emissions from business air travel
Contribution of other sources of GHG emissions 
is less than 5% in ITC’s total GHG emissions. 
These are measured once in three years 
(except for refrigerants which are monitored 
annually). 
GHG Removals
GHG removals from plantations have 
been calculated based on the approved 
methodology used in ITC's UNFCCC registered 
CDM project '2241: Reforestation of severely 
degraded landmass in Khammam District 
of Andhra Pradesh, India under ITC Social 
Forestry Project.'
195 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Certifications
Environment, Social and 
Occupational Health & 
Safety
ISO 14001: Environment  
Management System 
All ITC owned manufacturing Units (except 
Leaf threshing Unit at Anaparti and newly 
inducted factories from Sunrise foods & newly 
commissioned factory at Medak) » 
All ITC owned Hotels (except ITC Royal Bengal 
and ITC Narmada),
Offices: ITC Green Centre Gurugram, LSTC 
Subsidiaries: Srinivasa Resorts Limited 
(ITC Kakatiya), Bay Island Hotels Limited 
(Welcomhotel Bay Island Port Blair), Surya 
Nepal Private Limited (SNPL) Units at Simra & 
Seratar and ATC Limited Unit at Hosur
Third Party Vendors: Welcomhotel Vadodara), 
HDC Hyderabad and RCTI Bhopal
OHSAS 18001/ISO 45001: Occupational 
Health and Safety Management Systems » 
All ITC owned manufacturing Units (except 
Leaf threshing Unit at Anaparti and newly 
inducted factories from Sunrise foods & newly 
commissioned factory at Medak), 
Subsidiaries: North-East Nutrients Private 
Limited (NENPL) Unit at Mangaldai, SNPL Units 
at Simra & Seratar, and ATC Limited Unit at 
Hosur
Third Party Vendors: HDC Hyderabad and  
RCTI Bhopal.
SA 8000: Social Accountability » 
Cigarettes factories at Munger and Packaging 
and Printing Units at Munger & Tiruvottiyur 
Subsidiary: SNPL Unit at Simara 
Product Safety Certification
Guest Safety
‘Platinum Certification’ for ‘WeAssure’ 
Programme by Hotels Division » 
All ITC Hotels are ‘Platinum certification’ 
for ‘WeAssure’ Programme under ‘My Care 
Infection Risk Management Programme’ from 
the Det Norske Veritas (DNV) group, Norway, 
one of the world’s leading risk management 
service providers. ITC Hotels is the first Hotel 
chain in the world to receive such a recognition.
Other Product Certifications:
BRCGS Certification as per BRC Global 
Standard for Packaging and Packaging 
Materials » 
Packaging and Printing Units at Tiruvottiyur, 
Haridwar and Nadiad » Paperboards 
and Specialty Papers Units at Bollaram, 
Bhadrachalam and Tribeni 
Forest Stewardship Council® »
Paperboards and Specialty Papers Units at 
Bhadrachalam, Tribeni, Kovai and Bollaram 
(FSC®-C064218 and FSC®-C102390) » 
Packaging and Printing Units at Tiruvottiyur, 
Haridwar and Nadiad (FSC®-C109843, 
FSC®-C184784 and FSC®-C187699)
Food Safety:
FSSAI: Food Safety
All ITC owned Foods Business Units Subsidiaries 
and third-party manufacturers are compliance 
to Food Safety Standards as per FSSAI.
FSSC 22000/ISO 22000/HACCP: Food 
Safety Management System » 
All ITC owned Foods Business Units (except 
factory at Sankrail where certification is under 
progress) » All ITC Hotels (except recently 
commissioned ITC Royal Bengal, Welcomhotel 
Coimbatore, Welcomhotel Amritsar, 
Welcomhotel Bhubaneshwar, Welcomhotel 
Guntur and ITC Narmada Hotels where systems 
are under development), 
Subsidiaries: Srinivasa Resorts Limited  
(ITC Kakatiya at Hyderabad) and Bay Island 
Limited (Welcomhotel Bay Island at Port Blair), 
ITC Units at Bengaluru, Pune, Saharanpur, 
Packaging and Printing Units at Tiruvottiyur
196 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Infrastructure (Buildings)
LEED® Platinum Rating by US Green Building 
Council/Platinum Rated Green Building by 
Indian Green Building Council 
Hotels: » ITC Maurya, ITC Windsor, ITC 
Maratha, ITC Grand Central, ITC Mughal, 
ITC Sonar, ITC Kakatiya, ITC Rajputana, 
ITC Gardenia, ITC Grand Chola, ITC Grand 
Bharat, ITC Grand Goa, ITC Royal Bengal, ITC 
Kohenur, Welcomhotel Bengaluru, Welcomhotel 
Coimbatore, Welcomhotel Amritsar, 
Welcomhotel Bhubaneswar, Welcomhotel 
Guntur, Sheraton New Delhi and   WelcomHotel 
Chennai and ITC Narmada
Other buildings: » ITC Green Centre at 
Bengaluru, ITC Sankhya Data Centre, ITC 
Green Centre Manesar, ITC Green Centre 
at Guntur, ITC Green Centre Gurugram, ITC 
Virginia House Kolkata, ITC Centre Kolkata and 
ITC Green Centre at Kolkata (Pre-certified) 
Platinum Rated Green Factory Building by 
Indian Green Building Council (IGBC) » 
ITC Units at Saharanpur, Bengaluru, Munger, 
Pune, Kidderpore and Medak, and ATC Limited 
LEED® Zero Carbon » 
ITC Windsor, ITC Gardenia, ITC Grand 
Chola, ITC Mughal, ITC Rajputana, ITC 
Grand Central, ITC Maratha, Sheraton New 
Delhi, WelcomHotel Chennai, WelcomHotel 
Bengaluru, WelcomHotel Coimbatore, 
WelcomHotel Guntur and Sankhya Data centre
LEED® Zero Water » 
ITC Mughal and ITC Sonar 
Certifications
Sustainable Farming 
Certifications
Rainforest Alliance Certification:
» In FY2022-23, around 2446 MT of coffee 
raw materials was certified under Rainforest 
Alliance sustainable standard.
Union for Ethical Bio Trade (UEBT) & 
Rainforest Alliance Joint Certification:
» In FY2022-23, ITC produced nearly 4,087 MT 
of raw materials under new UEBT & RA joint 
herbs & spices programme covering Chilli, 
Cumin, Celery and Turmeric crops.
Global G.A.P Certification:
In FY2022-23, close to 1,200 acres of Chilli, 
Turmeric and Seed Spices were certified under 
Global G.A.P. The Good Agriculture Practices 
(GAP) programme addresses environmental, 
economic and social sustainability for on-farm 
processes, and result in safe and quality farm 
produce.
Fairtrade Certification:
» Fairtrade certification endorses that the agri 
produce meet defined environmental, labour 
and developmental standards. In Fy2022-23, 
close to 353 acres of Mango area was covered 
under Fairtrade certification.
Certified Organic Production:
» In FY2022-23, close to 1155 acres of Mango 
and 2934 acres of Spices (Chilli, Turmeric Seed 
spices) area is certified under organic farming.
NPOP, NOP and EU certification standards:
» The processing and warehouse facilities in 
the processed fruits & spices business comply 
with NPOP, NOP and EU organic certification 
standards.
Catchment Level Water 
Management
Alliance for Water Stewardship (AWS) 
Platinum-level certification » 
Paperboards and Speciality Papers Unit at 
Kovai and Foods Unit at Malur
197 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Awards and 
Recognitions
Major Awards and 
Certifications 2022-23
	
⬤ITC Limited was conferred as the ‘Company 
of the Year’ Award at the Economic Times 
Bengal Corporate Awards  
The Award was presented to Chairman 
Mr. Sanjiv Puri by Dr. Shashi Panja, Hon'ble 
Minister for Industries, Commerce & 
Enterprises and Department of Women 
and Child Development and Social Welfare, 
Government of West Bengal at a special 
ceremony held in Kolkata on March 3, 2023.
	
⬤For the second year in a row ITC receives 
the highest CDP ratings of 'A-' for Climate 
change and Water Security for the Foods, 
Beverages and Tobacco sector in India – to 
be part of Ratings. 
	
⬤ITC’s Sankhya in Bengaluru becomes the 
World’s First Data Centre to be LEED® Zero 
Carbon certified. The facility has been 
awarded the certification by the US Green 
Building Council (USGBC), which recognises 
net zero carbon emission from a building 
over a period of 12 months.
	
⬤ITC Limited has been adjudged Winner in 
the Listed Segment: Large Category at the 
1st Edition of the 'BCC&I Corporate 
Governance Recognition' Awards organised 
by the Bengal Chamber of Commerce & 
Industry. 
	
⬤ITC wins 9 first prizes at the Public 
Relations Society of India (PRSI) National 
Awards 2022.
	
⬤ITC featured among the top 3 at the first 
ever LinkedIn Talent Awards in the 'Best 
Employer Brand on LinkedIn' category. 
	
⬤ITC has been awarded the 'Astitva 
Samman' 2023 by the PHD Chamber Family 
Welfare Foundation for promoting women 
empowerment. 
	
⬤ITC’s Unit  in Malur, Karnataka, became the 
1st food factory in Asia to be awarded the 
prestigious Alliance for Water Stewardship 
(AWS) Platinum-level certification for 
its responsible water management 
interventions.
	
⬤12 ITC Hotels became the first in the world to 
receive the LEED® Zero Carbon Certification. 
	
⬤Two ITC Hotels also became the first in the 
world to achieve the LEED® Zero Water 
Certification.
•	 ITC’s branded packaged food businesses 
won award for being the Marketing Team 
of the Year at the exchange4media Indian 
Marketing Awards.
•	 ITC’s ICMF Mysuru was conferred with 
Gold medal for its consistent progress in 
improving sustainability factors associated 
to a manufacturing facility, in the 8th edition 
of India Green Manufacturing Challenge 
2022 (IGMC) organised by International 
Research Institute of Manufacturing (IRIM).
•	 Two wins come in the categories 'Packaging 
Converter of the Year (Food & Beverages)' 
and 'Packaging Company of the Year - 
Folding Cartons (Volume)' in recognition 
of the innovative use of technology and 
brilliant aesthetics. 
•	 ITC’s Ranjangaon unit received ‘Shrestha 
Suraksha Puraskar’ from National Safety 
Council of India under Safety Awards-2022 
(Manufacturing Sector).
•	 ITC won the Gold Award for ‘Best 
Performance Marketing Campaign’ by 
Maddies for B Natural e-Commerce 
campaign.
•	 ITC won the Gold Award in ‘Innovation 
in e-Commerce’ for Aashirvaad Svasti 
Ghee, Gold Award for ‘Online Commerce 
Campaign for Customer Acquisition’ for 
Sunbean Coffee by Campaign India's 
Digital Crest Awards. 
•	 ITC’s Aashirvaad Multigrain Atta’s Happy 
Tummy Campaign was recognised as 
‘Innovative Integrated Media Campaign’ 
from The Advertising Club’s Abbys.
•	 ITC won the Gold Award  for ‘Best 
Performance Marketing Campaign’ by 
Maddies for B Natural e-Commerce 
campaign.
•	 ITC won the Gold Award in ‘Innovation 
in e-Commerce’ for Aashirvaad Svasti 
Ghee, Gold Award for ‘Online Commerce 
Campaign for Customer Acquisition’ for 
Sunbean Coffee by Campaign India's 
Digital Crest Awards. 
198 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

ITC won the PAC Global Award of Distinction 2023 
under the 'Brand Marketing - Limited Edition' 
category for its legacy '75 Years of Glory' 
matches pack. The pack was launched to 
commemorate 75 years of India's freedom:
•	 ITC’s Paperboards and Specialty papers 
division was judged winner at the Pulp 
& Paper International (PPI) Awards by 
Fastmarkets RISI, in the category of 'Internet 
of Things and Digitalisation' at a ceremony 
in Lisbon, Portugal in March 2022.
•	 ITC’s Paperboards Unit in Kovai was 
awarded GreenCo Platinum Plus rating by 
CII. Platinum plus is the highest rating in the 
Green Company Rating Process.
•	 ITC’s Bhadrachalam and Kovai mills 
won awards for Excellence in Energy 
Management at the ‘23rd National Awards’ 
for ‘Excellence in Energy Management’ in 
the Pulp & Paper sector.
•	 ITC’s Packaging Business was recognised 
as ‘Packaging Company of the Year’ at the 
Printweek Awards 2022. It also won three 
restigious World Packaging Organisation 
Awards for developing sustainable 
packaging solutions ITC wins 19 top prizes 
for excellence in Packaging Design at 
the INDIA STAR Awards. has also been 
honoured with a Special Recognition Award 
for Excellence in Packaging.
•	 ITC adjudged winner at the prestigious 
WorldStar Global Packaging Awards. 
•	 ITC’s Kidderpore unit won the "Winner" 
of SHE Excellence Award 2021-22 at a 
"Regional" Level, from CII- ER in Large 
Scale Manufacturing Sector category.
•	 ITC’s Bengaluru unit received the “Best 
Performing Wind Farm” for FY 2021-22; 
Zone: III (Karnataka, Andhra Pradesh 
& Telangana) by Indian Wind Power 
Association (IWPA). 
•	 ITC won the ‘Responsible Manufacturer of 
the Year Award 2022 – Platinum Medallion’ 
by Kaizen Hansei Institute, wing of Kaizen 
Institute of India. 
•	 ITC’s two projects from Kidderpore and 
Saharanpur units, were recognised as 
‘Winner’ under ‘Automation and Robotics’ 
and ‘Operational excellence leadership’ 
categories respectively by Frost & Sullivan.
•	 ITC’s Kidderpore unit received the ‘Excellent 
Energy Efficient Unit Award’ at the CII 
National Award for Excellence in Energy 
Management 2022. 
•	 ITC’s 21 MW wind farm in Karnataka 
also received ‘Best Performing Wind 
Farm Award’ in Karnataka, Andhra 
Pradesh & Telangana by Indian Wind 
Power Association for FY 2021-22 and 
‘Performance excellence award for Solar 
and Wind Plants – 2022’ under the Wind 
Category from CII.  
•	 ITC’s Saharanpur unit won ‘IGBC Excellence 
Award’ under Factory Building category 
from CII.
•	 ITC Windsor Bengaluru has been inducted 
into the prestigious ACREX – Hall of Fame 
2023 for Excellence in Energy Efficiency and 
Sustainability in HVAC&R.
•	 ITC Maurya was recently adjudged the 
winner of the prestigious NSCI Safety Award 
viz. Sarvashreshtha Suraksha Puraskar 
– For commitment to reduce workplace 
injuries, implement best occupational safety 
and health practices. 
•	 ITC has been recognised as the winner in 
five distinct categories at the Travel+Leisure 
India's Best Awards 2022 for: Best Luxury 
Hotel Chain (Domestic) category, Best New 
Hotel (Domestic) category - ITC Narmada, 
Best Hotel for Weddings (Domestic) 
category - ITC Grand Goa, Best Hotel 
Loyalty Programme (Domestic) category 
- Club ITC, Best Tier Two Hotel (Domestic) 
category - Welcomhotel by ITC Hotels, 
Shimla.
•	 ITC was awarded 5 prestigious honours at 
the 6th BW (Businessworld) Hotelier Awards. 
•	 ITC Narmada is the first luxury hotel in 
Gujarat to be awarded the LEED Platinum 
certification by U.S. Green Building Council.
•	 ITC is recognised as the best Luxury Hotel 
Chain for the 4th consecutive year at ‘Travel 
+ Leisure India’s Best Awards 2022’.
•	 ITC’s Engage ‘Pocketful O’Stories 3.0’ 
bagged 2 ‘Golds’ for best use of social 
media for UGC (User Generated Content) 
in the ‘ET Digi+ 2023 Awards’ and in ‘AFAQs 
Digies 2023 Awards’.
•	 ITC was recognised as the ‘Logistics and 
Supply Chain Innovation Company of the 
Year’ and ‘Best Innovator in Data and 
Analytics’ by ET Ascent. 
•	 ITC received recognition for its excellence 
under the Food, Perishable, Beverages and 
FMCG category by the CII SCALE Awards, 
2022.
Awards and Recognitions
 
Major Awards Over the Years  
ITC was awarded the First Prize in the 
‘Best Industry for CSR Activities’ category 
by the Ministry of Jal Shakti, Government 
of India, at the 3rd National Water Awards 
2020
ITC was conferred the ‘CSR Excellence 
Award’ in the Large category by the 
Institute of Company Secretaries of India 
(ICSI) at the 6th ICSI CSR Excellence 
Awards
Mr. Sanjiv Puri, Chairman & Managing 
Director, was conferred ‘The IMPACT 
Person of the year, 2020’ Award by 
exchange4media, a leading online news 
platform
Mr Sanjiv Puri, Chairman & Managing 
Director, was conferred an Honorary 
Doctorate by the XIM University, 
Bhubaneswar
Mr. Nakul Anand, Executive Director, was 
conferred the HICSA (Hotel Investment 
Conference – South Asia) Lifetime 
Achievement Award
199 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Independent External 
Assurance
 
 
 
B. FMCG - Others 
 
1.
Branded Packaged Foods Businesses   
 
Divisional Headquarters: Bengaluru (Karnataka) 
Units: Haridwar (Uttarakhand), Pune (Maharashtra), Munger (Bihar), Panchla, 
Uluberia and Sankrail* (West Bengal), Guwahati (Assam), Kapurthala (Punjab), 
Pudukkottai (Tamil Nadu), Malur & Mysuru (Karnataka), Bikaner*, Reengus* and 
Jaitpura* (Rajasthan), Agra* (Uttar Pradesh) and Medak (Telangana) 
 
* For these factories, data related to materials, energy and social indicators have been included 
in the report. Other parameters will be included in subsequent years.  
 
2.
Personal Care Products Business Division (“PCPBD”) 
 
Divisional Headquarters: Kolkata (West Bengal) 
Units: Haridwar (Uttarakhand), Manpura (Himachal Pradesh) and Guwahati (Assam) 
 
3.
Education and Stationery Products Business (“ESPB”)
 
Headquarters: Chennai (Tamil Nadu) 
Third Party Manufacturers of Notebooks: Eight  
4. Incense Sticks (Agarbattis) and Safety Matches  
Headquarters: Chennai (Tamil Nadu)
 
C. Hotels 
 
Divisional Headquarters: ITC Green Centre, Gurugram (Haryana) 
Hotels: ITC Maurya (New Delhi), ITC Maratha and ITC Grand Central (Mumbai), ITC 
Sonar and ITC Royal Bengal (Kolkata), ITC Mughal (Agra), ITC Grand Bharat 
(Gurugram), ITC Windsor and ITC Gardenia (Bengaluru), ITC Rajputana (Jaipur), ITC 
Grand Chola (Chennai), ITC Grand Goa Resort and Spa (Goa), ITC Kohenur 
(Hyderabad), ITC Narmada (Gujarat), Sheraton New Delhi (New Delhi), Welcomhotel 
Bengaluru, Welcomhotel Chennai, Welcomhotel Coimbatore, Welcomhotel Amritsar, 
Welcomhotel Bhubaneswar and Welcomhotel Guntur 
 
D. Agri Business Division (“ABD”) 
 
Divisional Headquarters: Guntur (Andhra Pradesh) 
Units: Anaparti (Andhra Pradesh), Chirala (Andhra Pradesh), Mysuru (Karnataka) 
and Research Centre, Rajahmundry (Andhra Pradesh), Spices factory Guntur (Andhra 
Pradesh) 
 
 
E. Paperboards And Specialty Papers Division (“PSPD”) 
 
Divisional Headquarters: Secunderabad, Hyderabad (Telangana) 
Units: Tribeni (West Bengal), Bhadrachalam and Bollaram (Telangana) and Kovai 
(Tamil Nadu) 
 
Regd. Office: One International Center, Tower 3, 27th – 32nd Floor, Senapati Bapat Marg, Elphinstone Road (West), Mumbai 
– 400 013, Maharastra, India. (LLP Identification No. AAB-8737) 
Chartered Accountants 
One International Centre, 
Tower 3, 27th-32nd Floor, 
Senapati Bapat Marg, 
Elphinstone Road (West), 
Mumbai - 400 013, 
Maharashtra, India 
 
 
Phone: +91 22 6185 4000 
Fax: +91 22 6185 4101 
 
 
Independent Assurance Report on Annual Greenhouse Gas inventory presented 
in the Annual Sustainability Report of ITC Limited for the Financial Year Ended 
March 31, 2023 
 
To the Board of Directors of ITC Limited 
Deloitte Haskins & Sells LLP was engaged by the Management of ITC Limited (the 
“Company”) to provide independent reasonable assurance on its Annual Greenhouse Gas 
inventory (the “GHG inventory”) for the year ended March 31, 2023 in accordance with 
the criteria stated below. The GHG inventory is presented in the Annual Sustainability 
Report for the year ended March 31, 2023 (the “Report”).  
1. Criteria 
The criteria used by the Company to prepare the GHG report is summarized below: 
 
ISO 14064-1:2018, Greenhouse Gases – Part 1: Specification with guidance at the 
organization level for quantification and reporting of greenhouse gas emissions and 
removals (the “ISO 14064-1:2018 Standard”) and using GHG Protocol Corporate 
Accounting and Reporting Standard’ as amended thereto and ‘Corporate Value Chain 
(Scope 3) Accounting and Reporting Standard’ (including supplements to it) developed by 
the GHG Protocol Initiative, a partnership between World Resources Institute (WRI) and 
the World Business Council for Sustainable Development (WBCSD). 
 
2. Responsibility of the Management: 
The Company’s management is responsible for the preparation of the Report, identification 
of Reporting Boundary as per paragraph 3 below, and the quantification and presentation 
of the GHG inventory therein in accordance with the Criteria mentioned in paragraph 1. 
The management is also responsible for design, implementation, and maintenance of 
adequate internal controls to facilitate collection, calculation, aggregation, and validation 
of data with respect to the GHG inventory included in the Report, that is free from material 
misstatement, whether due to fraud or error. 
 
3. Reporting Boundary: 
The reporting boundary for the purpose of the Report includes the ITC Head Office, 
Kolkata (West Bengal), and the following Divisional Headquarters (“DHQs”) and location 
of operations: 
 
A. FMCG- Cigarettes 
 
1. INDIA TOBACCO DIVISION (“ITD”) 
 
Divisional Headquarters: Kolkata (West Bengal) 
Units: Kolkata (West Bengal), Bengaluru (Karnataka), Munger (Bihar), Saharanpur 
(Uttar Pradesh) and Pune (Maharashtra)  
Third party manufacturers: Four  
 
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The scope of reasonable assurance covers the following aspects of the GHG inventory: 
➢
Data and information related to the Company’s GHG inventory- Scope 1, Scope 2, 
Scope 3 and Biogenic emissions as well as GHG removals; 
➢
The consistency of the Company’s internal protocols, processes and controls related 
to the collection and collation of GHG emissions and removals with the 
requirements of ISO 14064-1:2018; 
➢
Understanding the reasonableness of various assumptions, estimations and 
materiality thresholds used by the Company for data analysis; 
➢
Audit of information on sample basis at select locations of the Company as specified 
below: 
 
Sr no. Locations  
Sr no. 
Locations  
1 
ICML* Pune (Maharashtra) 
11 
Sheraton New Delhi  
2 
ICML* Mysuru (Karnataka) 
12 
Welcomhotel Coimbatore  
3 
ICML* Panchla (West Bengal) 
13 
PCPB Manpura (Himachal 
Pradesh) 
4 
ICML* Haridwar (Uttarakhand) 
14 
PCPB Haridwar 
(Uttarakhand) 
5 
ITD Pune (Maharashtra) 
15 
PPB Haridwar (Uttarakhand) 
6 
ITD Munger (Bihar) 
16 
PPB Munger (Bihar) 
7 
ITD Saharanpur (Uttar 
Pradesh) 
17 
KGLT Mysuru (Karnataka) 
8 
ITC Grand Central (Mumbai) 
18 
PSPD Bhadrachalam 
(Telangana) 
9 
ITC Maurya (New Delhi) 
19 
PSPD Kovai (Tamil Nadu) 
10 
ITC Maratha (Mumbai) 
20 
PSPD Tribeni (West Bengal) 
 
* ICML – Integrated Consumer Goods Manufacturing and Logistics facilities, unit 
of Branded Packed Foods Businesses. 
 
5. Inherent Limitations 
The absence of a significant body of established practice on which to draw to evaluate and 
measure non-financial information allows for different, but acceptable, measures and 
measurement techniques and can affect comparability between entities. 
 
6. Our Independence, Ethical Requirements and Quality Control 
Our team comprising of multidisciplinary professionals, have complied with independence 
policies of Deloitte Haskins and Sells LLP, which address the requirements of the 
International Federation of Accountants (the “IFAC”) Code of Ethics for Professional 
Accountants in the role as independent auditors. We have complied with the relevant 
applicable requirements of the International Standard on Quality Control (ISQC) 1, Quality 
Control for Firms that Perform Audits and Reviews of Historical Financial Information, and 
Other Assurance and Related Services Engagements. 
 
 
 
 
F. Packaging And Printing Business (“PPB”) 
 
Headquarters: Chennai (Tamil Nadu) 
Units: Haridwar (Uttarakhand), Munger (Bihar), Nadiad (Gujarat) and Tiruvottiyur 
(Tamil Nadu) 
 
G. Others 
 
1.TRADE MARKETING & DISTRIBUTION (“TM&D”) 
 
TM&D Headquarters: Kolkata (West Bengal) 
District Offices: Kolkata (West Bengal), Mumbai (Maharashtra) 
Warehouses: 
Ambernath 
(Maharashtra), 
Hyderabad 
(Telangana), 
Malur 
(Karnataka), Chennai (Tamil Nadu), Ancillary Manufacturing cum Logistics Facilities 
(“AMLF”) – Pudukkottai (Tamil Nadu) and AMLF Kapurthala (Punjab)  
 
2. ITC Life Sciences & Technology Centre, Bengaluru (Karnataka) 
 
3. Central Projects Organisation, Bengaluru (Karnataka) 
 
H. Subsidiaries 
 
1. ITC INFOTECH INDIA LIMITED – Units: Bengaluru (Karnataka), Kolkata (West 
Bengal) and Pune (Maharashtra) 
2. TECHNICO AGRI SCIENCES LIMITED – Units: Chandigarh and Manpura 
(Himachal Pradesh) 
3. SRINIVASA RESORTS LIMITED – Hotel: ITC Kakatiya, Hyderabad (Telangana) 
4. BAY ISLANDS HOTELS LIMITED – Hotel: Welcomhotel Bay Island, Port Blair 
5. LANDBASE INDIA LIMITED – Classic Golf & Country Club, Gurugram (Haryana) 
6. NORTHEAST NUTRIENTS PRIVATE LIMITED – Unit: Mangaldoi (Assam) 
7. SURYA NEPAL PRIVATE LIMITED – Units: Simara and Seratar (Nepal) 
 
I. Associates 
 
ATC LIMITED - Unit: Hosur (Tamil Nadu) 
GUJARAT HOTELS LIMITED – Hotel: Welcomhotel Vadodara (Gujarat) 
 
Corporate Social Responsibility: ITC’s CSR footprint is spread across 27 States/ Union 
Territories.  
 
4.  Subject Matter 
We are required to provide reasonable assurance on whether the Company has presented 
in the Report, the annual GHG Inventory in all material respects, in accordance with the 
Criteria. 
 
 
 
Independent External Assurance
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Our responsibility in performing our assurance activities is to the Management of the 
Company only and in accordance with the terms of engagement agreed with the 
Company. We do not therefore accept or assume any responsibility for any other 
purpose or to any other person or organization. 
We believe that the evidence we have obtained is sufficient and appropriate to provide 
a basis for our conclusion.    
 
8. Limitation of our Audit 
The assurance scope excludes:  
➢
Locations/ sites/ operations of the company other than those mentioned in 
paragraph 4 - Subject Matter. 
➢
Data and information outside the defined reporting period i.e.  April 1, 2022, to 
March 31, 2023; and 
➢
Forward looking statements which describe belief, opinion, intensions or aspirations 
provided by the Company. 
➢
Data and information on economic and financial performance of the Company. 
➢
Any information – other than those covered under the subject matter. 
 
 
9. Our Conclusion 
On the basis of our procedures aimed at obtaining reasonable assurance, we conclude in 
respect of the subject matter that in our opinion, the Company has presented its GHG 
Inventory in the Report in all material respects in accordance with the requirements of the 
Criteria. The reported GHG emissions and removals for the year ended March 31, 2023 
are: 
 
GHG 
emissions (in 
tonnes of 
CO2e) 
Biogenic 
emissions (in 
tonnes of 
CO2) 
•
Scope 1  
1,354,662 
1,007,890 
•
Scope 2 (Market based) 
241,113 
21,578 
•
Scope 2 (Location based) 
251,236 
•
Scope 3 (break up below) [ refer note (i)] 
295,430 
100 
Upstream transportation and distribution: 
Inbound transportation of raw materials  
129,470 
- 
Downstream transportation and distribution - 
Outbound transportation of products and wastes   
145,737 
- 
 Others: 
 
- 
Business Travel – 
Employees Business travel by employees of ITC by 
air [refer note (iv)] 
2,141 
- 
Employee commuting –  
Employee commuting primarily  through buses at 
Plant locations and Corporate Offices as applicable 
[refer note (iv)] 
5,903 
- 
Purchased goods and services– 
 
 
 
 
 
We also confirm that we have maintained our independence in the Report and there were 
no events or prohibited services related to the Assurance Engagement which could impair 
our independence. 
7. Our Responsibility  
Our responsibility, as agreed with the Management of the Company, is to provide 
independent reasonable assurance as per the International Standard for Assurance 
Engagements 3410 - Assurance Engagements on Greenhouse Gas Statements (“ISAE 
3410”) issued by IFAC on the GHG inventory presented by the Management. This standard 
requires us to comply with ethical requirements and to plan and perform our reasonable 
assurance engagement to obtain sufficient appropriate evidence about whether the GHG 
Inventory reported is free from material misstatement.  
A reasonable assurance engagement involves assessing the risks of material 
misstatement of the GHG Inventory whether due to fraud or error, responding to the 
assessed risks as necessary in the circumstances. 
 
The procedures we performed were based on our professional judgment and included 
inquiries, observation of processes performed, inspection of documents, evaluating 
appropriateness of quantification methods and reporting policies, analytical procedures and 
agreeing or reconciling with underlying records.  
 
Given the circumstances of the engagement, in performing the procedures listed above, 
we:  
 
•
Interviewed key personnel including senior executives at respective plant 
locations and at the corporate office to understand the systems and processes 
in place for capturing the GHG Inventory during the reporting period; 
 
•
Identified risks of material misstatement in the subject matter information and 
used it as a basis for designing and performing audit procedures to respond to 
the identified assessed risks. 
 
•
Tested data, audited records and relevant documentation submitted by the 
Company on sample basis for sample locations;  
 
•
Analysed and reviewed key data reports, processes, procedures relating to 
collation, aggregation, validation and reporting of the GHG Inventory on sample 
basis; and 
 
•
Reviewed the reasonableness of various assumptions, estimates and 
materiality thresholds used in preparation of GHG Inventory. 
 
We have relied on the information, documents, records, and explanations provided by 
the Company for the purpose of our audit. 
 
 
Independent External Assurance
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Chartered Accountants 
One International Centre, 
Tower 3, 27th-32nd Floor, 
Senapati Bapat Marg, 
Elphinstone Road (West), 
Mumbai - 400 013, 
Maharashtra, India 
Phone: +91 22 6185 4000 
Fax: +91 22 6185 4101 
Regd. Office: One International Center, Tower 3, 27th – 32nd Floor, Senapati Bapat Marg, Elphinstone Road (West), Mumbai 
– 400 013, Maharastra, India. (LLP Identification No. AAB-8737) 
 
 
 
 
 
 
Independent Assurance Report on Annual Sustainability Report of ITC Limited 
for the Financial Year Ended March 31, 2023 
 
To the Board of Directors of ITC Limited 
 
Deloitte Haskins & Sells LLP was engaged by the management of ITC Limited (the 
“Company”) to provide independent reasonable assurance on disclosures as per the GRI 
Sustainability Reporting Standards issued by the Global Reporting Initiative (the “GRI 
Standards”) (herein the “GRI Standards Disclosures”) in its Annual Sustainability Report 
(the “Report”) for the year ended March 31, 2023 as detailed in paragraph 3 - Subject 
Matter. 
 
1. Responsibility of the Management: 
 
The Company’s management is responsible for the content and preparation  of the 
Report, identification of Reporting Boundary as per paragraph 2 below, engagement with 
stakeholders, identification and presentation of information including the responsibility 
for establishing and maintaining relevant and appropriate performance management 
systems and internal control framework to facilitate collection, calculation, aggregation 
and validation of the data with respect to the management’s basis of preparation and GRI 
Standards, included in the Report and preparation of the Report that is free from material 
misstatement, whether due to fraud or error. 
 
2. Reporting Boundary: 
 
The reporting boundary for the purpose of the Report includes the ITC Head Office, 
Kolkata (West Bengal) and the following Divisional Headquarters (“DHQs”) and location 
of operations: 
 
A. FMCG - Cigarettes 
 
1. INDIA TOBACCO DIVISION (“ITD”) 
 
Divisional Headquarters: Kolkata (West Bengal) 
Units: Kolkata (West Bengal), Bengaluru (Karnataka), Munger (Bihar), Saharanpur 
(Uttar Pradesh) and Pune (Maharashtra)  
Third party manufacturers: Four  
 
B. FMCG - Others 
 
1.
Branded Packaged Foods Businesses   
 
Divisional Headquarters: Bengaluru (Karnataka) 
 
 
 
(a) 
Supply 
Chain 
Energy: 
Third 
party 
manufacturers (TPMs) catering to notebooks 
segment of the Educations and stationery Products 
and Business and Cigarette Business – (14 entities) 
[refer note (ii)/(iii)] 
11,669 
100 
(b) Pick up and drop of Guests in  hotels of ITC. 
[refer note (iv)] 
 
510 
- 
 
GHG removals: 5,993,040 tonnes of CO2 (from social and farm forestry initiative) 
 
Notes: 
i.
The boundary considered for category wise reporting in Scope is as mentioned 
under each category above. 
ii.
The management is in process of estimating its full scope 3 Emissions covering the 
entire value chain. 
iii.
Boundary considered is energy consumption by these entities. 
iv.
The Company has represented that the calculations for these emissions categories 
is based on data of the year 2021-22 considering these as minor emission 
categories. 
 
 
 
 
For DELOITTE HASKINS & SELLS LLP 
Chartered Accountants 
(Firm’s Registration No. 117366W / W-100018) 
 
 
 
 
 
 
 
Pratiq Shah  
Partner  
Membership No. 111850 
 UDIN: 23111850BHAMMS3186 
Place: London 
Date: July 3, 2023 
 
 
 
Independent External Assurance
203 |  Sustainability Report 2023
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and Inclusive Growth
Annexures

G. Others 
 
1.TRADE MARKETING & DISTRIBUTION (“TM&D”) 
 
TM&D Headquarters: Kolkata (West Bengal) 
District Offices: Kolkata (West Bengal), Mumbai (Maharashtra) 
Warehouses: 
Ambernath 
(Maharashtra), 
Hyderabad 
(Telangana), 
Malur 
(Karnataka), Chennai (Tamil Nadu), Ancillary Manufacturing cum Logistics Facilities 
(“AMLF”) – Pudukkottai (Tamil Nadu) and AMLF Kapurthala (Punjab)  
 
2. ITC Life Sciences & Technology Centre, Bengaluru (Karnataka) 
 
3. Central Projects Organisation, Bengaluru (Karnataka) 
 
H. Subsidiaries 
 
1. ITC INFOTECH INDIA LIMITED – Units: Bengaluru (Karnataka), Kolkata 
(West Bengal) and Pune (Maharashtra) 
2. TECHNICO AGRI SCIENCES LIMITED – Units: Chandigarh and Manpura 
(Himachal Pradesh) 
3. SRINIVASA RESORTS LIMITED – Hotel: ITC Kakatiya, Hyderabad (Telangana) 
4. BAY ISLANDS HOTELS LIMITED – Hotel: Welcomhotel Bay Island, Port Blair 
5. LANDBASE INDIA LIMITED – Classic Golf & Country Club, Gurugram (Haryana) 
6. NORTHEAST NUTRIENTS PRIVATE LIMITED – Unit: Mangaldoi (Assam) 
7. SURYA NEPAL PRIVATE LIMITED – Units: Simara and Seratar (Nepal) 
 
I. Associates 
 
ATC LIMITED - Unit: Hosur (Tamil Nadu) 
GUJARAT HOTELS LIMITED – Hotel: Welcomhotel Vadodara (Gujarat) 
 
Corporate Social Responsibility: ITC’s CSR footprint is spread across 27 States/ 
Union Territories.  
 
3. Subject Matter 
 
We are required to provide reasonable assurance on the below GRI Standards 
Disclosures, specific to the period from April 1, 2022 to March 31, 2023 in accordance 
with management’s basis of preparation, and GRI Standards. The terms of management’s 
basis of preparation and GRI Standards comprise the criteria by which the GRI Standards 
Disclosures are evaluated for purposes of our reasonable assurance engagement. 
 
 
 
 
 
 
 
 
Units: Haridwar (Uttarakhand), Pune (Maharashtra), Munger (Bihar), Panchla, 
Uluberia and Sankrail* (West Bengal), Guwahati (Assam), Kapurthala (Punjab), 
Pudukkottai (Tamil Nadu), Malur & Mysuru (Karnataka), Bikaner*, Reengus* and 
Jaitpura* (Rajasthan), Agra* (Uttar Pradesh) and Medak (Telangana) 
 
* For these factories, data related to materials, energy and social indicators have been 
included in the report. Other parameters will be included in subsequent years.  
 
2.
Personal Care Products Business Division (“PCPBD”) 
 
Divisional Headquarters: Kolkata (West Bengal) 
Units: Haridwar (Uttarakhand), Manpura (Himachal Pradesh) and Guwahati 
(Assam) 
 
3. Education and Stationery Products Business (“ESPB”) 
 
Headquarters: Chennai (Tamil Nadu) 
Third Party Manufacturers of Notebooks: Eight 
4. Incense Sticks (Agarbattis) and Safety Matches  
Headquarters: Chennai (Tamil Nadu)
 
C. Hotels 
 
Divisional Headquarters: ITC Green Centre, Gurugram (Haryana) 
Hotels: ITC Maurya (New Delhi), ITC Maratha and ITC Grand Central (Mumbai), ITC 
Sonar and ITC Royal Bengal (Kolkata), ITC Mughal (Agra), ITC Grand Bharat 
(Gurugram), ITC Windsor and ITC Gardenia (Bengaluru), ITC Rajputana (Jaipur), 
ITC Grand Chola (Chennai), ITC Grand Goa Resort and Spa (Goa), ITC Kohenur 
(Hyderabad), ITC Narmada (Gujarat), Sheraton New Delhi (New Delhi), 
Welcomhotel 
Bengaluru, 
Welcomhotel 
Chennai, 
Welcomhotel 
Coimbatore, 
Welcomhotel Amritsar, Welcomhotel Bhubaneswar and Welcomhotel Guntur 
 
D. Agri Business Division (“ABD”) 
 
Divisional Headquarters: Guntur (Andhra Pradesh) 
Units: Anaparti (Andhra Pradesh), Chirala (Andhra Pradesh), Mysuru (Karnataka) 
and Research Centre, Rajahmundry (Andhra Pradesh), Spices factory Guntur 
(Andhra Pradesh) 
 
E. Paperboards And Specialty Papers Division (“PSPD”) 
 
Divisional Headquarters: Secunderabad, Hyderabad (Telangana) 
Units: Tribeni (West Bengal), Bhadrachalam and Bollaram (Telangana) and Kovai 
(Tamil Nadu) 
 
F. Packaging And Printing Business (“PPB”) 
 
Headquarters: Chennai (Tamil Nadu) 
Units: Haridwar (Uttarakhand), Munger (Bihar), Nadiad (Gujarat)and Tiruvottiyur 
(Tamil Nadu) 
Independent External Assurance
204 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

For information related to Corporate Social Responsibility, the scope covers audit and 
verification of information for the following locations: 
Sr no. 
Locations  
1 
Bhadradri Kothagudem, Telangana 
2 
Pudukottai, Tamil Nadu 
3 
Howrah, West Bengal 
4 
Haridwar, Uttarakhand 
5 
Kolar, Karnataka 
 
4. Inherent Limitations 
The absence of a significant body of established practice on which to draw to evaluate 
and measure non-financial information allows for different, but acceptable, measures and 
measurement techniques and can affect comparability between entities. 
 
5. Our Independence, Ethical Requirements and Quality Control 
 
Our team comprising of multidisciplinary professionals, have complied with independence 
policies of Deloitte Haskins and Sells LLP, which address the requirements of the 
International Federation of Accountants (the “IFAC”) Code of Ethics for Professional 
Accountants in the role as independent auditors. We have complied with the relevant 
applicable requirements of the International Standard on Quality Control (“ISQC”) 1, 
Quality Control for Firms that Perform Audits and Reviews of Historical Financial 
Information, and Other Assurance and Related Services Engagements. 
 
We also confirm that we have maintained our independence in the Report and there were 
no events or prohibited services related to the Assurance Engagement which could impair 
our independence. 
 
6. Our Responsibility  
 
Our responsibility is to express a reasonable assurance on GRI Standards Disclosures in 
the Report as described in the subject matter, based on the procedures we have 
performed and the evidence we have obtained. We conducted our reasonable assurance 
in accordance with International Standard on Assurance Engagement ISAE 3000 
(Revised) Assurance Engagements Other than Audits or Reviews of Historical Financial 
Information (“ISAE 3000”) issued by the IFAC. This standard requires us to comply with 
ethical requirements and to plan and perform our reasonable assurance engagement to 
obtain sufficient appropriate evidence about whether the GRI Standards Disclosures are 
free from material misstatement.  
 
A reasonable assurance engagement involves assessing the risks of material 
misstatement of the GRI Standards Disclosures whether due to fraud or error, 
responding to the assessed risks as necessary in the circumstances. 
 
 
 
 
The subject matter includes the following: 
 
GRI Standards Disclosures 
Indicator number as per GRI Standards 
General Disclosures: GRI 2 
2-1 to 2-18, 2-26, 2-29 to 2-30 
Material Topics: GRI 3 
3-1 to 3-3 
Environmental topic-specific Standards: GRI 300 
Materials 
301-1 
Energy 
302-1, 302-3, 302-4 
Water and Effluents 
303-3, 303-4, 303-5 
Emissions 
305-1, 305-2, 305-3, 305-6, 305-7 
Effluents and Waste  
306-3, 306-4, 306-5 
Social topic-specific Standards: GRI 400 
Employment 
401-1, 401-2, 401-3 
Occupational Health and Safety 
403-9 
Training and Education  
404-1 
Local communities  
413-1 
Marketing and labeling 
417-1, 417-2, 417-3 
 
The scope of reasonable assurance covers the audit and verification of information in 
the Report on sample basis at select locations of the Company as specified below: 
 
Sr no. Locations  
Sr no. 
Locations  
1 
ICML* Pune (Maharashtra) 
11 
Sheraton New Delhi 
2 
ICML* Mysuru (Karnataka) 
12 
Welcomhotel Coimbatore 
3 
ICML* Panchla (West 
Bengal) 
13 
PCPB Manpura (Himachal Pradesh) 
4 
ICML* Haridwar 
(Uttarakhand) 
14 
PCPB Haridwar (Uttarakhand) 
5 
ITD Pune (Maharashtra) 
15 
PPB Haridwar (Uttarakhand) 
6 
ITD Munger (Bihar) 
16 
PPB Munger (Bihar) 
7 
ITD Saharanpur (Uttar 
Pradesh) 
17 
KGLT Mysuru (Karnataka) 
8 
ITC Grand Central (Mumbai) 
18 
PSPD Bhadrachalam (Telangana) 
9 
ITC Maurya (New Delhi) 
19 
PSPD Kovai (Tamil Nadu) 
10 
ITC Maratha (Mumbai) 
20 
PSPD Tribeni (West Bengal) 
* ICML – Integrated Consumer Goods Manufacturing and Logistics facilities, unit of 
Branded Packed Foods Businesses. 
 
 
Independent External Assurance
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Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
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8. Our Conclusions 
 
On the basis of our procedures aimed at obtaining reasonable assurance, and information 
and explanations provided to us by the management, we conclude in respect of the 
subject matter that, in our opinion,  
-
the Company has presented, in all material respects, the information on GRI 
Standards Disclosures in accordance with the management’s basis of preparation, 
GRI Standards following the GRI reporting principles including the principles of 
accuracy, balance and completeness. 
-
Information on GRI Standards Disclosures is in accordance with the GRI 
Standards. 
 
9. Other Matter 
 
The Company has developed internal criteria to determine its carbon, water, and solid 
waste recycling positive status. The Company’s claim of Carbon Positive status is based 
on improvements in specific energy consumption, investments in renewable energy, and 
sequestration of carbon dioxide through social and farm forestry initiatives, Water 
Positive status is based on implementing measures for reducing net water consumption 
within the fence and creation of rainwater harvesting potential both within and outside 
the fence and Solid Waste Recycling Positive status is based on reduction of specific waste 
generation, contribution to waste recycling and usage of post-consumer waste as raw 
material. The Company continues to demonstrate its commitment to creating shared 
value through its social initiatives. Our report does not provide assurance conclusion 
thereon. 
 
 
 
For DELOITTE HASKINS & SELLS LLP 
Chartered Accountants 
(Firm’s Registration No. 117366W / W-100018) 
 
 
 
 
 
Pratiq Shah  
Partner  
Membership No. 111850 
UDIN:23111850BHAMMR9907  
Place: London 
Date: July 3, 2023 
 
 
 
The procedures we performed were based on our professional judgment and included 
inquiries, observation of processes performed, inspection of documents, evaluating 
appropriateness of quantification methods and reporting policies, analytical procedures 
and agreeing or reconciling with underlying records.  
 
Given the circumstances of the engagement, in performing the procedures listed above, 
we:  
 
•
Interviewed key personnel including senior executives at respective plant locations 
and at the corporate office to understand the systems and controls in place for 
capturing sustainability performance data used in preparation of the GRI Standards 
Disclosures during the reporting period; and 
 
•
Identified risks of material misstatement in the subject matter information and used 
it as a basis for designing and performing audit procedures to respond to the 
identified assessed risks. 
 
•
Tested data, records and relevant documentation submitted by the Company of its 
locations as mentioned in Subject Matter paragraph as applicable, to arrive at the 
data presented in their Report; and 
 
•
Analyzed and reviewed key data management systems, processes, procedures 
relating to collation, aggregation, validation and reporting of the sustainability 
information for the locations as mentioned in subject matter paragraph on a sample 
basis. 
 
•
Reviewed the reasonableness of various assumptions, estimates and materiality 
thresholds used in preparation of the Report. 
 
We have relied on the information, documents, records and explanations provided by 
the Company for the purpose of our assurance. 
 
Our responsibility in performing our assurance activities is to the management of the 
Company only and in accordance with the terms of reference agreed with the 
Company. We do not therefore accept or assume any responsibility for any other 
purpose or to any other person or organization. We believe that the evidence we have 
obtained is sufficient and appropriate to provide a basis for our conclusion.    
 
7. Limitation of our Audit 
 
The assurance scope excludes:  
➢
Location/sites of the Company other than those mentioned in paragraph 3 - 
Subject Matter; 
➢
Aspects/indicators of the Report other than those mentioned above; 
➢
Data and information outside above mentioned reporting period; 
➢
Forward looking statements which describe belief, opinion, intensions or 
aspirations provided by the Company; and 
➢
Data and information on economic and financial performance of the Company. 
➢
Any information – other than those covered under the subject matter 
 
 
Independent External Assurance
206 |  Sustainability Report 2023
Approach to  
Sustainability 2.0
Environmental  
Stewardship
Social Stewardship - Sustainable 
and Inclusive Growth
Annexures

Social and Farm Forestry Initiative: Carbon sequestration, top soil retention, water recharge

Catchment Treatment - Water Harvesting Structure

Offsite Solar Plant, Dindigul, Tamil Nadu

ITC Limited
Virginia House
37 JL Nehru Road
Kolkata 700 071
India
enduringvalue@itc.in
www.itcportal.com
@ITCCorpCom
itc-limited