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Marico
2024 CDP Corporate Questionnaire 2024

Word version
Important: this export excludes unanswered questions

This document is an export of your organization’s CDP questionnaire response. It contains all data points for questions that are answered or in progress. There may be questions or data points that you have
been requested to provide, which are missing from this document because they are currently unanswered. Please note that it is your responsibility to verify that your questionnaire response is complete prior
to submission. CDP will not be liable for any failure to do so.
Terms of disclosure for corporate questionnaire 2024 - CDP
10/03/2024, 11:28 am
Marico Information classification: Official

Contents
C1. Introduction ...................................................................................................................................................................... 7
(1.3) Provide an overview and introduction to your organization. .......................................................................................................................................................................... 7
(1.4) State the end date of the year for which you are reporting data. For emissions data, indicate whether you will be providing emissions data for past reporting years. ..... 8
(1.5) Provide details on your reporting boundary. .................................................................................................................................................................................................. 8
(1.6) Does your organization have an ISIN code or another unique identifier (e.g., Ticker, CUSIP, etc.)? .............................................................................................................. 9
(1.11) Are greenhouse gas emissions and/or water-related impacts from the production, processing/manufacturing, distribution activities or the consumption of your
products relevant to your current CDP disclosure? .............................................................................................................................................................................................. 11
(1.23) Which of the following agricultural commodities that your organization produces and/or sources are the most significant to your business by revenue? .................. 12
(1.24) Has your organization mapped its value chain? ........................................................................................................................................................................................ 18
(1.24.1) Have you mapped where in your direct operations or elsewhere in your value chain plastics are produced, commercialized, used, and/or disposed of? .................. 19
C2. Identification, assessment, and management of dependencies, impacts, risks, and opportunities ............................... 21
(2.1) How does your organization define short-, medium-, and long-term time horizons in relation to the identification, assessment, and management of your environmental
dependencies, impacts, risks, and opportunities? ................................................................................................................................................................................................ 21
(2.2) Does your organization have a process for identifying, assessing, and managing environmental dependencies and/or impacts? ........................................................... 22
(2.2.1) Does your organization have a process for identifying, assessing, and managing environmental risks and/or opportunities? .............................................................. 23
(2.2.2) Provide details of your organization’s process for identifying, assessing, and managing environmental dependencies, impacts, risks, and/or opportunities. ............. 23
(2.2.7) Are the interconnections between environmental dependencies, impacts, risks and/or opportunities assessed? ................................................................................. 35
(2.3) Have you identified priority locations across your value chain? .................................................................................................................................................................. 36
(2.4) How does your organization define substantive effects on your organization? .......................................................................................................................................... 37
(2.5) Does your organization identify and classify potential water pollutants associated with its activities that could have a detrimental impact on water ecosystems or
human health? ...................................................................................................................................................................................................................................................... 41
(2.5.1) Describe how your organization minimizes the adverse impacts of potential water pollutants on water ecosystems or human health associated with your activities.
.............................................................................................................................................................................................................................................................................. 42
C3. Disclosure of risks and opportunities ............................................................................................................................. 44

(3.1) Have you identified any environmental risks which have had a substantive effect on your organization in the reporting year, or are anticipated to have a substantive
effect on your organization in the future? ............................................................................................................................................................................................................. 44

(3.1.1) Provide details of the environmental risks identified which have had a substantive effect on your organization in the reporting year, or are anticipated to have a
substantive effect on your organization in the future. .......................................................................................................................................................................................... 44
(3.1.2) Provide the amount and proportion of your financial metrics from the reporting year that are vulnerable to the substantive effects of environmental risks. .............. 56
(3.2) Within each river basin, how many facilities are exposed to substantive effects of water-related risks, and what percentage of your total number of facilities does this
represent? ............................................................................................................................................................................................................................................................. 60
(3.3) In the reporting year, was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations? .......................... 66
(3.6) Have you identified any environmental opportunities which have had a substantive effect on your organization in the reporting year, or are anticipated to have a
substantive effect on your organization in the future? ......................................................................................................................................................................................... 66
(3.6.1) Provide details of the environmental opportunities identified which have had a substantive effect on your organization in the reporting year, or are anticipated to
have a substantive effect on your organization in the future. .............................................................................................................................................................................. 67
(3.6.2) Provide the amount and proportion of your financial metrics in the reporting year that are aligned with the substantive effects of environmental opportunities. ....... 75
C4. Governance .................................................................................................................................................................... 78

(4.1) Does your organization have a board of directors or an equivalent governing body? ................................................................................................................................. 78
(4.1.1) Is there board-level oversight of environmental issues within your organization? ................................................................................................................................... 79
(4.1.2) Identify the positions (do not include any names) of the individuals or committees on the board with accountability for environmental issues and provide details of
the board’s oversight of environmental issues. .................................................................................................................................................................................................... 79
(4.2) Does your organization’s board have competency on environmental issues? ............................................................................................................................................ 84
(4.3) Is there management-level responsibility for environmental issues within your organization? ................................................................................................................... 85
(4.3.1) Provide the highest senior management-level positions or committees with responsibility for environmental issues (do not include the names of individuals). ........ 86
(4.5) Do you provide monetary incentives for the management of environmental issues, including the attainment of targets? ........................................................................ 93
(4.5.1) Provide further details on the monetary incentives provided for the management of environmental issues (do not include the names of individuals). ....................... 94
(4.6) Does your organization have an environmental policy that addresses environmental issues? ................................................................................................................. 107
(4.6.1) Provide details of your environmental policies. ...................................................................................................................................................................................... 108
(4.10) Are you a signatory or member of any environmental collaborative frameworks or initiatives? ............................................................................................................. 110
(4.11) In the reporting year, did your organization engage in activities that could directly or indirectly influence policy, law, or regulation that may (positively or negatively)
impact the environment? .................................................................................................................................................................................................................................... 110
(4.11.2) Provide details of your indirect engagement on policy, law, or regulation that may (positively or negatively) impact the environment through trade associations or
other intermediary organizations or individuals in the reporting year. ............................................................................................................................................................... 111
(4.12.1) Provide details on the information published about your organization’s response to environmental issues for this reporting year in places other than your CDP
response. Please attach the publication. ........................................................................................................................................................................................................... 117

C5. Business strategy ......................................................................................................................................................... 123
(5.1) Does your organization use scenario analysis to identify environmental outcomes? ............................................................................................................................... 123
(5.1.1) Provide details of the scenarios used in your organization’s scenario analysis. ................................................................................................................................... 123
(5.1.2) Provide details of the outcomes of your organization’s scenario analysis. ............................................................................................................................................ 130
(5.2) Does your organization’s strategy include a climate transition plan? ........................................................................................................................................................ 132
(5.3) Have environmental risks and opportunities affected your strategy and/or financial planning?............................................................................................................... 134
(5.3.1) Describe where and how environmental risks and opportunities have affected your strategy. .............................................................................................................. 135
(5.3.2) Describe where and how environmental risks and opportunities have affected your financial planning. .............................................................................................. 138
(5.4) In your organization’s financial accounting, do you identify spending/revenue that is aligned with your organization’s climate transition? ........................................... 139
(5.4.1) Quantify the amount and percentage share of your spending/revenue that is aligned with your organization’s climate transition. ..................................................... 139
(5.9) What is the trend in your organization’s water-related capital expenditure (CAPEX) and operating expenditure (OPEX) for the reporting year, and the anticipated trend
for the next reporting year? ................................................................................................................................................................................................................................. 140
(5.10) Does your organization use an internal price on environmental externalities? ........................................................................................................................................ 141
(5.10.2) Provide details of your organization’s internal price on water. ............................................................................................................................................................. 141
(5.11) Do you engage with your value chain on environmental issues? ............................................................................................................................................................. 144
(5.11.1) Does your organization assess and classify suppliers according to their dependencies and/or impacts on the environment? ......................................................... 145
(5.11.2) Does your organization prioritize which suppliers to engage with on environmental issues? .............................................................................................................. 146
(5.11.5) Do your suppliers have to meet environmental requirements as part of your organization’s purchasing process? ............................................................................ 148
(5.11.6) Provide details of the environmental requirements that suppliers have to meet as part of your organization’s purchasing process, and the compliance measures in
place. .................................................................................................................................................................................................................................................................. 149
(5.11.7) Provide further details of your organization’s supplier engagement on environmental issues. ........................................................................................................... 152
(5.11.9) Provide details of any environmental engagement activity with other stakeholders in the value chain. .............................................................................................. 156
C6. Environmental Performance - Consolidation Approach ............................................................................................... 159

(6.1) Provide details on your chosen consolidation approach for the calculation of environmental performance data.................................................................................... 159
C7. Environmental performance - Climate Change............................................................................................................. 161

(7.1.1) Has your organization undergone any structural changes in the reporting year, or are any previous structural changes being accounted for in this disclosure of
emissions data?.................................................................................................................................................................................................................................................. 161
(7.1.2) Has your emissions accounting methodology, boundary, and/or reporting year definition changed in the reporting year? .................................................................. 161
(7.1.3) Have your organization’s base year emissions and past years’ emissions been recalculated as a result of any changes or errors reported in 7.1.1 and/or 7.1.2? .... 162
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(7.3) Describe your organization’s approach to reporting Scope 2 emissions. .................................................................................................................................................. 162
(7.4.1) Provide details of the sources of Scope 1, Scope 2, or Scope 3 emissions that are within your selected reporting boundary which are not included in your disclosure.
............................................................................................................................................................................................................................................................................ 163
(7.5) Provide your base year and base year emissions. ..................................................................................................................................................................................... 164
(7.6) What were your organization’s gross global Scope 1 emissions in metric tons CO2e? ............................................................................................................................ 172
(7.7) What were your organization’s gross global Scope 2 emissions in metric tons CO2e? ............................................................................................................................ 175
(7.8) Account for your organization’s gross global Scope 3 emissions, disclosing and explaining any exclusions. ......................................................................................... 178
(7.8.1) Disclose or restate your Scope 3 emissions data for previous years. .................................................................................................................................................... 188
(7.9) Indicate the verification/assurance status that applies to your reported emissions. ................................................................................................................................ 199
(7.9.1) Provide further details of the verification/assurance undertaken for your Scope 1 emissions, and attach the relevant statements. .................................................. 200
(7.9.2) Provide further details of the verification/assurance undertaken for your Scope 2 emissions and attach the relevant statements. .................................................... 201
(7.9.3) Provide further details of the verification/assurance undertaken for your Scope 3 emissions and attach the relevant statements. .................................................... 202
(7.10.1) Identify the reasons for any change in your gross global emissions (Scope 1 and 2 combined), and for each of them specify how your emissions compare to the
previous year. ..................................................................................................................................................................................................................................................... 204
(7.12.1) Provide the emissions from biogenic carbon relevant to your organization in metric tons CO2. ......................................................................................................... 210
(7.13.1) Account for biogenic carbon data pertaining to your direct operations and identify any exclusions. .................................................................................................. 210
(7.14) Do you calculate greenhouse gas emissions for each agricultural commodity reported as significant to your business? .................................................................... 212
(7.15.1) Break down your total gross global Scope 1 emissions by greenhouse gas type and provide the source of each used global warming potential (GWP). ................ 216
(7.16) Break down your total gross global Scope 1 and 2 emissions by country/area. ..................................................................................................................................... 218
(7.17.2) Break down your total gross global Scope 1 emissions by business facility. ....................................................................................................................................... 218
(7.18.2) Report the Scope 1 emissions pertaining to your business activity(ies) and explain any exclusions. If applicable, disaggregate your agricultural/forestry by GHG
emissions category. ........................................................................................................................................................................................................................................... 222
(7.20.2) Break down your total gross global Scope 2 emissions by business facility. ....................................................................................................................................... 222
(7.22) Break down your gross Scope 1 and Scope 2 emissions between your consolidated accounting group and other entities included in your response. ....................... 225
(7.30) Select which energy-related activities your organization has undertaken. .............................................................................................................................................. 226
(7.30.1) Report your organization’s energy consumption totals (excluding feedstocks) in MWh. ..................................................................................................................... 227
(7.30.6) Select the applications of your organization’s consumption of fuel. .................................................................................................................................................... 229
(7.30.7) State how much fuel in MWh your organization has consumed (excluding feedstocks) by fuel type. ................................................................................................. 229
(7.30.9) Provide details on the electricity, heat, steam, and cooling your organization has generated and consumed in the reporting year. ................................................... 235
(7.30.16) Provide a breakdown by country/area of your electricity/heat/steam/cooling consumption in the reporting year. .......................................................................... 238
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(7.45) Describe your gross global combined Scope 1 and 2 emissions for the reporting year in metric tons CO2e per unit currency total revenue and provide any additional
intensity metrics that are appropriate to your business operations. .................................................................................................................................................................. 238
(7.52) Provide any additional climate-related metrics relevant to your business. .............................................................................................................................................. 240
(7.53.1) Provide details of your absolute emissions targets and progress made against those targets. .......................................................................................................... 241
(7.53.2) Provide details of your emissions intensity targets and progress made against those targets. .......................................................................................................... 242
(7.54.1) Provide details of your targets to increase or maintain low-carbon energy consumption or production. ............................................................................................ 246
(7.54.3) Provide details of your net-zero target(s). ............................................................................................................................................................................................. 249
(7.55.1) Identify the total number of initiatives at each stage of development, and for those in the implementation stages, the estimated CO2e savings. ........................... 252
(7.55.2) Provide details on the initiatives implemented in the reporting year in the table below. ...................................................................................................................... 252
(7.55.3) What methods do you use to drive investment in emissions reduction activities? .............................................................................................................................. 254
(7.68.1) Specify which agricultural or forest management practices with climate change mitigation and/or adaptation benefits you encourage your suppliers to undertake
and describe your role in the implementation of each practice. ........................................................................................................................................................................ 255
(7.70.1) Provide details of those management practices implemented by your suppliers that have other impacts besides climate change mitigation/adaptation. ............. 263
(7.74.1) Provide details of your products and/or services that you classify as low-carbon products. .............................................................................................................. 264
(7.79.1) Provide details of the project-based carbon credits canceled by your organization in the reporting year. .......................................................................................... 268
C9. Environmental performance - Water security ............................................................................................................... 271

(9.1.1) Provide details on these exclusions. ....................................................................................................................................................................................................... 271
(9.2) Across all your operations, what proportion of the following water aspects are regularly measured and monitored? ............................................................................. 272
(9.2.2) What are the total volumes of water withdrawn, discharged, and consumed across all your operations, how do they compare to the previous reporting year, and how
are they forecasted to change? .......................................................................................................................................................................................................................... 277
(9.2.4) Indicate whether water is withdrawn from areas with water stress, provide the volume, how it compares with the previous reporting year, and how it is forecasted to
change. ............................................................................................................................................................................................................................................................... 280
(9.2.6) What proportion of the sourced agricultural commodities that are significant to your organization originate from areas with water stress? ..................................... 282
(9.2.7) Provide total water withdrawal data by source. ...................................................................................................................................................................................... 284
(9.3) In your direct operations and upstream value chain, what is the number of facilities where you have identified substantive water-related dependencies, impacts, risks,
and opportunities? .............................................................................................................................................................................................................................................. 287
(9.3.1) For each facility referenced in 9.3, provide coordinates, water accounting data, and a comparison with the previous reporting year. ................................................. 289
(9.3.2) For the facilities in your direct operations referenced in 9.3.1, what proportion of water accounting data has been third party verified? ............................................ 309
(9.5) Provide a figure for your organization’s total water withdrawal efficiency. ............................................................................................................................................... 312
(9.9) Provide water intensity information for each of the agricultural commodities significant to your organization that you source. ............................................................ 312
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(9.13) Do any of your products contain substances classified as hazardous by a regulatory authority? .......................................................................................................... 316
(9.14) Do you classify any of your current products and/or services as low water impact? .............................................................................................................................. 316
(9.15.1) Indicate whether you have targets relating to water pollution, water withdrawals, WASH, or other water-related categories. ............................................................ 317
(9.15.2) Provide details of your water-related targets and the progress made. ................................................................................................................................................. 318
C10. Environmental performance - Plastics ....................................................................................................................... 325

(10.1) Do you have plastics-related targets, and if so what type? ...................................................................................................................................................................... 325
(10.2) Indicate whether your organization engages in the following activities. ................................................................................................................................................. 326
(10.5) Provide the total weight of plastic packaging sold and/or used and indicate the raw material content. ................................................................................................ 329
(10.5.1) Indicate the circularity potential of the plastic packaging you sold and/or used. ................................................................................................................................. 330
(10.6) Provide the total weight of waste generated by the plastic you produce, commercialize, use and/or process and indicate the end-of-life management pathways. ... 331
C11. Environmental performance - Biodiversity ................................................................................................................. 334

(11.2) What actions has your organization taken in the reporting year to progress your biodiversity-related commitments? .......................................................................... 334
(11.3) Does your organization use biodiversity indicators to monitor performance across its activities? ........................................................................................................ 334
(11.4) Does your organization have activities located in or near to areas important for biodiversity in the reporting year? ............................................................................. 334
C13. Further information & sign off .................................................................................................................................... 338

(13.1) Indicate if any environmental information included in your CDP response (not already reported in 7.9.1/2/3, 8.9.1/2/3/4, and 9.3.2) is verified and/or assured by a
third party? .......................................................................................................................................................................................................................................................... 338
(13.1.1) Which data points within your CDP response are verified and/or assured by a third party, and which standards were used? ............................................................ 338
(13.2) Use this field to provide any additional information or context that you feel is relevant to your organization's response. Please note that this field is optional and is not
scored. ................................................................................................................................................................................................................................................................ 341
(13.3) Provide the following information for the person that has signed off (approved) your CDP response. .................................................................................................. 341

C1. Introduction
(1.3) Provide an overview and introduction to your organization.
(1.3.2) Organization type

Select from:
☑ Publicly traded organization
(1.3.3) Description of organization

Marico Limited (BSE: 531642, NSE: MARICO) is a prominent Indian consumer goods company, with a significant presence in the global beauty and wellness sector.
Marico's extensive brand portfolio includes Parachute, Saffola, Saffola FITTIFY Gourmet, Saffola ImmuniVeda, Saffola Mealmaker, Hair & Care, Parachute
Advansed, Nihar Naturals, Mediker, Pure Sense, Coco Soul, Revive, Set Wet, Livon, Just Herbs, True Elements, Beardo, and Plix. With its products reaching one out
of every three Indian households, Marico holds a strong market position. Furthermore, international operations contribute approximately 26% to the Group’s revenue,
supported by brands such as Parachute, Parachute Advansed, HairCode, Fiancée, Purité de Prôvence, Ôliv, Lashe', Caivil, Hercules, Black Chic, Code 10, Ingwe, X-
Men, Thuan Phat, and Isoplus. Marico has set ambitious goals to achieve Net Zero emissions across its global operations (owned manufacturing units) by 2040, with
a targeted Net Zero for its Indian operations by 2030. This journey towards a net zero future is underpinned by a strategic focus on transitioning to renewable energy,
investing in low-carbon technologies, engaging in carbon forestry, and phasing out fossil fuels across operations. In line with its environmental stewardship goals,
Marico is working to achieve certified water-neutral operations across all manufacturing units by 2030. This will be accomplished by offsetting 100% of water
consumption through water capacity created for community use, implementing water efficiency measures, using rainwater for process cooling, and deploying Zero
Liquid Discharge (ZLD) systems. To further its commitment to a circular economy, Marico aims for 100% recyclable packaging by 2027. Initiatives include
incorporating 30% recycled post-consumer resin (r-PCR) in its packaging portfolio. Marico's Responsible Sourcing Framework, Samyut, is structured around three
core themes: Environmental Stewardship, Ethical Responsibilities, and Social Accountability. Through this framework, Marico integrates sustainability into its value
chain, reinforcing its long-term commitment to sustainable development. Key Achievements for FY 2024 Climate Change: a. GHG emissions intensity reduced by
79.9% (compared to FY 2013 baseline). b. Renewable energy share at 67.35%. c. One carbon-neutral unit achieved. d. Four green buildings certified. Water
Stewardship: a. Operational water footprint offset by 100%. 373 crore liters of rainwater conservation potential created. b. 327,690 KL of rainwater collected and used
in operations. c. 100% of effluents recycled and reused in operations. Circular Economy a. 95.3% of packaging is recyclable. Successful projects with 20-50%
recycled plastic (PCR). b. Achieved 100% Extended Producer Responsibility (EPR) compliance. Responsible Sourcing c. 82% of critical business associates certified
at Level 1. d. 26% of critical business associates certified at Level 2. Recognition and Awards a. Felicitated by Honourable Governor of Maharashtra, Shri Ramesh
Bais, for supporting the Millet Eat Right Programme at an event by the Food Safety and Standards Authority of India (Western Region). b. Awarded the BW
Sustainable Award by Businessworld. c. Ranked among the Top 3 Sustainable Companies in the FMCG Sector at the Sustainable World Conclave by BW
Businessworld. d. Awarded the Best Governed Company in the Listed Segment: Medium Category at the 23rd ICSI National Awards for Excellence in Corporate
Governance.
[Fixed row]

(1.4) State the end date of the year for which you are reporting data. For emissions data, indicate whether you will be
providing emissions data for past reporting years.
(1.4.1) End date of reporting year

03/30/2024
(1.4.2) Alignment of this reporting period with your financial reporting period
Select from:
☑ Yes
(1.4.3) Indicate if you are providing emissions data for past reporting years
Select from:
☑ Yes
(1.4.4) Number of past reporting years you will be providing Scope 1 emissions data for
Select from:
☑ 5 years
Select from:
☑ 5 years
Select from:
☑ 5 years
[Fixed row]
(1.5) Provide details on your reporting boundary.

8

Is your reporting boundary for your CDP disclosure the same as that used in your
financial statements?
Select from:
☑ Yes
[Fixed row]
(1.6) Does your organization have an ISIN code or another unique identifier (e.g., Ticker, CUSIP, etc.)?
ISIN code - bond
(1.6.1) Does your organization use this unique identifier?

Select from:
☑ No
ISIN code - equity

Select from:
☑ Yes
(1.6.2) Provide your unique identifier

INE196A01026
CUSIP number

Select from:
☑ No
Ticker symbol

Select from:
☑ No
SEDOL code

Select from:
☑ No
LEI number

Select from:
☑ No
D-U-N-S number

Select from:
☑ No
Other unique identifier

10

Select from:
☑ No
[Add row]
(1.11) Are greenhouse gas emissions and/or water-related impacts from the production, processing/manufacturing,
distribution activities or the consumption of your products relevant to your current CDP disclosure?
Production
(1.11.1) Relevance of emissions and/or water-related impacts

Select from:
☑ Value chain (excluding own land)
(1.11.2) Primary reason emissions and/or water-related impacts from this activity are not relevant
Select from:
☑ Do not own/manage land
(1.11.3) Explain why emissions and/or water-related impacts from this activity are not relevant
Marico accounts for its entire value chain emissions (Scope 3) using categories 1, 2, 3, 4, 5, 6, 7, 8, 9, 12, and 15. All emission related to production of agricultural
materials are computed as part of Scope 3 emissions. Further, we conduct environmental LCA of our products which also takes GHG emissions footprint into
account. However, we do not account for material production activities as part of our direct emissions (Scope 1 and 2) as the lands from where sourcing is done, is
not owned by Marico.
Processing/ Manufacturing

Select from:
☑ Direct operations
Distribution
11

Select from:
☑ Both direct operations and upstream/downstream value chain
Consumption

Select from:
☑ Yes
[Fixed row]
(1.23) Which of the following agricultural commodities that your organization produces and/or sources are the most
significant to your business by revenue?
Cattle products
(1.23.1) Produced and/or sourced

Select from:
☑ No
Cocoa

Select from:
☑ No
Coffee

12

Select from:
☑ No
Cotton

Select from:
☑ No
Dairy & egg products

Select from:
☑ No
Fish and seafood from aquaculture

Select from:
☑ No
Fruit

Select from:
☑ No
Maize/corn

13

Select from:
☑ No
Nuts

Select from:
☑ No
Other grain (e.g., barley, oats)

Select from:
☑ Sourced
(1.23.2) % of revenue dependent on this agricultural commodity

Select from:
☑ 1-10%
(1.23.3) Is this commodity considered significant to your business in terms of revenue?

Select from:
☑ Yes
(1.23.4) Please explain

Oats contribute around 5%-10% to Marico’s revenue, based on oats-based production in the last financial year. Oats are a key ingredient in Marico's healthy food
products, including Saffola Oats and Saffola Oodles.
Other oilseeds (e.g. rapeseed oil)

14

Select from:
☑ Sourced

Select from:
☑ 11-20%

Select from:
☑ Yes

Edible oils (Safflower, sunflower, corn, rice bran oil) are being sourced from Punjab, Haryana, Chattisgarh, West Bengal, Madhya Pradesh, Andhra Pradesh and
Gujarat.
Palm oil

Select from:
☑ No
Poultry & hog

Select from:
☑ No
Rice

15

Select from:
☑ No
Soy

Select from:
☑ Sourced

Select from:
☑ 1-10%

Select from:
☑ Yes

Some of Marico's recently launched Healthy Foods range, including Saffola Soya Chunks use soyabean as a key raw material. Soy constitute of 1% to 5% of Marico's
revenue. The availability of Soya is a direct contributor to Marico’s revenues generated from this products’ portfolio.
Sugar

Select from:
☑ No
Tea

16

Select from:
☑ No
Timber products

Select from:
☑ No
Tobacco

Select from:
☑ No
Vegetable

Select from:
☑ No
Wheat

Select from:
☑ No
Other commodity

17

Select from:
☑ Sourced

Select from:
☑ 31-40%

Select from:
☑ Yes

Copra accounts for approximately 30%-40% of Marico's revenue. This figure is derived from the total copra-based production and associated revenue over the past
financial year. Marico sources copra primarily for its flagship brand, Parachute coconut oil, and various personal care products. However, climatic factors such as
drought and water stress can impact coconut production, affecting the availability of copra and potentially disrupting supply chains, which in turn could impact
revenue.
[Fixed row]
(1.24) Has your organization mapped its value chain?
(1.24.1) Value chain mapped

Select from:
☑ Yes, we have mapped or are currently in the process of mapping our value chain
(1.24.2) Value chain stages covered in mapping

Select all that apply
☑ Upstream value chain
(1.24.3) Highest supplier tier mapped

18

Select from:
☑ Tier 1 suppliers
(1.24.4) Highest supplier tier known but not mapped

Select from:
(1.24.7) Description of mapping process and coverage

Critical value chain partners are identified based on the following three key criteria: 1. Significant Procurement Share: Partners with the highest procurement or
volume share in their respective category. 2. Material/Service Uniqueness: Suppliers of unique materials, products, and/or services that are crucial to our operations.
3. Strategic Relationship: Partners with a dedicated and long-standing association with Marico." Marico’s Responsible Sourcing Framework, Samyut, is built on three
core themes: Environmental Stewardship, Ethical Responsibilities, and Social Accountability. This framework is implemented through a three-part maturity-based
roadmap that integrates our value chain partners into Marico’s philosophy and purpose of creating a sustainable impact across the value chain. This structured
approach is as below: 1. Level 1: Educate - Building foundational knowledge and awareness. 2. Level 2: Evaluate - Assessing and refining sustainability practices. 3.
Level 3: Evolve - Achieving advanced sustainability performance and innovation." Additionally, Marico aims to annually report key metrics such as traceability, the
share of indigenous material procurement and the share of sustainable materials, as part of our 2030 responsible sourcing goals
[Fixed row]
(1.24.1) Have you mapped where in your direct operations or elsewhere in your value chain plastics are produced,
commercialized, used, and/or disposed of?
(1.24.1.1) Plastics mapping

Select from:
☑ Yes, we have mapped or are currently in the process of mapping plastics in our value chain
(1.24.1.2) Value chain stages covered in mapping

☑ Downstream value chain
☑ End-of-life management
19

(1.24.1.4) End-of-life management pathways mapped
☑ Recycling
☑ Waste to Energy
☑ Incineration
[Fixed row]
20

C2. Identification, assessment, and management of dependencies, impacts, risks, and opportunities
(2.1) How does your organization define short-, medium-, and long-term time horizons in relation to the identification,
assessment, and management of your environmental dependencies, impacts, risks, and opportunities?
Short-term
(2.1.1) From (years)

0
(2.1.3) To (years)
2
(2.1.4) How this time horizon is linked to strategic and/or financial planning
Our short-term time horizon of 0-2 years is directly linked to our 8-point commitment, guiding our strategic and financial planning to address climate change. This
approach includes our specific targets for advancing sustainable agriculture and fostering a circular economy, ensuring that our immediate actions contribute
effectively to our broader climate goals.
Medium-term

3
(2.1.3) To (years)
5
21

Our approach to a 3-5 year time horizon is is in line with our 8-point commitment. This timeframe allows us to focus on achieving key targets, such as reaching net
zero emissions for our global operations by 2040 and our owned manufacturing units by 2030. Furthermore, it supports our efforts in water stewardship and
responsible sourcing, ensuring that our short- to medium-term actions pave the way for long-term sustainability.
Long-term

6
(2.1.2) Is your long-term time horizon open ended?

Select from:
☑ No
(2.1.3) To (years)
10
This time period is aligned with Marico's commitment to achieving net zero for its own manufacturing units in India by 2030 while for its global manufacturing units by
2040. The Company has committed to reduce its Scope 1 and Scope 2 GHG emissions (in owned manufacturing facilities) by 93%, and offset remaining 7%
emissions through sequestration, and carbon offset by 2030, from the baseline year FY13.
[Fixed row]
(2.2) Does your organization have a process for identifying, assessing, and managing environmental dependencies and/or
impacts?
22

Dependencies and/or impacts evaluated in this
Process in place
process
Select from: Select from:

☑ Yes ☑ Both dependencies and impacts
[Fixed row]
(2.2.1) Does your organization have a process for identifying, assessing, and managing environmental risks and/or
opportunities?
Risks and/or opportunities evaluated in Is this process informed by the

Process in place
this process dependencies and/or impacts process?
Select from: Select from: Select from:

☑ Yes ☑ Both risks and opportunities ☑ Yes
[Fixed row]
(2.2.2) Provide details of your organization’s process for identifying, assessing, and managing environmental
dependencies, impacts, risks, and/or opportunities.
Row 1
(2.2.2.1) Environmental issue

☑ Climate change
23

(2.2.2.2) Indicate which of dependencies, impacts, risks, and opportunities are covered by the process for this
environmental issue
☑ Dependencies
☑ Impacts
☑ Risks
☑ Opportunities
(2.2.2.3) Value chain stages covered

☑ End of life management
(2.2.2.4) Coverage
Select from:
☑ Full
(2.2.2.5) Supplier tiers covered

(2.2.2.7) Type of assessment

Select from:
☑ Qualitative and quantitative
(2.2.2.8) Frequency of assessment

24

Select from:
☑ Annually
(2.2.2.9) Time horizons covered

☑ Short-term
☑ Medium-term
☑ Long-term
(2.2.2.10) Integration of risk management process

Select from:
☑ Integrated into multi-disciplinary organization-wide risk management process
(2.2.2.11) Location-specificity used

☑ Site-specific
(2.2.2.12) Tools and methods used
Enterprise Risk Management

☑ COSO Enterprise Risk Management Framework
☑ Enterprise Risk Management
International methodologies and standards

☑ IPCC Climate Change Projections
☑ ISO 14001 Environmental Management Standard
☑ Life Cycle Assessment
Other
☑ Scenario analysis ☑ Jurisdictional/landscape assessment
☑ Desk-based research ☑ Partner and stakeholder consultation/analysis
25

☑ External consultants
☑ Materiality assessment
☑ Internal company methods
(2.2.2.13) Risk types and criteria considered
Acute physical
☑ Cyclones, hurricanes, typhoons
☑ Drought
☑ Flood (coastal, fluvial, pluvial, ground water)
☑ Heavy precipitation (rain, hail, snow/ice)
☑ Storm (including blizzards, dust, and sandstorms)
Chronic physical
☑ Soil erosion ☑ Changing temperature (air, freshwater, marine water)
☑ Water stress ☑ Changing precipitation patterns and types (rain, hail, snow/ice)
☑ Temperature variability
☑ Increased severity of extreme weather events
☑ Water availability at a basin/catchment level
Policy
☑ Changes to national legislation
Market
☑ Availability and/or increased cost of certified sustainable material
☑ Availability and/or increased cost of raw materials
☑ Changing customer behavior
☑ Uncertainty in the market signals
Technology
☑ Transition to lower emissions technology and products
26

☑ Transition to water intensive, low carbon energy sources
(2.2.2.14) Partners and stakeholders considered

☑ Customers ☑ Local communities
☑ Employees
☑ Investors
☑ Suppliers
☑ Regulators
(2.2.2.15) Has this process changed since the previous reporting year?
Select from:
☑ No
(2.2.2.16) Further details of process

We regularly monitor and assess enterprise risks over short-term (0-2 years), medium-term (2-5 years), and long-term (5-10 years) periods, with a focus on ESG-
related risks. We use a multi-dimensional strategy to identify and manage its climate risks, focusing on those with significant financial and strategic implications.
Financial impacts refer to critical issues that could influence the Company's revenue, costs, liabilities, or overall profitability. Strategic impacts, on the other hand,
involve risks to the key projects, production lines, supply chains, and broader business goals. This structured approach allows us to adapt and respond effectively at
different stages. We have a robust Enterprise Risk Management (ERM) system in place that monitors and manages risks across our entire value chain, addressing
areas such as strategic, financial, operational, compliance and legal, governance, climate-related, technological, market, social, and emerging risks. To guide our
process to assess climate-related risks, we have adopted the Representative Concentration Pathway (RCP) 4.5 and the Shared Socioeconomic Pathway (SSP2)
scenarios. The RCP 4.5 represents a future with moderate greenhouse gas emissions, projecting a 2.4C temperature rise by 2100, while the SSP2 scenario
emphasizes balanced socio-economic growth alongside moderate environmental progress. Additionally, we have assessed climate conditions and vulnerabilities in
our raw material sourcing regions using a 20-year climate data average to ensure accuracy. This comprehensive analysis has enabled us to identify climate-related
risks within our supply chain and develop strategies to ensure the consistent availability of raw materials, thereby minimizing potential disruptions. Details of climate
risks: Marico faces environmental risks, including those related to climate change, energy, water scarcity, and plastic waste management. These risks arise from
disruptions due to changing climate patterns, such as increased temperatures, altered rainfall, extreme weather events, commodity price fluctuations, regulatory
changes, and evolving consumer preferences. Our climate-related risk mitigation strategy focuses on: 1. Adaptation and Mitigation: Reducing our operational
environmental footprint. 2. Resilient Farming Practices: Promoting scientific farming methods that can withstand climate challenges. 3. Sustainable Product
Innovation: Encouraging eco-friendly consumer choices through responsible production. 4. Low-Carbon Investments: Investing in low-carbon technologies and
renewable energy. 5. Energy Conservation: Transitioning to renewable energy sources for operations. 6. Climate Risk and Opportunity Governance Board-Level
27

Oversight: A. Asset Level: Sustainability coordinators assess climate risks at manufacturing facilities, evaluating impacts on people, processes, and equipment.
Opportunities to improve internal efficiencies and reduce carbon footprints are priorities. B. Product Level: Marico has conducted LCA on 31 products to evaluate their
environmental impacts from raw material sourcing to end-of-life management. c C. The responsible sourcing framework: Samyut, focuses on environmental
conservation and ethical practices to identify and mitigate climate risks in our supply chain. It employs a three-tiered maturity model: Educate, Evaluate and Evolve.
Row 2

☑ Water
environmental issue
☑ Dependencies
☑ Impacts
☑ Risks
☑ Opportunities

(2.2.2.4) Coverage
Select from:
☑ Full

28


Select from:

Select from:
☑ Annually

☑ Short-term
☑ Medium-term
☑ Long-term

Select from:

☑ Site-specific
Commercially/publicly available tools

☑ WRI Aqueduct
29


Other
☑ Scenario analysis ☑ Jurisdictional/landscape assessment
☑ Desk-based research ☑ Source Water Vulnerability Assessment
☑ External consultants ☑ Partner and stakeholder consultation/analysis
Acute physical
☑ Drought
☑ Heavy precipitation (rain, hail, snow/ice)
☑ Pollution incident
Chronic physical
☑ Soil erosion ☑ Increased severity of extreme weather events
☑ Water stress ☑ Water availability at a basin/catchment level
☑ Groundwater depletion ☑ Changing precipitation patterns and types (rain, hail, snow/ice)
☑ Temperature variability
☑ Precipitation or hydrological variability
Policy
☑ Increased pricing of water
30

☑ NGOs ☑ Local communities
☑ Employees ☑ Water utilities at a local level
☑ Investors ☑ Other water users at the basin/catchment level
☑ Suppliers
☑ Regulators
Select from:
☑ No

related risks. Details of water risks: Marico faces environmental risks, including those related to climate change, energy, water scarcity, and plastic waste
management. These risks arise from disruptions due to changing climate patterns, such as increased temperatures, altered rainfall, extreme weather events,
commodity price fluctuations, regulatory changes, and evolving consumer preferences. To proactively assess water-related risks, we utilize the WRI Aqueduct tool.
Our water-related risk mitigation strategy focuses on: Source water vulnerability assessment for all operations (using scientific tools and methods) to identify water
stress quotients near Marico’s manufacturing and value chain footprint. This is followed by replenishment of equivalent or more volumes of water, in relation to the
amount of water consumed in operations, through various capacity-building measures that benefit the local community and agriculture. At an operational level, the
mitigation strategies include the installation of water-efficient measures, rainwater storage units and technological upgrades across commercial and operational
premises and Integrating zero liquid discharge principles across the entire manufacturing landscape. The water-related risks at Marico are reimagined as
opportunities through the following - 1. Minimisation of environmental footprint from operations due to optimized resource usage (fuel and energy) and reduced
operational emissions 2. Rejuvenation of water through replenishment of reserves in water stressed areas for community and agricultural usage 3. Reduced
dependence on freshwater sources by increasing the use of stored rainwater within facilities for meeting process-related requirements and recycling effluent for
industrial and domestic consumption
Row 3
31

☑ Plastics
environmental issue
☑ Dependencies
☑ Impacts
☑ Risks
☑ Opportunities

☑ End of life management
(2.2.2.4) Coverage
Select from:
☑ Full


Select from:
32

Select from:
☑ Annually

☑ Short-term
☑ Medium-term
☑ Long-term

Select from:

☑ Site-specific
☑ National


☑ IPCC Climate Change Projections
33

Other
☑ Desk-based research
☑ Partner and stakeholder consultation/analysis
☑ Scenario analysis
Acute physical
☑ Drought
☑ Pollution incident
Chronic physical
☑ Change in land-use
☑ Increased levels of macro or microplastic leakage to air, soil, freshwater and/or marine bodies
☑ Increased severity of extreme weather events
☑ Leaching of hazardous substances from plastics
Policy
Market
☑ Availability and/or increased cost of certified sustainable material
☑ Availability and/or increased cost of recycled or renewable content
☑ Changing customer behavior
Technology
☑ Transition to recyclable plastic products
☑ Transition to increasing recycled content
34

☑ Customers ☑ Local communities
☑ Employees
☑ Investors
☑ Suppliers
☑ Regulators
Select from:
☑ No

related risks. The Sustainability Committee oversees this process in collaboration with the Audit Committee, Risk Management Committee, and the management-
level ESG Council. The ESG Council meets quarterly and reports its findings to the Sustainability Committee. Additionally, the Sustainability Committee meets twice a
year to review progress on climate change targets and manage related risks and opportunities across the value chain, including direct operations, upstream, and
downstream activities. It assesses the significance of these risks and opportunities and develops action plans to mitigate them, ensuring alignment with the
company’s sustainability goals. Details of plastics risks: Marico faces environmental risks, including those related to climate change, energy, water scarcity, and
plastic waste management. These risks arise from disruptions due to changing climate patterns, such as increased temperatures, altered rainfall, extreme weather
events, commodity price fluctuations, regulatory changes, and evolving consumer preferences. Our plastics-related risk mitigation strategy focuses on: 1.
Dematerialisation, use of recycled as well as recyclable plastic material for packaging 2. 100% compliance to Extended Producer Responsibility (EPR) framework to
ensure collection, proper recycling/co-processing and environmentally safe disposal of pre and post-consumer plastic waste. The plastic waste-related risks at Marico
are reimagined as opportunities through the following - 1. Creation of sustainable packaging portfolio based on circularity principles 2. Minimisation of products’
emission footprint, thereby reducing the overall Scope 3 Emission Intensity 3. Active participation for promoting circular economy principles within sectoral and market
dynamics (Marico is a founding member of India Plastics Pact, a country-wide industry forum that collaborates on driving a circular plastic future for India Inc. -
https://www.indiaplasticspact.org/)
[Add row]
(2.2.7) Are the interconnections between environmental dependencies, impacts, risks and/or opportunities assessed?
(2.2.7.1) Interconnections between environmental dependencies, impacts, risks and/or opportunities assessed
35

Select from:
☑ Yes
(2.2.7.2) Description of how interconnections are assessed

The interconnections between environmental dependencies, impacts, risks and opportunities are assessed regularly by virtue of Marico's comprehensive ESG
management and governance framework. By leveraging our robust material supplier assurance program that promotes backward integration of the value chain, we
work on assessing and reimagining impacts as business opportunities across the products' lifecycle. Supplier assurance focuses on ensuring that our critical material
suppliers meet environmental, social, and governance (ESG) standards through regular assessments, audits, and certifications in alignment with Samyut, our
responsible sourcing framework. This process ensures that critical environmental dependencies, such as water, energy, and raw material sourcing, are managed
responsibly throughout the supply chain. This practice also enables the identification of risks such as resource depletion, emissions, and waste generation at the
supplier level. By working on collaborative sustainable supply chain practices and ensuring the traceability of raw materials, that reduce risks associated with
unsustainable sourcing or unethical practices, we mitigate the typical environmental risks associated with the value chain. Through backward integration, we closely
manage the initial stages of material sourcing and production, thus gaining deeper insight into the environmental dependencies and impacts of our operations. This
allows better control over resource efficiency by optimizing the use of raw materials, reducing waste, and minimizing environmental footprints. It also helps in building
greater resilience to environmental risks such as climate change or resource scarcity, as we get clear visibility on sustainable sourcing practices. The development of
sustainable innovations in material sourcing (e.g., developing more sustainable/certified raw materials) that align with our long-term environmental goals is another
opportunity that is tracked through backward integration.
[Fixed row]
(2.3) Have you identified priority locations across your value chain?
(2.3.1) Identification of priority locations

Select from:
☑ Yes, we have identified priority locations
(2.3.2) Value chain stages where priority locations have been identified
(2.3.3) Types of priority locations identified
36

Sensitive locations
☑ Other sensitive location, please specify :Coconut cultivation belt of India
(2.3.4) Description of process to identify priority locations

1) Water Risk Management Marico employs the WRI Aqueduct tool to assess water risk across its manufacturing facilities, prioritizing sites with high water stress
scores (4 or 5) and significant water withdrawal volumes for mitigation measures. This evaluation enables Marico to quantify water vulnerability and focus on priority
areas. Currently, 5 of Marico's 7 plants operate in high water stress zones. 2) Lifecycle Assessment and Value Chain Risk Management Marico conducts
comprehensive lifecycle assessments (Cradle to Grave) to identify potential environmental and social risks in its value chain. Additionally, we perform traceability
assessments for Tier 1 and Tier 2 suppliers to pinpoint significant environmental and social risks in the upstream value chain 3) Supply Chain Transparency and
Sustainable Sourcing Through innovative digital solutions, Marico aims to establish traceability by tracking the journey of raw materials from farm gate to processing
facilities. This rigorous approach verifies agricultural practices and sourcing locations, ensuring accountability and sustainability in our supply chain.
(2.3.5) Will you be disclosing a list/spatial map of priority locations?

Select from:
☑ Yes, we will be disclosing the list/geospatial map of priority locations
(2.3.6) Provide a list and/or spatial map of priority locations

Marico_WRI_aqueduct_v1_20240930_1506.csv
[Fixed row]
(2.4) How does your organization define substantive effects on your organization?
Risks
(2.4.1) Type of definition

☑ Qualitative
☑ Quantitative
(2.4.2) Indicator used to define substantive effect

37

Select from:
☑ Revenue
(2.4.3) Change to indicator

Select from:
☑ % decrease
(2.4.4) % change to indicator

Select from:
☑ 1-10
(2.4.6) Metrics considered in definition

☑ Likelihood of effect occurring
(2.4.7) Application of definition

Climate-related risks are recognized as material and critical factors affecting both our direct operations and supply chain. In assessing the viability of potential climate-
related risk scenarios, we evaluate overarching strategic aspects, including regulatory enforcement (both current and emerging), physical risks, supply chain
vulnerabilities, and market/reputation risk profiles. These factors may significantly influence our business continuity plans and include risks that could impact 1% to
2% of the Company’s turnover, thereby defining the substantive strategic and financial implications for our business. The indicators that are used to define the
substantive effect of climate-related risks include material availability and quality due physical climate risk-related occurrences like natural catastrophes, changes in
precipitation patterns, increased temperature variability etc. This in turn will impact the product quality thereby increasing costs to improve the same as per world-
class quality and product compliance standards. The increase in costs shall impact the company's turnover and brand's profit margin in the long run as well as create
a negative impact on the brand' reputation and stakeholders' trust. To reimagine this risk as an opportunity, Marico uses a backward integration technique that
reduces inefficiencies in the value chain and delivers quality raw materials at affordable costs.
Opportunities

☑ Qualitative
38

☑ Quantitative

Select from:
☑ Direct operating costs

Select from:
☑ % decrease

Select from:
☑ 1-10


Overall opportunities to use renewable energy in India are increasing in terms of biofuels, solar or wind electricity etc. Marico can reduce its operations cost by
grabbing these opportunities.
Risks

☑ Qualitative
☑ Quantitative
39

Select from:
☑ Direct operating costs

Select from:
☑ % increase

Select from:
☑ 1-10


Changing weather patterns will have negative impact of agriculture based raw materials. It is observed in past history that weather changes reduce production of
commodities and sometimes it also deteriorates quality of material. Above mentioned impacts cause increase in procurement cost of raw materials and also increase
manufacturing cost.
Opportunities

☑ Qualitative
☑ Quantitative

40

Select from:
☑ Revenue

Select from:
☑ % increase

Select from:
☑ 1-10

☑ Time horizon over which the effect occurs

Marico has started working over product sustainability attributes. It is observed that new generation consumers have inclination towards ecofriendly or sustainable
products. Marico can grab this upcoming opportunity by developing sustainable products.
[Add row]
(2.5) Does your organization identify and classify potential water pollutants associated with its activities that could have a
detrimental impact on water ecosystems or human health?
(2.5.1) Identification and classification of potential water pollutants

Select from:
☑ Yes, we identify and classify our potential water pollutants
41

(2.5.2) How potential water pollutants are identified and classified
Marico identifies water as a critical resource for uncompromised excellence in manufacturing operations and across our value chain, especially the agri-based
materials. We not only focus on effective water management practices but also encourage our value chain partners to do so. There is no potential water pollutant
associated with our activities that can have a detrimental impact on the ecosystem or human health. We ensure strict adherence to the central and state pollution
control board guidelines for effluent treatment processes. The wastewater generated during the operations goes through in-house treatment processes installed at all
our manufacturing units and is regularly checked for various environmental parameters like COD, BOD, TSS, TDS, and pH before being used for landscape or
gardening activities. There is no water pollutant generated that may have a detrimental impact on water ecosystems as no discharge is done to fresh water or surface
water bodies. Further, a consumer-centric approach is key to our business philosophy. By virtue of this, we prioritize the health, safety, quality, and environmental
impacts of our products. All Marico products are tested at the laboratories conforming to ISO/IEC 17025 and are certified by the National Accreditation Board for
Testing and Calibration Laboratories (NABL). Additionally, environmental LCA studies are conducted to quantify product footprint and identify ways to minimize
environmental impacts.
[Fixed row]
(2.5.1) Describe how your organization minimizes the adverse impacts of potential water pollutants on water ecosystems
or human health associated with your activities.
Row 1
(2.5.1.1) Water pollutant category

Select from:
☑ Pesticides
(2.5.1.2) Description of water pollutant and potential impacts

Our operations do not generate any potential water pollutants that could adversely affect ecosystems or human health. We strictly adhere to the guidelines set by
central and state pollution control boards regarding effluent treatment, ensuring that no waste or effluent is discharged into sewage systems or local water bodies.
Consequently, we do not produce any water pollutants that could harm freshwater or surface water ecosystems, as we do not discharge into these resources.
Through regular supplier engagements and targeted capacity-building initiatives within our Samyut program—Marico's responsible sourcing framework—we provide
technical expertise and conduct risk-based assessments of our suppliers' overall sustainability performance. This approach ensures compliance with critical
regulations and institutionalizes a responsible business impact. Additionally, Marico's flagship CSR initiative, the Parachute Kalpavriksha Foundation, is dedicated to
empowering small farmers by promoting scientifically validated and sustainable farming practices. These techniques aim to minimize pesticide use while enhancing
soil resilience and nutrient management.
(2.5.1.3) Value chain stage

42

(2.5.1.4) Actions and procedures to minimize adverse impacts

☑ Beyond compliance with regulatory requirements
☑ Provision of best practice instructions on product use
☑ Water recycling
☑ Requirement for suppliers to comply with regulatory requirements
☑ Upgrading of process equipment/methods
(2.5.1.5) Please explain

We regularly monitor and track our engagement with agri-based commodity suppliers to minimize impacts on human health and water ecosystems. One key area of
focus is the use of pesticides. The effects of pesticide application can differ based on a complex interplay of factors such as crop type, region, and climate. To
address this, we provide education to our suppliers on judicious use of pesticides and track the reduction in pesticide usage. Our responsible sourcing program
includes training that emphasizes soil conservation, crop management, fertilizer management, and pesticide management practices. Additionally, we ensure that
suppliers are informed about less toxic alternatives to traditional pesticides.
[Add row]
43

C3. Disclosure of risks and opportunities
(3.1) Have you identified any environmental risks which have had a substantive effect on your organization in the
reporting year, or are anticipated to have a substantive effect on your organization in the future?
Environmental risks identified
Climate change Select from:

☑ Yes, both in direct operations and upstream/downstream value chain
Water Select from:
Plastics Select from:
[Fixed row]
(3.1.1) Provide details of the environmental risks identified which have had a substantive effect on your organization in
the reporting year, or are anticipated to have a substantive effect on your organization in the future.
Climate change
(3.1.1.1) Risk identifier

Select from:
☑ Risk1
(3.1.1.3) Risk types and primary environmental risk driver

44

Acute physical
☑ Other acute physical risk, please specify :Increased severity and frequency of extreme weather events
(3.1.1.4) Value chain stage where the risk occurs

Select from:
(3.1.1.6) Country/area where the risk occurs

☑ India
(3.1.1.9) Organization-specific description of risk

Approximately 50% of the Company’s operations are located in proximity to the western and southern coastal regions of India, which are susceptible to extreme
weather events. Moreover, the Company’s manufacturing facilities situated in northeast India and in Pondicherry have an elevated exposure to severe and frequent
extreme weather events in the medium time horizon. Such extreme weather events can potentially affect the Company’s operations including lowering of production
volumes, asset damage, replacement and inventory losses. Our approach to tackling these risks include analysing risk exposure of natural hazards for potential new
locations and selecting areas that are least vulnerable, conducting an annual assessment of local sites to ascertain their exposure to climate - related risks.
Furthermore, we have adopted the Representative Concentration Pathway (RCP) 4.5 scenario and SSP2 scenarios for conducting climate-related scenario analysis.
(3.1.1.11) Primary financial effect of the risk

Select from:
☑ Decreased asset value or asset useful life leading to write-offs, asset impairment or early retirement of existing assets
(3.1.1.12) Time horizon over which the risk is anticipated to have a substantive effect on the organization
☑ Medium-term
(3.1.1.13) Likelihood of the risk having an effect within the anticipated time horizon
Select from:
45

☑ More likely than not
(3.1.1.14) Magnitude
Select from:
☑ Medium
(3.1.1.16) Anticipated effect of the risk on the financial position, financial performance and cash flows of the organization
in the selected future time horizons
These disruptions could lead to decreased production volumes, increased capital expenditures due to asset damage and the need for equipment and machinery
replacement. To mitigate these risks, we have adopted various mechanisms. These include analysing risk exposure of natural hazards for potential new locations and
selecting areas that are least vulnerable. Conducting an annual assessment of local sites to ascertain their exposure to dangers from climate change and water-
related risks.
(3.1.1.17) Are you able to quantify the financial effect of the risk?
Select from:
☑ Yes
(3.1.1.21) Anticipated financial effect figure in the medium-term – minimum (currency)

148500000
(3.1.1.22) Anticipated financial effect figure in the medium-term – maximum (currency)

299000000
(3.1.1.25) Explanation of financial effect figure

The net investment in the three manufacturing facilities in Pondicherry and Guwahati is estimated to be INR 2070000000 (Pondicherry investment is approximately
1350000000 while Guwahati plants (Both plants put together) investment is approximately INR 720000000). This includes the cost invested in buildings, Plants &
Machinery. a. Asset Damage & Replacement: Assumption: Based on internal analysis, the estimated range of the financial impact is around 5-10% of the gross
investment made in these operational units Minimum Financial Impact 5% of INR 2070000000 INR 103500000 Maximum Financial Impact 10% of INR 2070000000
INR 207000000 b. Inventory Losses The average cost of inventory (raw materials, packaging materials, and finished goods) is estimated to be INR 900000000.
Assumption: The organization protocol considers a range of 5%-10% of the average inventory cost to calculate the financial impacts of this risk. Minimum Financial
46

Impact 5% of INR 900000000 INR 45000000 Maximum Financial Impact 10% of INR 900000000 INR 90000000 Therefore, Total Minimum Potential Financial
Figure INR 103500000 INR 45000000 INR 148500000 Total Maximum Potential Financial Figure INR 207000000 INR 90000000 INR 299000000
(3.1.1.26) Primary response to risk
Policies and plans

☑ Develop a climate transition plan
(3.1.1.27) Cost of response to risk

106000000
(3.1.1.28) Explanation of cost calculation

The total cost to response risk has been calculated by incorporating the below approach: a. Civil Costs for Facility Strengthening: In alignment with the organization's
disaster management protocol, a maximum of 10% of the total civil cost is allocated for disaster management measures. Based on internal assessments, an
estimated civil cost of INR 25 crore has been incurred to reinforce infrastructure and minimize potential damage from acute physical risks. Accordingly, the response
cost attributed to this category is INR 2.5 crore (10% of the INR 25 crore total civil cost). b. Working Capital for Finished Goods: The working capital required to
mitigate production losses by maintaining finished goods inventory for an estimated 15-day operational stoppage amounts to INR 6 crore. c. Insurance Coverage is
INR 2.1 crore. Total Response Cost: The combined total of these categories is INR 2.5 crore INR 6 crore INR 2.1 crore INR 106,000,000
(3.1.1.29) Description of response

Marico’s risk mitigation strategy includes the following measures: a. Risk Analysis for New Locations: Conduct a thorough risk assessment of natural hazards for
potential new sites to ensure the selection of the least vulnerable areas. b. Annual Site Assessments: Performing annual evaluations of local facilities to determine
their exposure to climate change and water-related risks. c. Insurance Coverage: Securing insurance to safeguard against financial risks arising from natural
disasters. d. Business Continuity Management (BCM): Implementing BCM plans at each facility, detailing alternative locations where production can resume in case
of a business disruption. Additionally, Marico has made strategic investments to strengthen climate resilience, prioritizing high-risk facilities within its operations.
Water

Select from:
☑ Risk2
47

Chronic physical
☑ Water stress

Select from:

☑ India
(3.1.1.7) River basin where the risk occurs

☑ Cauvery River

As per the RCP 4.5 scenario assessment, water stress in medium term (2030). Marico's Perundarai plant, located near the Cauvery River, is in a high-water stress
area in India. Due to extreme stress, there is expected increase in cost of water to 1.4 times. This will have an impact on direct operations leading to increase in
production cost. Despite the current absence of water scarcity issues, the plant relies heavily on third-party water resources, contributing 20% to the total revenue.
Freshwater for the unit is sourced from municipal and tanker water supplies. Although current operations are not impacted by water scarcity, aberrant rainfall patterns
could deplete local water tables and drive up water procurement costs. This presents a medium-term risk of business disruption, potentially affecting Marico's
production capacity, supply chain, and market share. In such scenarios, the increased reliance on external water sources would result in higher procurement costs,
thereby increasing overall operating expenses and leading to increasing production costs.

Select from:
☑ Increased production costs
48

☑ Medium-term
Select from:
☑ About as likely as not
Select from:
☑ Low
The increase in production cost due to rise in water related operations (procurement and processing) cost will impact overall cost thereby affecting EBIDTA.
Dependency on external water supply can be reduced by increasing rainwater harvesting within plant and purifying entire effluent to use it in process and
administrative requirement.
Select from:
☑ Yes
(3.1.1.21) Anticipated financial effect figure in the medium-term – minimum (currency)

1063038
(3.1.1.22) Anticipated financial effect figure in the medium-term – maximum (currency)

1160602
49

a. Estimated water consumption in FY 2030: 15610 KL b. Estimated water price in FY 2030: INR 68.1 per KL c. Estimated water price in FY 2030 during lean period
(May-September): INR 83.1 per KL d. Monthly water consumption in FY 20230: 1,300.83KL e. Water cost for seven months in FY 2030: INR 68.1 * (7*1,300.83) INR
6,20,107.02 f. Water cost for lean months: INR 83.1 * (5*1,300.83) INR 5,40,494.865 Anticipated impact (considering same cost throughout year): INR 1,063,038.
Therefore, Anticipated impact (considering increase in cost in lean months): INR 1,160,602. The following assumptions were made during the calculation: a. To
estimate future water costs, we analyzed the water prices in the Perundurai region over the last two years. This allowed us to project how water prices are likely to
evolve over time, taking into account factors such as inflation and changes in water availability and demand. b. Given the projection that water stress in the region
would increase by 1.4 times by 2030, we adjusted the water price prediction for that year accordingly. However, the challenge in future will be of availability and
quality of water and hence mitigation actions will be made to address that. c. 5% increase in production from Perundarai plant and 3% increase in water consumption
Infrastructure, technology and spending

☑ Adopt water efficiency, water reuse, recycling and conservation practices

25000000

Dependency on external water supply can be reduced by - 1. Increasing collection of rainwater from roofs 2. Recycling of effluent to use in process and administrative
use Minimum cost (Phase 1) 1. Installation of rainwater collection system from 50% of roofs: INR 2000000 2. Sewage effluent recycling with tertiary treatment so
administrative use: INR 3000000 Total minimum expense INR (2000000 3000000) INR 5000000 Maximum cost (Phase 2) 1. Installation of rainwater collection
system from 100% of roofs: INR 5000000 2. Effluent recycling with tertiary treatment, RO and MEE (Multi-effect evaporator) to ensure its administrative and process
use: INR 20000000 Total maximum expense: INR (5000000 20000000) INR 2,50,00,000

Perundurai plant has initiated primary work with construction of rainwater harvesting pond which collects rainwater and caters to 20% of annual consumption as of FY
2024. Plant has also undertaken various water conservation activities to reduce its water intensity more than 15% from its baseline. It will continue to undertake
projects as mentioned in the plan besides those related to rainwater harvesting and effluent treatment and recycling.
Plastics
50

Select from:
☑ Risk3
Policy

Select from:

☑ India

Marico's compliance process and systems are robust and adhere to all applicable national, state, and local laws. Compliance with existing and relevant regulatory
frameworks is mandatory for all our businesses and is considered with utmost priority. For example, the evolving regulatory framework on plastic waste management
(PWM) which encompasses the Extended Producer Responsibility(EPR) guidelines, is included under the environmental risk category. The current regulations,
require all brand owners to ensure proper collection, energy recovery/recycling, and environmentally safe disposal of plastic waste generated from their products. The
PWM law has been made stringent by the government over the years and it is likely to be strengthened further in the coming years. This results in an increase in the
indirect operating cost of collection and environmentally safe disposal of plastic waste generated through products sold by Marico.

Select from:
☑ Increased indirect [operating] costs
51

☑ Short-term
Select from:
☑ Virtually certain
Select from:
☑ Low
Extended producer responsibility related compliances will lead to increase in cost related to packaging material, operations and waste management. Non
compliances to regulation will lead to environmental penalties and reputation loss.
Infrastructure, technology and spending

☑ Take action to switch to recycled content to reduce virgin plastic

Marico is liable for compliance with respect all requirements mentioned EPR law. This will increase cost with respect to packaging materials and waste management
in addition to technological improvements in operations. Marico is driving sustainable packaging innovations and driving projects in following areas - 1. Ensure 100%
recyclable packaging 2. Usage of recycled content to reduce virgin plastic 3. Reduce plastic content through design innovations 4. Ensure collection and disposal of
waste 5. Increase awareness of plastic related requirements in business associates
Climate change
52

Select from:
☑ Risk4
Chronic physical
☑ Changing precipitation patterns and types (rain, hail, snow/ice)

Select from:

☑ India

Marico’s product portfolio is reliant on agriculture-based raw materials (copra, edible oils etc). Any changes in the weather and rainfall patterns may affect Marico's
supply of critical raw materials, especially agricultural commodities. Fluctuation in the availability of raw materials could affect the revenue of the Company, as Marico
might not be able to increase its prices to maintain consumer trust. To tackle such risk, we have evaluated climate conditions at our facilities using RCP4.5 and SSP2
scenarios. RCP4.5 scenario indicates a moderate greenhouse gas emissions trajectory with a projected 2.4C temperature increase by 2100. Through this analysis,
we have identified potential challenges including water stress, droughts, extreme weather events, and heat stress at facilities by using the database of world bank
portal and WRI aqueduct tool. We have also assessed climate conditions and vulnerabilities in regions where it procures raw materials by taking average of 20 years
climate data to ensure data authenticity. This analysis helps identify climate-related risks to the supply chain and enables the development of strategies to ensure raw
material availability and minimize disruptions.

Select from:
☑ Increased direct costs
53

☑ Long-term
Select from:
☑ Likely
Select from:
☑ Medium-high
Historically the supply disruptions have led to an increase in price volatility of input materials, reduced supply assurance and an increase in production costs. A flood,
cyclone, or drought-like situation can have a negative impact on the availability of the Agri-based raw material and quality of raw materials.
Select from:
☑ Yes
(3.1.1.23) Anticipated financial effect figure in the long-term – minimum (currency)

1250000000
(3.1.1.24) Anticipated financial effect figure in the long-term – maximum (currency)

2500000000

54

Marico has identified two categories that could be impacted by chronic physical risks: A) Category-1: Key Raw Material Price Fluctuations (Edible oils and Copra) B)
Category-2: Production Volume Decrease Category 1 Marico's revenue from Edible oils and Copra is approximately INR 5000 crores. Based on past observations,
the gross price fluctuations in Edible oils and Copra due to extreme weather events range from 10% to 30%. Marico may not be able to pass on significant price
increases in the short term to maintain consumer trust and relationships. This could lead to a decline in gross margins by 2%-4%. The minimum financial impact is
calculated as 2% of the revenue from brands produced using key raw materials (INR 5000 crores) and Minimum Financial Impact 2% of INR 5000 crores INR 100
crore The maximum financial impact is calculated as 4% of the revenue from brands produced using key raw materials (INR 5000 crores) and Maximum Financial
Impact 4% of INR 5000 crores INR 200 crore Category 2 Production Volume may decrease due to lower quality of agri-based financial impact of 0.5%-1% of the
revenue. Revenue from Brands Produced using agricultural commodities is approximately INR 5000 cr. Minimum Financial Impact 0.5% of INR 5000 crores INR 25
crore Maximum Financial Impact 1% of INR 5000 crores INR 50 crore Total Minimum Potential Financial Figure (Category-1) (Category-2) INR 100 cr INR 25 cr
INR 125 cr Total Maximum Potential Financial Figure (Category-1) (Category-2) INR 200 cr INR 50 cr INR 250 cr
Agricultural practices
☑ Other agricultural practice, please specify

120000000

An investment of INR over 6 crores (reported as CSR expenditure in Marico’s FY24 Integrated Report) have been done to engage with the farmers to capacitate them
on various sustainable agricultural methods that transform myth-based farming techniques. The expenditure for water stewardship initiatives typically amounts to INR
1 crore while the sustainable agriculture and productivity improvement programs range between INR 6.5-8 crores. Due to low-quality raw materials, additional
manufacturing variable costs may be required to refine and standardize the materials to meet Marico’s uncompromised product quality and compliance-related
parameters. Based on our internal analysis, the cost calculated is INR 4 crore. Approach to the Total Cost of response Cost of response required for sustainable
agriculture initiatives (INR 8 crores) Cost of response required to process the low-quality raw materials (INR 4 Crores). The total cost of the response to the identified
risk is INR 12 crore.

Marico's community sustenance and responsible sourcing initiatives are aimed at promoting sustainable agriculture within various supplier communities in India,
especially those vulnerable to the catastrophic impact of natural calamities. A plethora of capacity-building programs and effective engagement techniques are used
to train suppliers on scientific farming practices, maintaining soil health, pesticide management, and optimizing water use through smart irrigation practices. As of
FY24, over 100000 farmers have been enrolled in Marico’s Parachute Kalpavriksha program.
[Add row]
55

(3.1.2) Provide the amount and proportion of your financial metrics from the reporting year that are vulnerable to the
substantive effects of environmental risks.
Climate change
(3.1.2.1) Financial metric

Select from:
☑ Assets
(3.1.2.2) Amount of financial metric vulnerable to transition risks for this environmental issue (unit currency as selected in
1.2)
106000000
(3.1.2.3) % of total financial metric vulnerable to transition risks for this environmental issue
Select from:
☑ 1-10%
(3.1.2.4) Amount of financial metric vulnerable to physical risks for this environmental issue (unit currency as selected in
1.2)
207000000
(3.1.2.5) % of total financial metric vulnerable to physical risks for this environmental issue
Select from:
☑ 100%
(3.1.2.7) Explanation of financial figures
56

Physical Risk The net investment in the three manufacturing facilities in Pondicherry and Guwahati is estimated to be INR 207 crores. This includes the cost invested
in buildings, Plants & Machinery. a. Asset Damage & Replacement: Assumption: Based on internal analysis, the estimated range of the financial impact is around 5-
10% of the gross investment made in these operational units Maximum Financial Impact 10% of INR 207 crores INR 20.7 crores Transition risk The total cost to
response risk has been calculated by incorporating the below approach: a. Civil Costs for Facility Strengthening: In alignment with the organization's disaster
management protocol, a maximum of 10% of the total civil cost is allocated for disaster management measures. Based on internal assessments, an estimated civil
cost of INR 25 crore has been incurred to reinforce infrastructure and minimize potential damage from acute physical risks. Accordingly, the response cost attributed
to this category is INR 2.5 crore (10% of the INR 25 crore total civil cost). b. Working Capital for Finished Goods: The working capital required to mitigate production
losses by maintaining finished goods inventory for an estimated 15-day operational stoppage amounts to INR 6 crore. c. Insurance Coverage is INR 2.1 crore. Total
Response Cost: The combined total of these categories is INR 2.5 crore INR 6 crore INR 2.1 crore INR 106,000,000
Water

Select from:
☑ OPEX
1.2)
0
Select from:
☑ Less than 1%
1.2)
1160602
Select from:
57

☑ 100%

Physical Risk Estimated water consumption Perundurai in FY 2030: 15610 KL Estimated water price in FY 2030: INR 68.1 per KL Estimated water price in FY 2030
during lean period (May-September): INR 83.1 per KL Monthly water consumption in FY 20230: 1,300.83KL Water cost for seven months in FY 2030: INR 68.1 *
(7*1,300.83) INR 6,20,107.02 Water cost for lean months: INR 83.1 * (5*1,300.83) INR 5,40,494.865 Anticipated impact (considering same cost throughout year): INR
1063038. Anticipated impact (considering increase in cost in lean months): INR 1160602. Assumptions made during the calculation: a. To estimate future water costs,
we analyzed the water prices in the Perundurai region over the last two years. This allowed us to project how water prices are likely to evolve over time, taking into
account factors such as inflation and changes in water availability and demand. b. Given the projection that water stress in the region would increase by 1.4 times by
2030, we adjusted the water price prediction for that year accordingly. However, the challenge in future will be of availability and quality of water and hence mitigation
actions will be made to address that.
Climate change

Select from:
☑ Revenue
1.2)
120000000
Select from:
☑ 1-10%
1.2)
2500000000
58

Select from:
☑ 91-99%

Transition risk Marico is running CSR program to improve climate resilience of crops through scientific cultivation. We are also creating water conservation potential
through farm pond and dam desilting. This should help farmers to overcome potential risk in raw materials cultivation. Estimated cost for these 2 initiatives in 8 Cr INR
(62). Apart from this, we expect quality degradation of raw materials due to extreme weather conditions. We need to change process to accommodate inferior raw
materials by adding new equipment in current system. These changes are estimated at 4 Cr INR. Physical risk Marico has identified two categories that could be
impacted by chronic physical risks: A) Category-1: Key Raw Material Price Fluctuations (Edible oils and Copra) B) Category-2: Production Volume Decrease
Category 1 Marico's revenue from Edible oils and Copra is approximately INR 5000 crores. Based on past observations, the gross price fluctuations in Edible oils and
Copra due to extreme weather events range from 10% to 30%. Marico may not be able to pass on significant price increases in the short term to maintain consumer
trust and relationships. This could lead to a decline in gross margins by 2%-4%. The maximum financial impact is calculated as (4% of INR 5000 crores) INR 200
crore Category 2 Production Volume may decrease due to lower quality of agri-based financial impact of 0.5%-1% of the revenue. Revenue from Brands Produced
using agricultural commodities is approximately INR 5000 cr. Maximum Financial Impact 1% of INR 5000 crores INR 50 crore Total Maximum Potential Financial
Figure (Category-1) (Category-2) INR 200 cr INR 50 cr INR 250 cr
Water

Select from:
☑ CAPEX
1.2)
25000000
Select from:
☑ 11-20%
59

1.2)
0
Select from:
☑ Less than 1%
(3.1.2.6) Amount of CAPEX in the reporting year deployed towards risks related to this environmental issue
0

Transition Risk Dependency on external water supply can be reduced by - 1. Increasing collection of rainwater from roofs 2. Recycling of effluent to use in process
and administrative use Cost 1. Installation of rainwater collection system for roofs: INR 5000000 2. Effluent recycling with tertiary treatment, RO and MEE (Multi effect
evaporator) so as ensure its administrative and process use: INR 20000000 Total cost is INR 25000000
[Add row]
(3.2) Within each river basin, how many facilities are exposed to substantive effects of water-related risks, and what
percentage of your total number of facilities does this represent?
Row 1
(3.2.1) Country/Area & River basin
India
☑ Indus
(3.2.2) Value chain stages where facilities at risk have been identified in this river basin
60

(3.2.3) Number of facilities within direct operations exposed to water-related risk in this river basin
1
(3.2.4) % of your organization’s total facilities within direct operations exposed to water-related risk in this river basin
Select from:
☑ 1-25%
(3.2.10) % organization’s total global revenue that could be affected

Select from:
☑ 1-10%

According to the WRI Aqueduct tool, the Indus River Basin is classified as water-stressed. The National Commission for Integrated Water Resources Development
Plan in India identifies our Baddi unit as part of the Indus River Basin. During the reporting year, our operations at Baddi were not directly impacted by water security
issues, as we do not withdraw surface water. However, given the increasing global pressure on water resources, we acknowledge this as a potential long-term risk to
our business.
Row 2
India
☑ Tapti River
61

1
Select from:
☑ 1-25%

Select from:
☑ 1-10%

According to the WRI Aqueduct tool, the Tapti River Basin is classified as water-stressed. The National Commission for Integrated Water Resources Development
Plan in India identifies our Jalgaon unit as part of the Tapti River Basin. During the reporting year, our operations in Jalgaon were not directly impacted by water
security issues, as we do not withdraw surface water and source all our water from public utilities. However, given the increasing global pressure on water resources,
we recognize this as a potential long-term risk to our business.
Row 3
India
☑ Cauvery River
62

1
Select from:
☑ 1-25%

Select from:
☑ 21-30%

The WRI Aqueduct tool identifies the Cauvery River Basin as water stressed. According to the National Commission for Integrated Water Resources Development
Plan in India, our Perundurai unit is situated within this basin. To reduce the volume of water extracted from municipal and groundwater sources, this facility has
implemented several measures, including rainwater harvesting and eco-friendly water fittings. The rainwater harvesting pond at the Perundurai site has significant
potential for annual water savings, with 25.46% of the total water consumption at the Perundurai unit sourced from harvested rainwater on the premises.
Row 4
India
☑ Other, please specify :Sabarmati
63

1
Select from:
☑ 1-25%

Select from:
☑ 1-10%

The WRI Aqueduct tool classifies the Sabarmati River Basin as water-stressed. According to the National Commission for Integrated Water Resources Development
Plan in India, our Sanand unit falls within this basin.
Row 5
India
☑ Other, please specify :India east coast
1
64

Select from:
☑ 1-25%

Select from:
☑ 1-10%

The WRI Aqueduct tool classifies the India east coast as water-stressed. According to the National Commission for Integrated Water Resources Development Plan in
India, our Puducherry (Pondicherry) unit falls within this basin.
Row 6
India
☑ Ganges - Brahmaputra
2
Select from:
☑ 1-25%
65

Select from:
☑ 11-20%

The WRI Aqueduct tool classifies the Brahmputra basin is medium to high water-stressed.
[Add row]
(3.3) In the reporting year, was your organization subject to any fines, enforcement orders, and/or other penalties for
water-related regulatory violations?
Water-related regulatory violations Comment
Select from: In FY 2024, Marico was not subjected to any water-related regulatory violations
☑ No including fines, penalties, enforcement orders.
[Fixed row]
(3.6) Have you identified any environmental opportunities which have had a substantive effect on your organization in the
reporting year, or are anticipated to have a substantive effect on your organization in the future?
Environmental opportunities identified

66

Environmental opportunities identified
☑ Yes, we have identified opportunities, and some/all are being realized

Water Select from:
☑ Yes, we have identified opportunities, and some/all are being realized
[Fixed row]
(3.6.1) Provide details of the environmental opportunities identified which have had a substantive effect on your
organization in the reporting year, or are anticipated to have a substantive effect on your organization in the future.
Climate change
(3.6.1.1) Opportunity identifier

Select from:
☑ Opp1
(3.6.1.3) Opportunity type and primary environmental opportunity driver
Energy source
☑ Use of renewable energy sources
(3.6.1.4) Value chain stage where the opportunity occurs

Select from:
(3.6.1.5) Country/area where the opportunity occurs

67

☑ India
(3.6.1.8) Organization specific description

Marico is committed to achieving net-zero emissions across its global operations by 2040, with an accelerated goal to reach net-zero emissions at its India-based
manufacturing units by 2030. The company’s key strategies include transitioning to renewable energy, investing in low-carbon technologies, participating in carbon
forestry initiatives, and fully eliminating fossil fuel usage. As part of these initiatives, all Marico manufacturing facilities have transitioned to being 100% coal-free, with
67.4% of total energy requirements met by renewable sources during the reporting year. Marico perceives the transition to low-carbon operations as an opportunity in
its direct operations, recognizing the potential for reduced operating costs through the elimination of fossil fuels from its processes.
(3.6.1.9) Primary financial effect of the opportunity

Select from:
☑ Reduced indirect (operating) costs
(3.6.1.10) Time horizon over which the opportunity is anticipated to have a substantive effect on the organization
☑ The opportunity has already had a substantive effect on our organization in the reporting year
Select from:
☑ Medium
(3.6.1.13) Effect of the opportunity on the financial position, financial performance and cash flows of the organization in
the reporting period
Decrease in operations cost
(3.6.1.15) Are you able to quantify the financial effects of the opportunity?
Select from:
☑ Yes
68

(3.6.1.16) Financial effect figure in the reporting year (currency)
9660000
(3.6.1.23) Explanation of financial effect figures

For FY 2024: a. Average per unit cost of non-renewable energy source: INR 9 per KWh b. Average per unit cost of low emission energy source: INR 5.5 per KWh c.
Average cost saving per unit due to the use of lower emission energy: (a-b) INR 3.5 d. Total energy consumed during the year: 2760000 KWh e. The cost saved due
to the use of Renewable energy (c*d) INR 96,60,000
(3.6.1.24) Cost to realize opportunity

45500000

For the year under review, the capital investment in solar energy project in Sanand plant is INR 45500000.
(3.6.1.26) Strategy to realize opportunity

We are proactively minimizing our environmental footprint by harnessing the power of renewable energy sources. A remarkable achievement has been the near-
complete transition to bio-based briquettes for our thermal energy needs. This pioneering approach resulted in meeting more than 90% of our operational thermal
energy needs from renewable sources. In FY 2024, the increase in renewable share in total energy consumption has increased by 1.86% of our direct operations.
Water

Select from:
☑ Opp2
Resource efficiency
☑ Reduced water usage and consumption
69

Select from:

☑ India
(3.6.1.6) River basin where the opportunity occurs

☑ Tapti River

We recognize the crucial role of water, especially given that Marico operates in five water-stressed regions in India. In response, we have implemented a range of
water conservation measures aimed at minimizing water withdrawal while supporting sustainable business growth. Marico is committed to achieving water neutrality
and promoting responsible water stewardship. Our key initiatives include the implementation of Zero Liquid Discharge (ZLD) systems, the reduction of water
consumption, and the expansion of rainwater harvesting efforts. Additionally, through our 'Jalashay' program, we support community water storage projects. Notably,
our Jalgaon facility has been certified as 'water neutral.' As part of our Jalashay 2030 goal, we aim to replenish 100% of the water utilized in our operations. In FY 24,
we successfully reduced water consumption at Jalgaon unit by 4266 Kl compared to previous years through targeted water-saving initiatives. As operational water
efficiency improves, water withdrawal will decrease, reducing reliance on third-party water procurement and thereby lowering operating costs.

Select from:
☑ Short-term
70

(3.6.1.11) Likelihood of the opportunity having an effect within the anticipated time horizon
Select from:
☑ Likely (66–100%)
Select from:
☑ Low
(3.6.1.14) Anticipated effect of the opportunity on the financial position, financial performance and cash flows of the
organization in the selected future time horizons
Unavailability of water or availability of poor quality of water will have impact on overall cost of operations. Following issues will lead to increase in cost - 1. Water with
higher impurities will increase cost of raw water purification. 2. This will also increase cost of utilities like boiler operation and cooling applications as maintaining
certain water quality is mandatory in it.
Select from:
☑ Yes
(3.6.1.17) Anticipated financial effect figure in the short-term - minimum (currency)

500000
(3.6.1.18) Anticipated financial effect figure in the short-term – maximum (currency)

1000000

We have assessed the potential financial impact of our water-related initiatives in terms of cost savings achieved through reduced water withdrawal and consumption.
Currently, the cost of water varies by location, with an average weighted price of INR 21 per m³. Cost of operation will increase due to 2 reasons - 1. Increase in water
price 2. Increase in raw water treatment cost Minimum cost 1. Water price increase by 20% will lead to increase in water procurement cost by INR 200000 2. Poor
quality water will increase cost of water treatment as more quantity of consumables and chemicals required in water treatment unit. Cost is estimated to INR 300000
71

and it is related to value of additional materials. Maximum cost 1. Water price increase by 30% will lead to increase in water procurement cost by INR 300000 2. Poor
quality water will increase cost of water treatment as more quantity of consumables and chemicals required in water treatment unit. Cost is estimated to INR 500000
and it is related to value of additional materials. Apart from this, additional cost will be required for treatment of rejected effluent from water treatment plant (ETP cost).
Cost is estimated at INR 200000 due to increased ETP cost.

12500000

As mentioned before, we are expecting water availability and water quality challenge. However, we are observing opportunities to reduce dependency of external
water sources. We intend to carry out following projects - 1. Creating roof water harvesting post ( 2500000 INR expenditure for 25000 Kl capacity pond) 2. We are
planning to install RO and MEE to recycle 60% of effluent to reduce dependency of external water supply. Cost of installation of expected to INR 10000000 )

Apart from work within plant, we intend to work outside fence. As part of Jalashay’s 2030 objective, the goal is to replenish 100% of water consumed in operations by
reducing water consumption, promoting efficient water use, and contributing to water conservation efforts, thus creating water storage potential for communities in
water-stressed regions across the country. Through collaborations with NGOs and community organizations, Jalashay implements water conservation activities such
as dam desilting, rejuvenation of water bodies, and construction of farm ponds. In FY 2024, the program had an operational water footprint of 12.88 Cr litres and had
taken a target of creating a water conservation potential of 18 Cr litres program. However, Marico has surpassed expectations by creating 30 crore litres of water
conservation potential, which is more than 2.5 times the total water consumed in operations during the reporting year. Marico’s water stewardship initiatives align with
several Sustainable Development Goals (SDGs), including SDG 6 (Clean Water and Sanitation), SDG 9 (Industry, Innovation, and Infrastructure), and SDG 12
(Responsible Consumption and Production).
Climate change

Select from:
☑ Opp3
Products and services

☑ Development of new products or services through R&D and innovation
72

Select from:

☑ India

Marico is committed to continuous improvement, identifying areas for enhancement through research and development. This enables the company to adopt modern
industrial solutions that reduce both operational costs and environmental impact. Last year, Marico implemented projects that resulted in cost savings of INR
32,200,000.

Select from:
☑ Short-term
(3.6.1.11) Likelihood of the opportunity having an effect within the anticipated time horizon
Select from:
☑ Virtually certain (99–100%)
Select from:
73

☑ Medium-low
(3.6.1.14) Anticipated effect of the opportunity on the financial position, financial performance and cash flows of the
organization in the selected future time horizons
Projects are undertaken to redesign packaging material to achieve following benefits - 1. Reduction in weight 2. Using low emission materials 3. Usage of recycled
materials
Select from:
☑ Yes
(3.6.1.17) Anticipated financial effect figure in the short-term - minimum (currency)

10000000
(3.6.1.18) Anticipated financial effect figure in the short-term – maximum (currency)

32200000

List of projects implemented in FY2024 and their savings in operational cost is mentioned below. 1. Design modification in packaging material led to cost saving of
INR- 21600000 2. Resources efficiency improvement related initiatives saved INR- 4700000 3. Use of alternative raw and packaging materials contributed to saving
of INR- 3500000 4. Technological solution to energy issues saved INR- 2400000 Total savings in INR-32200000

12000000

Cost is related to various activities mentioned below - 1. Design modification in packaging material - Cost is required for procurement of machines and molds. 2.
Resources efficiency improvement related initiatives - Cost is modification of equipment 3. Use of alternative raw and packaging materials contributed to saving of
INR- Cost is required for packaging trials 4. Technological solution to energy issues - Procurement of new equipments and machines will require cost
74

Marico runs a program called MarVal, which demonstrates Marico's values across various functions. Through this program, employees are encouraged to identify
opportunities in their domains for implementing cost reduction and environmentally friendly solutions. The suggested ideas are brainstormed for their short-term and
long-term financial and environmental impacts. After a thorough understanding of these impacts, only projects with positive outcomes are implemented.
[Add row]
(3.6.2) Provide the amount and proportion of your financial metrics in the reporting year that are aligned with the
substantive effects of environmental opportunities.
Climate change

Select from:
☑ OPEX
(3.6.2.2) Amount of financial metric aligned with opportunities for this environmental issue (unit currency as selected in
1.2)
9663000
(3.6.2.3) % of total financial metric aligned with opportunities for this environmental issue
Select from:
☑ 1-10%

The financial impact is realized due to the reduction in direct energy costs owing to the transition to renewable energy. Calculation of financial metric is mentioned
below. a. Average per unit cost of non-renewable energy source: INR 9/ KWh b. Average per unit cost of renewable energy source: INR 5.5/ KWh c. Average cost
saving per unit due to the use of lower emission energy: a-b INR 3.5 d. Increase in renewable electrical energy consumption as compared to FY23- 2760 Mwh e. The
cost saved due to the use of Renewable energy c*d INR 9663000
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Water

Select from:
☑ OPEX
1.2)
0
Select from:
☑ Less than 1%

In FY24, Marico did not realize any opportunity. Marico expects to release opportunity in the medium-term, ie, in 3-5 years.
Climate change

Select from:
☑ Other, please specify :Direct cost of materials
1.2)
32200000
76

Select from:
☑ 11-20%

Marico through its continuous research and development efforts focuses on cost saving projects. Below are the categories of projects implemented in FY2024 and
their savings in operational cost. 1. Design modification in packaging material led to cost saving of INR- 21600000. 2. Resources efficiency improvement related
initiatives saved INR- 4700000. 3. Use of alternative raw and packaging materials contributed to saving of INR- 3500000. 4. Technological solution to energy issues
saved INR- 2400000. All put together, we have saved INR- 32200000 through these initiatives
[Add row]
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C4. Governance
(4.1) Does your organization have a board of directors or an equivalent governing body?
(4.1.1) Board of directors or equivalent governing body

Select from:
☑ Yes
(4.1.2) Frequency with which the board or equivalent meets

Select from:
☑ Quarterly
(4.1.3) Types of directors your board or equivalent is comprised of

☑ Executive directors or equivalent
☑ Non-executive directors or equivalent
☑ Independent non-executive directors or equivalent
(4.1.4) Board diversity and inclusion policy

Select from:
☑ Yes, and it is publicly available
(4.1.5) Briefly describe what the policy covers

Marico believes in and embraces the benefit of having a diverse Board of Directors and sees increasing diversity at Board level as an essential element in maintaining
a competitive advantage. A truly diverse Board will include and make good use of the differences in the skills, regional and industry experience, background, gender,
and other distinctions between Directors. These distinctions would be considered in determining the optimum composition of the Board and when possible would be
balanced appropriately. At a minimum, the Board of the Company shall consist of at least one woman Independent Director. All Board appointments are made on
merit, in the context of the knowledge, skills, experience, independence and integrity which are required to make the Board as a whole effective. In reviewing the
78

Board composition, the Committee will consider the benefits of all aspects of diversity including, but not limited to, those described above, in order to discharge its
duties and responsibilities effectively. Currently, Marico has 3 women directors in the Board.
(4.1.6) Attach the policy (optional)

Policy_on_Nomination,_Remuneration_and_Evaluation.pdf
[Fixed row]
(4.1.1) Is there board-level oversight of environmental issues within your organization?
Board-level oversight of this environmental issue

☑ Yes
Water Select from:
☑ Yes
Biodiversity Select from:
☑ Yes
[Fixed row]
(4.1.2) Identify the positions (do not include any names) of the individuals or committees on the board with accountability
for environmental issues and provide details of the board’s oversight of environmental issues.
Climate change
(4.1.2.1) Positions of individuals or committees with accountability for this environmental issue
79

☑ Chief Executive Officer (CEO)
☑ Chief Financial Officer (CFO)
☑ Chief Technology Officer (CTO)
☑ Chief Compliance Officer (CCO)
(4.1.2.2) Positions’ accountability for this environmental issue is outlined in policies applicable to the board
Select from:
☑ Yes
(4.1.2.3) Policies which outline the positions’ accountability for this environmental issue
☑ Board Terms of Reference
☑ Individual role descriptions
(4.1.2.4) Frequency with which this environmental issue is a scheduled agenda item
Select from:
☑ Scheduled agenda item in some board meetings – at least annually
(4.1.2.5) Governance mechanisms into which this environmental issue is integrated

☑ Reviewing and guiding annual budgets ☑ Overseeing and guiding public policy engagement
☑ Overseeing and guiding scenario analysis ☑ Reviewing and guiding innovation/R&D priorities
☑ Overseeing the setting of corporate targets ☑ Overseeing and guiding major capital expenditures
☑ Monitoring progress towards corporate targets ☑ Monitoring the implementation of the business strategy
☑ Approving corporate policies and/or commitments ☑ Overseeing reporting, audit, and verification processes
☑ Overseeing and guiding the development of a business strategy
☑ Monitoring compliance with corporate policies and/or commitments
☑ Overseeing and guiding the development of a climate transition plan
☑ Reviewing and guiding the assessment process for dependencies, impacts, risks, and opportunities
80

The Managing Director (MD) and CEO, as a member of the Board of Directors, hold overall accountability for Marico's sustainability performance. The CEO provides
regular updates on sustainability progress to the Board and leads the company’s Environmental, Social, and Governance (ESG) agenda, with a focus on climate
resilience and risk mitigation. The MD & CEO is responsible for tracking and ensuring progress toward the company’s sustainability goals. The Sustainability
Committee chaired by the MD & CEO are composed of three other members from the leadership team (CXOs) who assist the MD & CEO. This committee tracks
performance against climate-related targets and ensures transparent reporting to stakeholders, including shareholders, regulators, and the public. The committee
convenes half-yearly to review the progress. The Committee manages the company’s approach to climate-related risks and opportunities, including regulatory
changes, physical risks, and market dynamics. It monitors Marico’s performance against climate-related targets and ensures transparent and accurate reporting to
stakeholders, including shareholders, regulators, and the public. The Committee meets regularly, with climate resilience and business continuity forming key agenda
items. The Committee reports progress to the Board at least twice annually, or more frequently as required, outlining the company’s performance against its
sustainability targets. In the reporting year, two updates were presented. These reports are submitted to the Board and the MD & CEO, who maintains ultimate
responsibility for Marico's sustainability performance. A 10-member cross-functional leadership cohort, also known as Marico's Global ESG Council assists the
Sustainability Committee in driving all pertinent ESG related indicators, success metrics and strategies during the year. The company has identified climate-related
business disruptions as a critical risk, and this is incorporated into Marico’s ERM framework. The Risk Management Committee supports the Board by periodically
(half-yearly) reviewing and monitoring management plans to ensure that appropriate and measurable actions are taken to mitigate climate risks across short-,
medium-, and long-term horizons. This governance structure ensures that Marico’s sustainability efforts are integrated with its broader business strategy,
strengthening the company’s resilience to climate-related challenges.
Water
☑ Board-level committee
Select from:
☑ Yes
81

☑ Other policy applicable to the board, please specify :CSR Policy
Select from:

☑ Reviewing and guiding annual budgets ☑ Overseeing and guiding public policy engagement
☑ Overseeing and guiding scenario analysis ☑ Reviewing and guiding innovation/R&D priorities
☑ Monitoring progress towards corporate targets ☑ Monitoring the implementation of the business strategy
☑ Approving corporate policies and/or commitments ☑ Overseeing reporting, audit, and verification processes
☑ Overseeing and guiding the development of a business strategy
☑ Overseeing and guiding acquisitions, mergers, and divestitures
☑ Monitoring supplier compliance with organizational requirements
☑ Monitoring compliance with corporate policies and/or commitments
☑ Overseeing and guiding the development of a climate transition plan
☑ Other, please specify :Water conservation potential created for community use (Marico's CSR-led Water Stewardship program)

82

Sustainability Committee in driving all pertinent ESG-related indicators, success metrics and strategies during the year. The company has identified climate-related
Biodiversity
Select from:
☑ Yes
83

Select from:

☑ Reviewing and guiding annual budgets ☑ Reviewing and guiding innovation/R&D priorities
☑ Monitoring progress towards corporate targets ☑ Overseeing reporting, audit, and verification processes
☑ Approving corporate policies and/or commitments ☑ Monitoring supplier compliance with organizational requirements
☑ Overseeing and guiding public policy engagement ☑ Monitoring compliance with corporate policies and/or commitments

Sustainability Committee in driving all pertinent ESG related indicators, success metrics and strategies during the year. The company has identified climate-related
[Fixed row]
(4.2) Does your organization’s board have competency on environmental issues?
84

Climate change
(4.2.1) Board-level competency on this environmental issue

Select from:
☑ Yes
(4.2.2) Mechanisms to maintain an environmentally competent board

☑ Regular training for directors on environmental issues, industry best practice, and standards (e.g., TCFD, SBTi)
Water
(4.2.1) Board-level competency on this environmental issue

Select from:
☑ Yes
(4.2.2) Mechanisms to maintain an environmentally competent board

☑ Regular training for directors on environmental issues, industry best practice, and standards (e.g., TCFD, SBTi)
[Fixed row]
(4.3) Is there management-level responsibility for environmental issues within your organization?
85

Management-level responsibility for this environmental issue

☑ Yes
Water Select from:
☑ Yes
Biodiversity Select from:
☑ Yes
[Fixed row]
(4.3.1) Provide the highest senior management-level positions or committees with responsibility for environmental issues
(do not include the names of individuals).
Climate change
(4.3.1.1) Position of individual or committee with responsibility
Executive level
(4.3.1.2) Environmental responsibilities of this position
Dependencies, impacts, risks and opportunities

☑ Assessing environmental dependencies, impacts, risks, and opportunities
☑ Assessing future trends in environmental dependencies, impacts, risks, and opportunities
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Engagement
☑ Managing public policy engagement related to environmental issues
Policies, commitments, and targets

☑ Monitoring compliance with corporate environmental policies and/or commitments
☑ Measuring progress towards environmental corporate targets
☑ Measuring progress towards environmental science-based targets
☑ Setting corporate environmental policies and/or commitments
☑ Setting corporate environmental targets
Strategy and financial planning

☑ Conducting environmental scenario analysis
☑ Developing a business strategy which considers environmental issues
☑ Implementing the business strategy related to environmental issues
☑ Managing major capital and/or operational expenditures relating to environmental issues
Other
☑ Providing employee incentives related to environmental performance
(4.3.1.4) Reporting line

Select from:
☑ Other, please specify :The CEO and MD is a Board member
(4.3.1.5) Frequency of reporting to the board on environmental issues

Select from:
☑ Half-yearly

The MD & CEO serves as the ultimate leader in integrating climate goals into the business vision, underscoring the necessity of addressing climate change at the
highest organizational level. This role facilitates accountability for environmental impact and drives effective initiatives while promoting transparent communication
87

with stakeholders to enhance trust. To support this responsibility, the MD& CEO receives regular reports on the organization's environmental performance, which
include key metrics such as greenhouse gas emissions and energy consumption, prepared by dedicated sustainability teams. Additionally, climate-related issues are
included as a standing agenda item in board meetings and sustainability committees, ensuring the MD & CEO is kept informed of progress, challenges, and
opportunities in climate initiatives.
Water
Executive level



☑ Conducting environmental scenario analysis ☑ Managing major capital and/or operational expenditures relating to
environmental issues
☑ Managing annual budgets related to environmental issues
☑ Managing environmental reporting, audit, and verification processes

88

Select from:
☑ Other, please specify :The CEO & MD is a Board Member

Select from:
☑ Half-yearly

The MD & CEO serves as the ultimate leader in integrating water-related goals into the business vision, underscoring the necessity of addressing water stewardship
at the highest organizational level. This role facilitates accountability for environmental impact and drives effective initiatives while promoting transparent
communication with stakeholders to enhance trust. To support this responsibility, the MD& CEO receive regular reports on the organization's environmental
performance, which include key metrics such as operational water consumption intensity, water conservation potential created for community usage, watershed
management by creating infrastructure for agricultural communities etc. These are prepared by dedicated sustainability and CSR teams. Additionally, water-related
issues are included as a standing agenda item in board meetings and CSR committees, ensuring the MD & CEO is kept informed of progress, challenges, and
opportunities in water-related initiatives.
Biodiversity
Committee
☑ Sustainability committee

☑ Managing environmental dependencies, impacts, risks, and opportunities
Engagement
☑ Managing engagement in landscapes and/or jurisdictions
89

☑ Managing supplier compliance with environmental requirements
☑ Managing value chain engagement related to environmental issues


☑ Developing a climate transition plan ☑ Managing environmental reporting, audit, and verification processes
☑ Conducting environmental scenario analysis ☑ Managing major capital and/or operational expenditures relating to
environmental issues

Select from:
☑ Reports to the Chief Executive Officer (CEO)

Select from:
☑ Quarterly
90

The Sustainability Committee comprising of 3 CXOs is an executive-level group that assists the MD in embedding sustainable practices across all aspects of the
business. This committee is responsible for shaping and integrating sustainable practices across all aspects of the business, ensuring that Marico’s operations are
environmentally responsible, socially inclusive, and aligned with global sustainability goals. Their key functions include formulating comprehensive policies around
energy efficiency, water conservation, waste reduction, and ethical sourcing, which are essential to minimizing the environmental impact of Marico’s supply chain and
production processes. The committee also ensures that the company stays in compliance with all relevant environmental laws and regulations while adopting best
practices from international sustainability frameworks. Beyond policy development, the Sustainability Committee takes a leadership role in driving Marico’s innovation
and investment in sustainable technologies and processes. They facilitate the adoption of environmentally friendly solutions that enhance operational efficiency and
promote long-term sustainability. The committee actively engages with various stakeholders, ensuring that sustainability is embedded in the company’s value
proposition. By doing so, they maintain transparency in sustainability reporting, monitor progress through measurable targets, and drive initiatives that contribute to
Marico’s competitive advantage in the marketplace. This holistic approach ensures that sustainability is not just an add-on but a core component of Marico’s business
strategy, positioning the company as a leader in sustainable and responsible business practices. Since biodiversity is not a material environmental risk identified at
Marico but rather a component of overall operational environmental sustainability and social empowerment through afforestation, the Committee oversees all
engagements on this topic.
Climate change
Committee
☑ Sustainability committee

☑ Managing environmental dependencies, impacts, risks, and opportunities
Engagement
☑ Managing supplier compliance with environmental requirements
☑ Managing value chain engagement related to environmental issues

91


☑ Developing a climate transition plan
☑ Implementing a climate transition plan
☑ Conducting environmental scenario analysis
☑ Managing environmental reporting, audit, and verification processes
☑ Managing priorities related to innovation/low-environmental impact products or services (including R&D)

Select from:
☑ Reports to the Chief Executive Officer (CEO)

Select from:
☑ Quarterly

The Sustainability Committee comprising of 3 CXOs is an executive-level group that assists the MD in embedding sustainable practices across all aspects of the
business. This committee is responsible for shaping and integrating sustainable practices across all aspects of the business, ensuring that Marico’s operations are
environmentally responsible, socially inclusive, and aligned with global sustainability goals. Their key functions include formulating comprehensive policies around
energy efficiency, water conservation, waste reduction, and ethical sourcing, which are essential to minimizing the environmental impact of Marico’s supply chain and
production processes. The committee also ensures that the company stays in compliance with all relevant environmental laws and regulations while adopting best
practices from international sustainability frameworks. Beyond policy development, the Sustainability Committee takes a leadership role in driving Marico’s innovation
and investment in sustainable technologies and processes. They facilitate the adoption of environmentally friendly solutions that enhance operational efficiency and
promote long-term sustainability. The committee actively engages with various stakeholders, ensuring that sustainability is embedded in the company’s value
proposition. By doing so, they maintain transparency in sustainability reporting, monitor progress through measurable targets, and drive initiatives that contribute to
Marico’s competitive advantage in the marketplace. This holistic approach ensures that sustainability is not just an add-on but a core component of Marico’s business
strategy, positioning the company as a leader in sustainable and responsible business practices.
92

[Add row]
(4.5) Do you provide monetary incentives for the management of environmental issues, including the attainment of
targets?
Climate change
(4.5.1) Provision of monetary incentives related to this environmental issue

Select from:
☑ Yes
(4.5.2) % of total C-suite and board-level monetary incentives linked to the management of this environmental issue
10

At Marico, management incentives for addressing ESG issues including climate-related and water-related issues encompass both monetary rewards (10% of the
variable pay) and non-monetary performance recognitions, aligned with the company's ESG objectives, functional KPIs, and measurable performance targets.
Monetary incentives are directly linked to the achievement of key performance indicators such as reductions in GHG emissions and energy consumption. In addition,
performance excellence awards are presented to teams and individuals for outstanding contributions to sustainability initiatives, including GHG reduction projects.
These sustainability-related recognitions are embedded within the organization’s talent value proposition, fostering a culture that encourages eco-conscious and
socially responsible actions among employees and associates.
Water
(4.5.1) Provision of monetary incentives related to this environmental issue

Select from:
☑ Yes
(4.5.2) % of total C-suite and board-level monetary incentives linked to the management of this environmental issue
10
93

At Marico, management incentives for addressing ESG issues including climate-related and water-related issues encompass monetary rewards (10% of the variable
pay) and non-monetary performance recognitions, aligned with the company's ESG objectives, functional KPIs, and measurable performance targets. Monetary
incentives are directly linked to achieving key performance indicators such as reductions in water consumption. In addition, performance excellence awards are
presented to teams and individuals for outstanding contributions to sustainability initiatives, including water conservation projects. These water-related recognitions
are embedded within the organisation’s talent value proposition, fostering a culture that encourages eco-conscious and socially responsible actions among
employees and associates.
[Fixed row]
(4.5.1) Provide further details on the monetary incentives provided for the management of environmental issues (do not
include the names of individuals).
Climate change
(4.5.1.1) Position entitled to monetary incentive
Board or executive level

(4.5.1.2) Incentives
☑ Bonus - % of salary
☑ Shares
(4.5.1.3) Performance metrics
Targets
☑ Progress towards environmental targets
☑ Achievement of environmental targets
☑ Organization performance against an environmental sustainability index
94

☑ Reduction in absolute emissions in line with net-zero target
Emission reduction
☑ Increased share of renewable energy in total energy consumption
☑ Reduction in absolute emissions
Resource use and efficiency

☑ Reduction of water withdrawals – direct operations
☑ Improvements in water efficiency – direct operations
☑ Reduction in water consumption volumes – direct operations
☑ Improvements in emissions data, reporting, and third-party verification
☑ Improvements in water accounting, reporting, and third-party verification
☑ Improvements in water efficiency – upstream value chain (excluding direct operations)
☑ Reduction of water withdrawal and/or consumption volumes – downstream value chain (excluding direct operations)
Pollution
☑ Reduction/elimination of environmental incidents and/or environmental notices (notices of violation)
Policies and commitments

☑ Implementation of water-related community project
Engagement
☑ Increased engagement with suppliers on environmental issues
(4.5.1.4) Incentive plan the incentives are linked to

Select from:
☑ Both Short-Term and Long-Term Incentive Plan, or equivalent
(4.5.1.5) Further details of incentives

Management incentives for climate-related issues at Marico include both monetary benefits and non-monetary performance recognitions. These incentives are
aligned with ESG goals, functional KPIs, and quantifiable performance targets. Monetary rewards are tied to the achievement of KPIs such as GHG emission
95

reduction and energy reduction targets. Sustainability-related recognitions are integrated into the organization's talent value proposition, encouraging employees and
associates to promote eco-conscious and socially responsible choices. The Nomination, Removal, Remuneration and Board Diversity policy approved by the
Corporate Governance Committee (CGC) decides the remuneration of the CEO and MD which is linked to the overall performance of the Company as well as the
various qualitative and quantitative performance criteria that include the sustainability performance of the company. In line with Marico’s net zero targets in global
operations by 2040 and in India by 2030, a set of clearly defined, measurable targets have been set that synergize with the performance KPIs for the CEO and MD.
(4.5.1.6) How the position’s incentives contribute to the achievement of your environmental commitments and/or climate
transition plan
Marico ensures alignment between the MD & CEO's objectives and the company's overall sustainability targets by linking specific incentives to the achievement of
sustainability goals and transition benchmarks. This approach promotes a focused effort towards the company's Net Zero emissions goal and broader sustainability
agenda. The MD & CEO's incentives, linked to climate-related targets, drive action in critical areas such as greenhouse gas reduction, water management, waste
management, and energy efficiency. These incentives encourage prompt and innovative solutions to meet the set targets. Overall, incentivizing the CEO to achieve
climate-related goals is essential to ensuring the successful implementation of Marico's climate transition plan. In alignment with Marico's Rewards and Recognitions
policy, it is believed that incentivizing the MD & CEO can have a profound impact on the successful achievement of an organization's climate transition plan. As the
top executive, the MD & CEO is entrusted with the overall responsibility of managing and improving the organization’s sustainability agenda and hence plays a critical
role in setting the tone, direction, and priorities for the entire organization. When incentives are aligned with sustainability and climate goals, it drives the MD & CEO to
champion and prioritize climate-forward business initiatives. His performance deliverables are directly linked with climate-resilience-related outcomes that are slated
in Marico's 2.0 Sustainability Roadmap.
Water

☑ Shares
96

Targets

☑ Board approval of climate transition plan
☑ Achievement of climate transition plan
☑ Shift to a business model compatible with a net-zero carbon future
☑ Increased investment in environmental R&D and innovation
Emission reduction
☑ Implementation of an emissions reduction initiative
☑ Reduction in emissions intensity

Select from:
☑ Both Short-Term and Long-Term Incentive Plan, or equivalent

The Nomination, Removal, Remuneration, and Board Diversity policy approved by the Corporate Governance Committee (CGC) decides the remuneration of the
CEO and MD which is linked to the overall performance of the Company as well as the various qualitative and quantitative performance criteria that include the
sustainability performance of the company. In line with Marico’s annual water stewardship goals of replenishing equivalent or more water for the community compared
to that used for operations, a set of clearly defined, measurable targets has been set that synergize with the performance KPIs for the CEO and MD.
transition plan
97

Marico aligns the MD & CEO's objectives with the company’s broader sustainability targets by linking specific incentives to the achievement of key sustainability goals
and transition milestones. This approach drives focused efforts towards achieving Net Zero emissions and water-neutral operations across all manufacturing facilities
by offsetting 100% of water consumption through the creation of water capacity for community use. The MD & CEO’s incentives, tied to water-focused targets,
promote action in key areas such as water management, conservation, waste management, and energy efficiency. These incentives foster innovative and timely
solutions to meet the set objectives. Ultimately, incentivising the CEO to meet water-related targets is crucial for the effective implementation of Marico's water
sustainability strategy.
Climate change
Sustainability specialist
☑ Other sustainability specialist, please specify :Head - Operations Excellence & Sustainability
Targets

Emission reduction
98

☑ Reduction in total energy consumption

☑ Increased supplier compliance with environmental requirements
Engagement
☑ Increased value chain visibility (traceability, mapping)
☑ Implementation of employee awareness campaign or training program on environmental issues

Select from:
☑ Short-Term Incentive Plan, or equivalent, only (e.g. contractual annual bonus)

The incentives are integrated within this position's annual compensation benefits that are directly aligned with performance metrics.
transition plan
Leadership incentives demonstrate Marico's commitment to sustainability and climate action at the highest levels. The monetary reward for the Head- Sustainability
and Operations’ Excellence is linked to the continuous improvement of sustainability performance at Marico. More specifically, the monetary rewards are linked to the
degree of achievement of several KPIs which also include GHG emission reduction and achievement of energy reduction targets.
Climate change
Senior-mid management
☑ Environment/Sustainability manager
99

☑ Salary increase
Targets

☑ Increased proportion of revenue from low environmental impact products or services
Emission reduction

☑ Energy efficiency improvement

☑ Increased supplier compliance with environmental requirements
☑ New or tighter environmental requirements applied to purchasing practices
100

Engagement

Select from:

The incentives are integrated within this position's annual compensation benefits that are directly aligned with performance metrics. Additionally, management-driven
organizational recognitions and rewards are offered for exemplary performance in ESG related areas.
transition plan
Development, execution, and successful achievement of all milestones stated in Marico's 2030 Sustainability Roadmap is a direct value proposition associated with
the Sustainability Manager's role. Incentivization of efforts taken by the sustainability manager towards the achievement of annual ESG targets, enables the
organization to stride forward in its 2030 ESG excellence journey. By linking incentives to performance in sustainability-related areas, the manager is held
accountable for their actions and decisions. This accountability fosters a sense of responsibility towards the organization's climate goals. Effective incentivization can
also promote a culture of innovation and risk-taking. When sustainability managers are incentivized to explore and implement new, greener technologies or practices,
they are more likely to push the boundaries and find novel solutions to complex challenges
Climate change
Facility/Unit/Site management
☑ Facilities manager
101

Targets
Emission reduction

☑ Other resource use and efficiency-related metrics, please specify :Green buildings certification
Engagement

Select from:

organizational recognitions and rewards are offered for exemplary performance in ESG-related areas.
102

transition plan
The KPIs of all the business unit facility heads across Marico manufacturing plants are linked to the sustainability performance of the unit that they are heading, and
certain monetary benefits are available to them based on emission reduction and energy efficiency. This in turn cumulatively attributes towards the progress of the net
zero targets in operations, slated to be achieved by 2030 for India operations.
Climate change
Senior-mid management
☑ Process operation manager
Targets

☑ Increased investment in environmental R&D and innovation
☑ Increased proportion of revenue from low environmental impact products or services
☑ Increased alignment of capex with transition plan and/or sustainable finance taxonomy
Emission reduction
103



Select from:

transition plan
The annual KPIs of the Operations Excellence Manager are aligned with the energy transition, reduction, and optimization projects which in turn have direct
contributions towards the achievement of Marico’s net zero targets in operations. Accelerated transition to a carbon-neutral future, by implementing projects that
enhance the share of renewable energy sources to meet operational requirements, is one of the major goals that contribute to performance-based incentives for this
role.
Water

104



☑ Other policies and commitments-related metrics, please specify

Select from:

transition plan
The NR (Nomination, Removal, Remuneration and Board Diversity) policy approved by the Corporate Governance Committee (CGC) decides the remuneration of the
Sustainability committee members which is linked to the performance of the Company as well as the various qualitative and quantitative performance criteria including
the sustainability performance of the company. The Chief Legal Officer & Group General Counsel at Marico is a member of the Sustainability Committee as well as
the General Secretary of the Board CSR Committee. Annual, trackable KPIs are added in the performance scorecards of all Sustainability Committee members.
105

Water
Sustainability specialist
☑ Other sustainability specialist, please specify :Head - Sustainability & Operations Excellence
Targets

☑ Reduction in water consumption volumes – direct operations
☑ Improvements in water efficiency – upstream value chain (excluding direct operations)
☑ Improvements in water efficiency – downstream value chain (excluding direct operations)
☑ Reduction of water withdrawal and/or consumption volumes – upstream value chain (excluding direct operations)
☑ Reduction of water withdrawal and/or consumption volumes – downstream value chain (excluding direct operations)
Pollution
☑ Improvements in wastewater quality – direct operations
☑ Improvements in wastewater quality – upstream value chain (excluding direct operations)
106

☑ Improvements in wastewater quality – downstream value chain (excluding direct operations)

Engagement

Select from:

transition plan
The monetary reward for Head - Sustainability & Operations Excellence is linked to continuous improvement of environmental performance including water
parameters. The monetary reward is linked to the degree of achievement of a number of KPIs such as reduction in surface water intensity and implementation of
water conservation projects to offset Marico’s water consumption.
[Add row]
(4.6) Does your organization have an environmental policy that addresses environmental issues?
107

Does your organization have any environmental policies?
Select from:
☑ Yes
[Fixed row]
(4.6.1) Provide details of your environmental policies.
Row 1
(4.6.1.1) Environmental issues covered

☑ Climate change
☑ Water
☑ Biodiversity
(4.6.1.2) Level of coverage

Select from:
☑ Organization-wide

108

(4.6.1.4) Explain the coverage
Marico’s purpose is to ‘Make a Difference’. We endeavour to work closely with our stakeholders to foster sustainable & inclusive growth for all. Marico believes that
economic and social value creation is dependent on the natural environment. It is our constant endeavour to integrate environmental and sustainability considerations
in all business decisions throughout the lifecycle of our products & services, and influence and encourage responsible environmental behaviour amongst our internal
and external stakeholders. This environmental policy articulates Marico’s commitment to environment protection, conservation of natural resources, and reduction of
negative environmental impacts due to our operations, value chains, and product life cycle. The Environmental Policy is publicly available on Marico's dedicated
microsite for all ESG related communications - https://sustainability.marico.com/uploads/1692554435064-environment-policy-pdf.pdf While energy and emissions
from direct operations, water and biodiversity are covered within the aegis of the Environmental policy, all ESG parameters pertaining to our value chain are available
in our Responsible sourcing policy - https://sustainability.marico.com/uploads/1692587402623-responsible-sourcing-policy-pdf.pdf, Product Stewardship policy -
https://sustainability.marico.com/uploads/1692582592770-product-stewardship-policy-pdf.pdf and Supplier Code of Conduct -
https://sustainability.marico.com/uploads/1725914038828-code-of-conduct
(4.6.1.5) Environmental policy content
Environmental commitments
☑ Commitment to a circular economy strategy
☑ Commitment to comply with regulations and mandatory standards
Climate-specific commitments
☑ Commitment to net-zero emissions
Water-specific commitments
☑ Commitment to reduce water consumption volumes
(4.6.1.6) Indicate whether your environmental policy is in line with global environmental treaties or policy goals
☑ Yes, in line with the Paris Agreement
☑ Yes, in line with Sustainable Development Goal 6 on Clean Water and Sanitation
(4.6.1.7) Public availability

Select from:
☑ Publicly available
109

(4.6.1.8) Attach the policy
Marico-environment-policy-pdf.pdf
[Add row]
(4.10) Are you a signatory or member of any environmental collaborative frameworks or initiatives?
(4.10.1) Are you a signatory or member of any environmental collaborative frameworks or initiatives?
Select from:
☑ Yes
(4.10.2) Collaborative framework or initiative

☑ Science-Based Targets Initiative (SBTi)
☑ Task Force on Climate-related Financial Disclosures (TCFD)
(4.10.3) Describe your organization’s role within each framework or initiative

Marico is committed to Science Based Target Initiative and will be setting up targets in the next 12-18 months. We have also published our first report aligned with the
TCFD principles and would like to improve the same as a signatory in the near future. https://sustainability.marico.com/uploads/1726028287969-climate-related-
financial-disclosure-fy24-pdf.pdf
[Fixed row]
(4.11) In the reporting year, did your organization engage in activities that could directly or indirectly influence policy, law,
or regulation that may (positively or negatively) impact the environment?
(4.11.1) External engagement activities that could directly or indirectly influence policy, law, or regulation that may impact
the environment
110

☑ Yes, we engaged indirectly through, and/or provided financial or in-kind support to a trade association or other intermediary organization or individual
whose activities could influence policy, law, or regulation
(4.11.2) Indicate whether your organization has a public commitment or position statement to conduct your engagement
activities in line with global environmental treaties or policy goals
Select from:
☑ Yes, we have a public commitment or position statement in line with global environmental treaties or policy goals
(4.11.3) Global environmental treaties or policy goals in line with public commitment or position statement
☑ Paris Agreement
☑ Sustainable Development Goal 6 on Clean Water and Sanitation
(4.11.8) Describe the process your organization has in place to ensure that your external engagement activities are
consistent with your environmental commitments and/or transition plan
Marico adopts a strategic approach to addressing climate and water-related challenges by actively collaborating with a wide range of associations, including industry
bodies such as FICCI (Federation of Indian Chambers of Commerce and Industry), ASSOCHAM (Associated Chambers of Commerce and Industry of India), and CII
(Confederation of Indian Industry), alongside scientific organizations like PFNDAI (Protein Foods & Nutrition Development Association of India). This broad
engagement underscores Marico's commitment to achieving net-zero emissions for its manufacturing units in India by 2030, and globally by 2040. The Head of
Sustainability & Operations Excellence at Marico is a member of the Sustainability Committees for CII Western Region, GreenCO and IGBC Centre of Excellence.
Additionally, to scale-up our circularity-based interventions within and beyond our sectoral boundaries, Marico is a Founding Member of the India Plastics Pact, a
transformational and collaborative platform created by WWF India and CII, anchored at the CII-ITC Centre of Excellence for Sustainable Development (CESD), with
support from WRAP, a global NGO based in the UK. The Lead-Sustainability at Marico is a member of the Advisory Committee that works on impact leadership and
policy advocacy related to sustainable packaging interventions in India. Other industry associations that Marico collaborates with for policy advocacy and impact
leadership efforts - IBHA (Indian Beauty & Hygiene Association SEA (The Solvent Extractors’ Association of India) Retailers Association of India (RAI) AFSTI Mysore
& Mumbai (Association of Food Scientists and Technologists, India) AIFPA – All India Food Processors Association
[Fixed row]
(4.11.2) Provide details of your indirect engagement on policy, law, or regulation that may (positively or negatively) impact
the environment through trade associations or other intermediary organizations or individuals in the reporting year.
111

Row 1
(4.11.2.1) Type of indirect engagement

Select from:
☑ Indirect engagement via a trade association
(4.11.2.4) Trade association
Asia and Pacific

☑ Confederation of Indian Industries (CII)
(4.11.2.5) Environmental issues relevant to the policies, laws, or regulations on which the organization or individual has
taken a position
☑ Climate change
☑ Water
(4.11.2.6) Indicate whether your organization’s position is consistent with the organization or individual you engage with
Select from:
☑ Consistent
(4.11.2.7) Indicate whether your organization attempted to influence the organization or individual’s position in the
reporting year
Select from:
☑ No, we did not attempt to influence their position
(4.11.2.8) Describe how your organization’s position is consistent with or differs from the organization or individual’s
position, and any actions taken to influence their position
112

Marico is a founding member of the India Plastics Pact, a collaborative initiative that embraces a multi-stakeholder approach to transform the linear plastics system
into a circular economy. To expand our circularity initiatives within and beyond the sector, Marico has partnered with the India Plastics Pact, a transformative platform
developed by WWF India and CII, housed at the CII-ITC Centre of Excellence for Sustainable Development (CESD), with support from WRAP, a UK-based global
NGO. The Plastics Pact envisions a world where plastic is valued and no longer pollutes the environment. As a responsible member, we have committed to using
recyclable and reusable plastics, increasing the proportion of recycled content in packaging, and promoting social inclusion throughout the plastic waste ecosystem.
We actively participate in action groups, share field experiences, and report annual progress toward the roadmap’s goals. The Pact promotes innovative solutions to
eliminate, reuse, or recycle plastic packaging across the value chain. It has set a 2030 roadmap with quantifiable and aspirational targets, accelerating business
innovations through engagement, research, workshops, and co-creation efforts. In addition to driving circularity, the Pact aims to significantly reduce GHG emissions
by minimizing fossil-derived plastics, increasing the use of recycled plastics, and enhancing recycling efforts. Marico has set quantifiable targets to achieve 100%
recyclable packaging by 2027, focusing on sustainable packaging initiatives and promoting circularity to reduce our carbon footprint. This is in alignment with the
Plastics Pact Initiative and our Paris Agreement aligned climate goals. 4,800.6 tCO2e overall emissions were avoided due to the sustainable packaging interventions
in FY24.
(4.11.2.9) Funding figure your organization provided to this organization or individual in the reporting year (currency)
11909
(4.11.2.10) Describe the aim of this funding and how it could influence policy, law or regulation that may impact the
environment
This is annual membership fee and used for driving various initiatives in IPP.
(4.11.2.11) Indicate if you have evaluated whether your organization’s engagement is aligned with global environmental
treaties or policy goals
Select from:
☑ Yes, we have evaluated, and it is aligned
(4.11.2.12) Global environmental treaties or policy goals aligned with your organization’s engagement on policy, law or
regulation
☑ Paris Agreement
113

Row 2

Select from:
Asia and Pacific

☑ Federation of Indian Chambers of Commerce & Industry (FICCI)
taken a position
☑ Climate change
☑ Water
Select from:
☑ Consistent
reporting year
Select from:
114

Marico is member of FICCI's sustainability committee. Our members participate in various initiatives related to sustainability including climate change, water, plastic
pollution etc. We provide inputs to committee on various issues faced by industry and probable solutions on them.
9527
environment
This is annual membership fee for FICCI's sustainability committee
Select from:
regulation
☑ Paris Agreement
Row 3

Select from:
115

Asia and Pacific
☑ Confederation of Indian Industries (CII)
taken a position
☑ Climate change
Select from:
☑ Consistent
reporting year
Select from:
Marico is member of CII's multiple committees in sustainability space. Our members participate in various initiatives related to sustainability including climate change,
water, plastic pollution etc. We provide inputs to committee on various issues faced by industry and probable solutions on them. Marico is member of - 1. CII western
region sustainability committee 2. CII GreenCo Steering Committee on Net Zero 3. CII task force on Sustainability & ESG
4418
environment
116

This is annual membership fee and used for CII's multiple committees.
Select from:
regulation
☑ Paris Agreement
[Add row]
(4.12.1) Provide details on the information published about your organization’s response to environmental issues for this
reporting year in places other than your CDP response. Please attach the publication.
Row 1
(4.12.1.1) Publication
Select from:
☑ In mainstream reports, in line with environmental disclosure standards or frameworks
(4.12.1.2) Standard or framework the report is in line with

☑ GRI
☑ Other, please specify :BRSR
(4.12.1.3) Environmental issues covered in publication
117

☑ Climate change
☑ Water
☑ Biodiversity
(4.12.1.4) Status of the publication

Select from:
☑ Complete
(4.12.1.5) Content elements

☑ Strategy ☑ Biodiversity indicators
☑ Governance ☑ Water accounting figures
☑ Emission targets ☑ Content of environmental policies
☑ Emissions figures
☑ Value chain engagement
(4.12.1.6) Page/section reference

114-137
(4.12.1.7) Attach the relevant publication

Marico_Annual_Report_FY24.pdf
(4.12.1.8) Comment
Business Responsibility and Sustainability Report (BRSR)
Row 2
118

Select from:
☑ In mainstream reports, in line with environmental disclosure standards or frameworks
(4.12.1.2) Standard or framework the report is in line with

☑ TCFD

☑ Climate change
☑ Water

Select from:
☑ Complete

☑ Strategy ☑ Value chain engagement
☑ Governance ☑ Dependencies & Impacts
☑ Emission targets ☑ Biodiversity indicators
☑ Emissions figures ☑ Public policy engagement
☑ Risks & Opportunities ☑ Water accounting figures
☑ Content of environmental policies

All

119

Marico_TCFD Report-climate-related-financial-disclosure-fy24-pdf.pdf
(4.12.1.8) Comment
TCFD Report
Row 3
Select from:
☑ Other, please specify :GHG Report

☑ Climate change

Select from:
☑ Complete

☑ Governance ☑ Content of environmental policies
☑ Emission targets
☑ Emissions figures
☑ Risks & Opportunities
☑ Value chain engagement
120

All

Marico's FY24 GHG Report.pdf
(4.12.1.8) Comment
GHG Report This is available on Marico's dedicated ESG microsite: https://sustainability.marico.com/uploads/1725877034510-ghg-report-marico-fy-2024-final-pdf.pdf
Row 4
Select from:
☑ In other regulatory filings

☑ Water

Select from:
☑ Complete

☑ Water accounting figures

Pages 20-31
121

(4.12.1.8) Comment
CSR Impact Assessment Report - Jalashay Section This is available on Marico's website -
https://marico.com/investorspdf/CSR_Impact_Assessment_Report_FY24.pdf
[Add row]
122

C5. Business strategy
(5.1) Does your organization use scenario analysis to identify environmental outcomes?
Climate change
(5.1.1) Use of scenario analysis

Select from:
☑ Yes
(5.1.2) Frequency of analysis

Select from:
☑ Every two years
Water
(5.1.1) Use of scenario analysis

Select from:
☑ Yes
(5.1.2) Frequency of analysis

Select from:
☑ Every two years
[Fixed row]
(5.1.1) Provide details of the scenarios used in your organization’s scenario analysis.
Climate change
123

(5.1.1.1) Scenario used
Physical climate scenarios

☑ RCP 4.5
(5.1.1.2) Scenario used SSPs used in conjunction with scenario

Select from:
☑ SSP2
(5.1.1.3) Approach to scenario

Select from:
(5.1.1.4) Scenario coverage

Select from:
(5.1.1.5) Risk types considered in scenario

☑ Acute physical
☑ Chronic physical
(5.1.1.6) Temperature alignment of scenario

Select from:
☑ 2.5ºC - 2.9ºC
(5.1.1.7) Reference year

2020
124

(5.1.1.8) Timeframes covered
☑ 2025
☑ 2030
☑ 2040
(5.1.1.9) Driving forces in scenario
Local ecosystem asset interactions, dependencies and impacts

☑ Climate change (one of five drivers of nature change)
Finance and insurance

☑ Cost of capital
Regulators, legal and policy regimes

☑ Global regulation
☑ Global targets
(5.1.1.10) Assumptions, uncertainties and constraints in scenario

Marico utilizes a 20-year dataset (2020–2040) based on the SSP2 RCP 4.5 scenario to analyze potential climate-related risks. This analysis enables a forward-
looking assessment of risks tied to changes in temperature, precipitation, and other climate factors that may affect operations and supply chains. Methodology for
Evaluating Agricultural Productivity and Crop Damage Risks Marico’s risk assessment framework for agricultural productivity focuses on two key indicators: Heat
Index: Marico calculates the Heat Index, which combines temperature and humidity data, to assess human-perceived heat stress. The company focuses on instances
where the Heat Index exceeds 35C, as prolonged exposure to such conditions can disrupt operations and pose health risks to workers. Hit Days: This metric refers to
the number of days where the temperature exceeds 40C. These extreme heat events pose a significant risk of heat stress, leading to potential crop damage and
disruptions in the agricultural supply chain. Water-Related Risk Assessment Marico’s water risk assessment involves a comprehensive evaluation of three critical
factors: Drought Risk: The company evaluates the likelihood of drought occurrences in its operational areas through historical climate data and projected rainfall
patterns for the period 2020–2040. This helps Marico estimate the future probability of water shortages. Water Stress: Marico assesses water stress levels by
analyzing water demand versus availability in regions where it operates. Factors such as population growth and resource usage are taken into account to determine
the risk of water scarcity affecting the company’s supply chain and production processes. Sea Level Rise: With the risk of rising sea levels, Marico conducts
vulnerability assessments and evaluates sea level rise projections. This enables the company to prepare for potential impacts on coastal infrastructure, supply chains,
and the surrounding communities. By leveraging these tools and methodologies, Marico proactively addresses climate and water-related risks, ensuring resilience
across its operations and value chains.
125

(5.1.1.11) Rationale for choice of scenario
RCP 4.5 assumes moderate GHG emissions, with global policies aimed at reducing emissions but not as aggressive as RCP 2.6. It reflects a world where mitigation
efforts are made, but some degree of climate change still occurs, which is a likely outcome based on current policy trends. Marico adopted RCP 4.5 as a high-
emission scenario to assess the physical risks to its sites since it reflects a business-as-usual high-carbon scenario based on current practices. This pathway allows
the company to plan for future operations with moderate climate risks while identifying potential impacts such as supply chain disruptions and water scarcity. By
aligning with global climate goals like the Paris Agreement, Marico demonstrates its commitment to sustainability and responsible practices. Additionally, using RCP
4.5 supports informed decision-making and effective communication with stakeholders, ensuring that Marico is prepared for future challenges while promoting
innovation and competitive advantage.
Water
Water scenarios
☑ WRI Aqueduct

Select from:

Select from:

☑ Policy ☑ Chronic physical
☑ Market
☑ Reputation
☑ Technology
126

☑ Acute physical

2020

☑ 2025
☑ 2030
☑ 2040


☑ Cost of capital

☑ Global targets

Marico uses the WRI Aqueduct tool to assess water risk across all our manufacturing facilities in India. This tool applies a water stress rating system on a scale from
1 to 5 to determine whether our sites are situated in areas experiencing high levels of water stress. We place significant emphasis on sites with a water stress rating
of 4 or 5, where high volumes of water are withdrawn. For these sites, we have identified and implemented targeted mitigation measures to address water stress. The
WRI Aqueduct tool has been instrumental in understanding and quantifying source water vulnerability and water stress across Marico’s operational footprint.
According to the tool, 5 out of our 7 plants are located in high water stress zones. Notably, the plant in Baddi has recorded zero water consumption due to a
substantial reduction in production activities. Water Usage Changes by Plant: Jalgaon: 6% increase Perundurai: 7% increase Puducherry: 12% decrease Sanand:
19% increase
127

WRI Aqueduct offers region-specific, detailed insights into water risks, addressing physical, regulatory, and reputational factors across different geographies. This
enables companies to assess water stress both locally and globally. By incorporating a broad set of indicators, including water scarcity, drought, flood risks, and
baseline water stress, the tool allows businesses to evaluate various dimensions of water risk that could affect their operations and supply chains.
Climate change
Climate transition scenarios

☑ IEA NZE 2050

Select from:

Select from:

☑ Policy
☑ Market
☑ Reputation
☑ Technology
(5.1.1.6) Temperature alignment of scenario

Select from:
128

☑ 1.5°C or lower

2020

☑ 2025
☑ 2030
☑ 2040


☑ Cost of capital

☑ Global targets

Transition to renewables, investments in low-carbon technologies, carbon forestry, and a 100% phase-out of fossil fuels are key enablers for Marico’s journey towards
a net-zero, carbon-neutral, and climate-resilient future. As part of this commitment, we are actively implementing energy-efficient practices, advancing water
stewardship, and enhancing circularity in our value chain. Transitioning to green buildings and sustainable manufacturing operations are critical components of our
pathway to a climate-resilient future. To reduce environmental impact, we are integrating energy-efficient practices and pursuing IGBC certifications across our
facilities. Sustainable manufacturing initiatives, such as water neutrality, zero liquid discharge systems, and waste minimization, are essential enablers for long-term
operational sustainability. However, this transition is subject to assumptions, uncertainties, and constraints. We assume that adopting these practices will align with
long-term climate targets and lead to efficiency gains, but uncertainties remain around evolving regulatory landscapes, technological advancements, and supply chain
129

readiness. Additionally, significant capital investments and potential operational disruptions may act as constraints, impacting the pace of implementation. As part of
our ongoing scenario analysis, we are evaluating these factors to ensure our green building and manufacturing strategies are robust and adaptable, supporting our
journey towards a sustainable future.

The NZE 2050 scenario aligns with the Paris Agreement's target of limiting global warming to 1.5C above pre-industrial levels by providing a detailed roadmap for
achieving net-zero greenhouse gas emissions by 2050. As one of the most ambitious pathways, it emphasizes the substantial efforts required to avoid the most
severe impacts of climate change. This scenario offers a comprehensive, sector-specific approach, covering transitions in energy, transportation, industry, and
buildings, and integrates key technological solutions such as renewable energy expansion, energy efficiency, carbon capture and storage (CCS), and electrification. It
also serves as a benchmark for tracking progress toward net-zero, helping assess the sufficiency of current policies and guiding long-term strategic planning. By
identifying risks and opportunities associated with the energy transition, the scenario supports effective risk management for governments and organizations.
[Add row]
(5.1.2) Provide details of the outcomes of your organization’s scenario analysis.
Climate change
(5.1.2.1) Business processes influenced by your analysis of the reported scenarios

☑ Risk and opportunities identification, assessment and management
☑ Strategy and financial planning
☑ Resilience of business model and strategy
☑ Capacity building
☑ Target setting and transition planning
(5.1.2.2) Coverage of analysis

Select from:
(5.1.2.3) Summarize the outcomes of the scenario analysis and any implications for other environmental issues
130

Extreme weather events, including cyclonic storms, heavy rainfall, severe floods, droughts, and prolonged heatwaves, are integral components of our climate-related
risk assessment approach. These events pose significant threats to our facilities, impacting both assets and human lives. We have identified three of our
manufacturing facilities as particularly vulnerable to such extreme weather events. Any occurrence within a 10 km radius of our operations is considered disruptive
and can have serious repercussions. Such events may result in increased capital costs related to the replacement of damaged equipment and higher insurance
premiums for both assets and employees. Additionally, they can lead to supply chain disruptions, reduced production capacity, and elevated operating costs. Case
Study: Marico's extensive operational footprint is susceptible to climate risks, which could cause disruptions or damage to our plants, properties, and machinery due
to extreme weather events like floods, droughts, and cyclones. We have pinpointed three manufacturing facilities—one in Pondicherry and two in Guwahati—that are
at a heightened risk of experiencing these natural disasters. Events occurring within a 10 km radius of these sites can disrupt our operations significantly. The impact
of such events typically manifests as increased capital expenditures due to asset damage and the need for equipment replacement. We are implementing measures
to effectively manage risks at these vulnerable facilities and enhance their climate resilience. Furthermore, physical risks from extreme weather and chronic water
stress directly affect commodity prices, particularly for agriculture-based raw materials. The production capacities of our factories located in water-stressed regions
are susceptible to these uncertainties, leading to challenges in sourcing quality raw materials at economically viable rates. According to the WRI Aqueduct tool, five of
our manufacturing units are situated in water-stressed areas. Over 60% of Marico's product portfolio relies on agricultural raw materials, such as copra and edible
oils. Any fluctuations in weather and rainfall patterns can disrupt the supply of these critical inputs, resulting in price volatility and increased production costs. For
instance, floods, cyclones, or drought conditions can adversely impact the availability and pricing of agriculture-based raw materials. Additionally, a significant
reduction in local water availability poses a risk to our manufacturing facilities, potentially forcing us to rely on tanker water or external sources at higher costs, or
necessitating investment in enhanced water treatment facilities.
Water
(5.1.2.1) Business processes influenced by your analysis of the reported scenarios

☑ Risk and opportunities identification, assessment and management
☑ Strategy and financial planning
☑ Resilience of business model and strategy
☑ Capacity building
☑ Target setting and transition planning
(5.1.2.2) Coverage of analysis

Select from:
(5.1.2.3) Summarize the outcomes of the scenario analysis and any implications for other environmental issues
131

WRI Aqueduct has enabled us to assess and quantify the vulnerability of source water and identify areas of water stress across Marico’s operational footprint.
According to the WRI Aqueduct tool, five of our seven plants are located in high-water stress zones; however, the plant in Baddi has zero water consumption due to a
significant reduction in production activities. Jalgaon: 6% increase Perundurai: 7% increase Puducherry: 12% decrease Sanand: 19% increase The insights gained
from the WRI Aqueduct tool have been instrumental in helping us better understand our water withdrawals from stressed areas. Additionally, our implementation of
various water efficiency measures—such as drip irrigation, water-efficient taps and fixtures, and water recycling initiatives at our manufacturing sites—has
significantly contributed to reducing our water consumption.
[Fixed row]
(5.2) Does your organization’s strategy include a climate transition plan?
(5.2.1) Transition plan

Select from:
☑ Yes, we have a climate transition plan which aligns with a 1.5°C world
(5.2.3) Publicly available climate transition plan

Select from:
☑ Yes
(5.2.4) Plan explicitly commits to cease all spending on, and revenue generation from, activities that contribute to fossil
fuel expansion
Select from:
☑ No, and we do not plan to add an explicit commitment within the next two years
(5.2.6) Explain why your organization does not explicitly commit to cease all spending on and revenue
generation from activities that contribute to fossil fuel expansion
Marico is currently investing in low carbon-clean energy solutions and progressively reducing dependency on fossil fuels for energy requirements in manufacturing
operations and transportation.
(5.2.7) Mechanism by which feedback is collected from shareholders on your climate transition plan
132

Select from:
☑ We have a different feedback mechanism in place
(5.2.8) Description of feedback mechanism

We engage with our shareholder to provide update on our ESG agenda and take feedback.
(5.2.9) Frequency of feedback collection

Select from:
☑ Annually
(5.2.10) Description of key assumptions and dependencies on which the transition plan relies
Marico’s consumer-focused transition plan includes expectations of growing consumer demand for sustainable and health-oriented products. Investments in eco-
friendly packaging, product reformulations for enhanced wellness benefits, and circular economy principles are based on the assumption that consumers will prioritize
environmental responsibility and are willing to pay a premium for products aligned with these values. However, uncertainties remain regarding the pace of consumer
behavior change, evolving regulatory requirements, and market competition. Constraints such as the scalability of sustainable practices and ensuring affordability
while maintaining product quality will also influence the transition's success. To address these factors, Marico is conducting scenario analyses to evaluate potential
risks and adapt its strategies accordingly. We are also planning several measures to transition its business to a low-carbon operation. This transition plan relies on the
availability of renewable energy from the grid in states where we have operations, policy support on procurement of renewable electricity, and the availability of low-
carbon fuels at commercially viable prices and wider support from our external stakeholders, including our customers. Further, we have also rolled out Level 1
(capacity-building and voluntary declaration of commitments) across 100% of our critical suppliers and Level 2 (independent risk-based external audits to validate
voluntary commitments) to 50% of our critical suppliers who have completed Level 1 by 2030.
(5.2.11) Description of progress against transition plan disclosed in current or previous reporting period
Marico has made significant progress against its transition plan. Key achievements include a near-complete transition to bio-based briquettes, which now supply over
90% of the company's thermal energy needs from renewable sources. The share of renewable energy for electricity reached 42%, while 91% of thermal energy came
from renewable sources in FY 2024. Additionally, the Perundurai facility has been certified as carbon neutral for the fourth consecutive year and is operating entirely
on renewable energy. The company also focuses on improving energy efficiency, as evidenced by a 71% reduction in absolute energy consumption compared to the
base year of FY 2013. Marico's water stewardship efforts include the Jalgaon manufacturing unit being certified as water-positive, creating a water conservation
potential for community usage that is 2.5 times higher than its operational consumption. We have disclosed our progress on the transition plan in our GREENHOUSE
GAS EMISSIONS report published in June 2024. Beyond our scopes 1 and 2, we are engaging with our suppliers through our "SAMYUT" responsible sourcing
initiative, which integrates labour practices, ethics, health, environmental concerns, and safety across the value chain. The program has three maturity levels: Level 1
involves self-assessment based on Marico's guidelines, while Level 2 includes a detailed evaluation by a third party. In FY24, value chain partners representing over
133

82% of the business share have been assessed at Level 1, and those representing more than 26% have been evaluated at Level 2. This covers raw material and
packaging suppliers and dedicated third-party manufacturers.
(5.2.12) Attach any relevant documents which detail your climate transition plan (optional)
Marico-climate-related-financial-disclosure-fy24-pdf.pdf
(5.2.13) Other environmental issues that your climate transition plan considers
☑ Plastics
☑ Water
☑ Biodiversity
(5.2.14) Explain how the other environmental issues are considered in your climate transition plan
Marico is actively pursuing water efficiency processes in its manufacturing processes while enhancing water availability for local communities. Under the Jalashay
2030 initiative, the company plans to replenish 100% of its water usage by adopting zero liquid discharge practices and improving overall water efficiency.
Collaborating with NGOs and community organizations, Marico engages in water conservation activities such as dam desilting and constructing farm ponds. In its
logistics operations, Marico has enhanced efficiency by employing 16 tunnel trucks and 9 dedicated trucks, ensuring the safe and timely delivery of products. The
company also prioritizes sustainable sourcing, using Forest Stewardship Council (FSC) certified materials, with 10% of its packaging being FSC-certified in FY24.
Marico’s copra collection centers facilitate direct sourcing from farmers, ensuring high-quality raw materials while supporting local farming communities. These efforts
align with Marico's climate transition plan, emphasizing traceability and sourcing from non-forested lands to minimize environmental impact. By integrating
sustainability into its core operations, Marico reinforces its commitment to responsible business practices and community engagement.
[Fixed row]
(5.3) Have environmental risks and opportunities affected your strategy and/or financial planning?
(5.3.1) Environmental risks and/or opportunities have affected your strategy and/or financial planning
Select from:
☑ Yes, both strategy and financial planning
(5.3.2) Business areas where environmental risks and/or opportunities have affected your strategy
134

☑ Products and services
☑ Upstream/downstream value chain
☑ Investment in R&D
☑ Operations
[Fixed row]
(5.3.1) Describe where and how environmental risks and opportunities have affected your strategy.
Products and services
(5.3.1.1) Effect type

☑ Opportunities
(5.3.1.2) Environmental issues relevant to the risks and/or opportunities that have affected your strategy in this area
☑ Climate change
☑ Water
(5.3.1.3) Describe how environmental risks and/or opportunities have affected your strategy in this area
Marico’s EcoIndex reflects its commitment to facilitating eco-conscious consumer choices through high-quality products that prioritize ingredient safety and minimize
environmental impact. Climate resilience is integrated into product development, supported by a cradle-to-gate life cycle assessment of 31 key products. This
assessment led to the establishment of a Product Sustainability Index (PSI) to identify sustainability hotspots and reduce the environmental footprint. We have
implemented a robust system to ensure compliance with regulatory requirements and alignment with international standards, including ISO, NABL, and OHSAS. In
addition to product sustainability, we have incorporated the principles of the circular economy into our packaging initiatives through a program called ‘UpCycle,.’ And
we aim for 100% recyclable packaging by 2025, phasing out PVC and increasing recycled materials. Case study to be included here and blended as per this
response.
Upstream/downstream value chain
135

☑ Risks
☑ Opportunities
☑ Climate change
☑ Water
Marico operates through a network of suppliers, manufacturers, and distributors to deliver products to customers. Any disruption in this supply chain can cause
production delays and inventory shortages. Climate and water-related risks directly impact the supply chain, and Marico understands that its supply chain is key to
meeting sustainability goals and transitioning to a circular economy. The "Samyut" Responsible Sourcing Framework follows a step-by-step approach based on the
ESG maturity of suppliers. It applies to key value chain partners, including suppliers of raw materials, packaging, logistics, warehousing, and third-party
manufacturers. Critical partners are identified based on procurement volume, the uniqueness of their materials or services, and their level of engagement with Marico.
The Samyut framework includes three levels: Educate, Evaluate, and Evolve. Marico aims to have 100% of critical value chain partners certified at Level 1 (Educate)
and 50% at Level 2 (Evaluate) by FY2030. In FY24, over 82% of key value chain partners (by business share) were assessed at Level 1 (self-assessment), and more
than 26% were assessed at Level 2 (third-party assessment). This includes suppliers of raw materials, packaging, and third-party manufacturers. Additionally, 96% of
procurement spending was with local suppliers, with 45% of materials sourced from suppliers certified at Level 1.
Investment in R&D

☑ Opportunities
☑ Climate change
136

☑ Water
Marico is committed to improving its products' environmental and social impact, with 71.2% of its R&D spending directed towards sustainable innovations. It has
incorporated recycled PET (R-PET) into its hair oil packaging, with smaller SKUs containing 20% post-consumer recycled plastic and larger SKUs containing 10%.
This transition aims to enhance the aesthetic appeal while addressing environmental concerns. Additionally, Marico has implemented High-Resolution Computed
Tomography (HRCT) paper to reduce virgin paper consumption in packaging without sacrificing strength. This initiative reflects Marico’s broader strategy to optimize
resource use while maintaining product quality. Through these efforts, the company not only meets consumer demands for sustainability but also strengthens its
commitment to a circular economy.
Operations

☑ Risks
☑ Opportunities
☑ Climate change
☑ Water
Marico relies heavily on agricultural produce for its raw material sourcing. However, climate change and water-related events—such as droughts, flooding, and
unpredictable weather patterns—present significant risks to agricultural productivity, which in turn affects the availability of these raw materials. The company’s
manufacturing facilities and associated value chains are vulnerable to disruptions from extreme weather events linked to climate change. Moreover, Marico utilizes
water-intensive raw materials and manufacturing processes, often situated in regions facing severe water scarcity. These water shortages can lead to supply chain
disruptions, crop failures, and increased production costs, ultimately impacting the availability and pricing of goods for consumers. In alignment with the Jalashay
initiative's 2030 objectives, Marico aims to replenish 100% of the water consumed in its operations. This goal will be achieved by reducing water usage, promoting
efficient water practices, and contributing to broader water conservation efforts. The initiative seeks to enhance water storage capacity for communities in water-
stressed regions across the country. Marico has created a water conservation potential of 373 crore liters (cumulative, considering 84.31 crore liters created alone in
FY 2024) for the communities, which is more than 2.5 times the water capacity created compared to the total water consumed in its operations.
137

[Add row]
(5.3.2) Describe where and how environmental risks and opportunities have affected your financial planning.
Row 1
(5.3.2.1) Financial planning elements that have been affected

☑ Revenues
☑ Direct costs
☑ Indirect costs
☑ Capital expenditures

☑ Risks
☑ Opportunities
(5.3.2.3) Environmental issues relevant to the risks and/or opportunities that have affected these financial planning
elements
☑ Climate change
☑ Water
(5.3.2.4) Describe how environmental risks and/or opportunities have affected these financial planning elements
Climate-Related Risks and Opportunities Our analysis indicates that climate-related risks significantly affect financial planning, encompassing both direct and indirect
operating costs, as well as capital expenditures. These risks may disrupt business operations through physical asset damage from flooding or indirectly via reduced
water availability due to increased demand. Such risks can arise from extreme weather events like stronger storms or incremental changes such as rising
temperatures. The pandemic has further prompted a reassessment of our ESG priorities and accelerated our climate initiatives. In line with Marico's low-carbon
138

transition plan and 2030 targets, we will allocate capital toward renewable energy assets and energy conservation. Since FY 2013, we have invested in greener
technologies, enhanced energy efficiency, increased renewable energy use, and integrated sustainability throughout the product lifecycle and supply chain
engagement initiatives, including the “Kalpavriksha” and “Jalashay” programs. Water Management Strategies Marico strategically addresses water-related issues
from both operational and CSR perspectives, recognizing that water shortages can disrupt agricultural commodities and affect food production. To date, we have
created a water conservation capacity of 373 crores liters in water-stressed regions. In FY 2024, we constructed 214 farm ponds (936 farm ponds cumulatively),
resulting in an additional 84.31 crore liters of water conservation potential. Our approach integrates financial planning for sustainable water management initiatives,
involving budgeting, resource allocation, and project prioritization based on impact and feasibility. Our water stewardship initiatives aim for the complete
replenishment of water used in operations while collaborating with communities to address water security challenges.
[Add row]
(5.4) In your organization’s financial accounting, do you identify spending/revenue that is aligned with your organization’s
climate transition?
Identification of spending/revenue that is aligned with Methodology or framework used to assess alignment
your organization’s climate transition with your organization’s climate transition
Select from: Select all that apply

☑ Yes ☑ Other methodology or framework
[Fixed row]
(5.4.1) Quantify the amount and percentage share of your spending/revenue that is aligned with your organization’s
climate transition.
Row 1
(5.4.1.1) Methodology or framework used to assess alignment

Select from:
☑ Other, please specify :Marcio's Climate Transition Plan

139

Select from:
☑ CAPEX
(5.4.1.6) Amount of selected financial metric that is aligned in the reporting year (currency)
865500000
(5.4.1.7) Percentage share of selected financial metric aligned in the reporting year (%)
82.43
(5.4.1.8) Percentage share of selected financial metric planned to align in 2025 (%)
40
(5.4.1.9) Percentage share of selected financial metric planned to align in 2030 (%)
40
(5.4.1.12) Details of the methodology or framework used to assess alignment with your organization’s climate transition
Marico began its sustainability initiatives at manufacturing sites in FY 2013. Over the past decade, we have transitioned to agro-based fuels for boilers and harnessed
wind and solar energy, resulting in 66.5% of our energy being sourced from renewables. We aim to further increase our renewable energy share by expanding solar
and wind applications, either in-house or through external partnerships, with a focus on in-house energy transitions until FY 2025. In the next phase, Marico will
concentrate on reducing emissions associated with raw materials, packaging, and logistics. We recognize that adopting sustainable materials and services may incur
higher costs, necessitating increased financial investment. Therefore, we are planning our budgets for this next phase, which will span FY 2026 to FY 2030, taking
into account current expenditures on material costs.
[Add row]
(5.9) What is the trend in your organization’s water-related capital expenditure (CAPEX) and operating expenditure (OPEX)
for the reporting year, and the anticipated trend for the next reporting year?
(5.9.1) Water-related CAPEX (+/- % change)

140

1.5
(5.9.2) Anticipated forward trend for CAPEX (+/- % change)

20
(5.9.3) Water-related OPEX (+/- % change)

10
(5.9.4) Anticipated forward trend for OPEX (+/- % change)

0

Marico has installed tertiary treatment in one of the plants to recycle treated water for process use. This has caused slight increase in capex in reporting year. This
also impacted increase in OPEX with respect to that change. We plan to replace ETP plant in one of our unit to accommodate increase requirement in FY25 which
will increase our capex budget substantially. However, new technology can help us retaining opex.
[Fixed row]
(5.10) Does your organization use an internal price on environmental externalities?
Use of internal pricing of environmental externalities Environmental externality priced

☑ Yes ☑ Water
[Fixed row]
(5.10.2) Provide details of your organization’s internal price on water.
141

Row 1
(5.10.2.1) Type of pricing scheme

Select from:
☑ Internal fee
(5.10.2.2) Objectives for implementing internal price

☑ Navigate regulations ☑ Setting and/or achieving of water-related policies and targets
☑ Drive water efficiency
☑ Conduct cost-benefit analysis
☑ Drive water-related investment
☑ Influence strategy and/or financial planning
(5.10.2.3) Factors beyond current market price are considered in the price
Select from:
☑ Yes
(5.10.2.4) Factors considered when determining the price

☑ Cost of required measures to achieve water-related targets
☑ Costs of treating water
(5.10.2.5) Calculation methodology and assumptions made in determining the price

Marico is committed to responsible water management and ensuring the sustainability of water resources across all our operations. To support this commitment, we
have gathered comprehensive data on water withdrawals from various sources, including tanker supply, municipal supply, and groundwater, across our operational
units from FY2018 to FY2024. During this period, the total volume of water withdrawn was procured at a cost ranging from INR 20 to 50 per cubic meter. Our analysis
of historical water procurement costs over the past two years indicates an approximate 8% increase in the cost per cubic meter. This rise is primarily attributed to
operational factors such as pumping, labour, and maintenance expenses. To project future costs, we applied this 8% increase to estimate the per cubic meter cost for
142

the year 2030. Additionally, we factored in future water stress scenarios using global secondary tools for our operational units located in various water basins. These
scenarios suggest that water-related costs could rise by 1.2 to 1.4 times due to increased stress on local water resources. Based on these projections, the estimated
water pricing 2030 is expected to range between INR 60 and 80 per cubic meter, varying across different regions and basins. This proactive approach to analysing
future water costs and stress scenarios enables us to manage risks better and ensure sustainable water use across our operations.
(5.10.2.6) Stages of the value chain covered

(5.10.2.7) Pricing approach used – spatial variance

Select from:
☑ Uniform
(5.10.2.9) Pricing approach used – temporal variance

Select from:
☑ Evolutionary
(5.10.2.10) Indicate how you expect the price to change over time
To project future costs, we applied this 8% increase to estimate the per cubic meter cost for the year 2030. Additionally, we factored in future water stress scenarios
using global secondary tools for our operational units located in various water basins. These scenarios suggest that water-related costs could rise by 1.2 to 1.4 times
due to increased stress on local water resources. Based on these projections, the estimated water pricing 2030 is expected to range between INR 60 and 80 per
cubic meter, varying across different regions and basins.
(5.10.2.11) Minimum actual price used (currency per cubic meter)

60
(5.10.2.12) Maximum actual price used (currency per cubic meter)

80
(5.10.2.13) Business decision-making processes the internal water price is applied to

143

☑ Operations ☑ Opportunity management
☑ Product and R&D ☑ Dependencies management
☑ Risk management
☑ Impact management
☑ Capital expenditure
(5.10.2.14) Internal price is mandatory within business decision-making processes

Select from:
☑ Yes, for all decision-making processes
(5.10.2.15) Pricing approach is monitored and evaluated to achieve objectives

Select from:
☑ Yes
(5.10.2.16) Details of how the pricing approach is monitored and evaluated to achieve your objectives
We continuously monitor and assess our water pricing strategies to ensure alignment with our commitment to responsible water management and the sustainability of
water resources across all operations by the following: 1. Data Collection and Monitoring a. Usage Metrics: Collect information on water usage, pricing structures, and
associated costs. Track data such as water volume, pricing tiers, and the impact of pricing changes on overall consumption. b. Cost Accounting: Track expenses
related to water procurement, treatment, and distribution, including any additional costs due to inefficiencies or waste. 2. Benchmarking and Analysis a. Industry
Standards: Compare current water pricing and efficiency measures against industry benchmarks to evaluate the effectiveness of current pricing strategies. b.
Historical Data: Analyse past water pricing data to identify trends and assess the impact of previous pricing adjustments on water consumption and operational
efficiency. 3. Performance Indicators a. Efficiency Metrics: Monitor key performance indicators, such as water usage per unit of production, cost savings from
efficiency measures, and reductions in operational costs. b. Pricing Impact: Assess how different pricing structures affect water consumption patterns and customer
behaviour.
[Add row]
(5.11) Do you engage with your value chain on environmental issues?
144

Engaging with this stakeholder on environmental
Environmental issues covered
issues
Suppliers Select from: Select all that apply

☑ Yes ☑ Climate change
☑ Water
☑ Plastics
Customers Select from: Select all that apply
☑ Water
Investors and shareholders Select from: Select all that apply
☑ Water
Other value chain stakeholders Select from: Select all that apply
☑ Water
[Fixed row]
(5.11.1) Does your organization assess and classify suppliers according to their dependencies and/or impacts on the
environment?
Assessment of supplier dependencies and/or impacts on the environment
145

Assessment of supplier dependencies and/or impacts on the environment
☑ No, we do not currently assess the dependencies and/or impacts of our suppliers, but we plan
to do so within the next two years
Water Select from:
Plastics Select from:
[Fixed row]
(5.11.2) Does your organization prioritize which suppliers to engage with on environmental issues?
Climate change
(5.11.2.1) Supplier engagement prioritization on this environmental issue

Select from:
☑ Yes, we prioritize which suppliers to engage with on this environmental issue
(5.11.2.2) Criteria informing which suppliers are prioritized for engagement on this environmental issue
☑ Procurement spend
146

Marico engages suppliers who are committed to mitigating climate change. Key criteria for prioritization include a supplier's proactive measures to reduce greenhouse
gas emissions and efforts to incorporate renewable energy sources into their operations. Suppliers are evaluated based on their energy efficiency initiatives,
showcasing how they manage their carbon footprints. Additionally, Marico assesses suppliers for their adherence to climate-related regulations and the
implementation of robust climate action plans. Regular reviews and assessments are conducted to ensure compliance and identify areas for potential collaboration on
sustainability projects. This approach not only supports Marico's supply chain resilience but also promotes a culture of continuous improvement among its suppliers.
By focusing on these criteria, Marico aligns its supply chain operations with its broader climate goals and commitments, ensuring that all partners contribute positively
to environmental sustainability. The company aims to foster long-term partnerships that enhance both business performance and environmental responsibility.
Water

Select from:

Marico prioritizes suppliers who demonstrate a strong commitment to water stewardship and conservation. The company evaluates potential suppliers based on their
initiatives to improve water efficiency and implement sustainable water management practices. This includes assessing their compliance with water-related
regulations and encouraging participation in projects that enhance local water availability. Through these criteria, Marico aims to build a resilient supply chain aligned
with its goals for water efficiency and responsible resource management. Collaborating with suppliers enables Marico to positively impact water resources while
fostering sustainable practices throughout its operations. This integrated approach not only supports Marico's environmental objectives but also contributes to the
well-being of local communities that rely on these water resources. By aligning supplier practices with its water conservation strategy, Marico seeks to ensure long-
term sustainability and resilience in its supply chain, ultimately reinforcing its commitment to responsible and sustainable business practices.
Plastics

Select from:
147


Marico is committed to enhancing sustainability in its packaging through active engagement with suppliers. The company prioritizes the use of Forest Stewardship
Council (FSC) certified materials, which ensures that packaging components are sourced from responsibly managed forests, helping to combat deforestation and
support sustainable forestry practices. Marico is also focused on integrating recycled materials into its packaging solutions, aiming to minimize plastic waste and
foster a circular economy. By collaborating with suppliers, Marico encourages them to adopt environmentally friendly practices and innovate in packaging design. This
partnership not only aids in achieving the company's sustainability goals but also promotes a culture of environmental responsibility across the supply chain. Marico's
initiatives in this area contribute significantly to reducing the overall environmental impact of its products, aligning with broader global sustainability efforts. The
company’s commitment to sustainable packaging practices is reflected in its goals to ensure all packaging is recyclable and to phase out non-recyclable materials like
PVC.
[Fixed row]
(5.11.5) Do your suppliers have to meet environmental requirements as part of your organization’s purchasing process?
Climate change
(5.11.5.1) Suppliers have to meet specific environmental requirements related to this environmental issue as part of the
purchasing process
Select from:
☑ Yes, environmental requirements related to this environmental issue are included in our supplier contracts
(5.11.5.2) Policy in place for addressing supplier non-compliance

Select from:
☑ Yes, we have a policy in place for addressing non-compliance
(5.11.5.3) Comment
148

We have shared Code of conduct for business associates as requirement for doing business with Marico. COC document has all relevant ESG requirements for
suppliers.
Water
(5.11.5.1) Suppliers have to meet specific environmental requirements related to this environmental issue as part of the
purchasing process
Select from:
☑ Yes, environmental requirements related to this environmental issue are included in our supplier contracts
(5.11.5.2) Policy in place for addressing supplier non-compliance

Select from:
☑ Yes, we have a policy in place for addressing non-compliance
(5.11.5.3) Comment
We have shared Code of conduct for business associates as requirement for doing business with Marico. COC document has all relevant ESG requirements for
suppliers.
[Fixed row]
(5.11.6) Provide details of the environmental requirements that suppliers have to meet as part of your organization’s
purchasing process, and the compliance measures in place.
Climate change
(5.11.6.1) Environmental requirement

Select from:
☑ Other, please specify :Certification under Samyut Framework
(5.11.6.2) Mechanisms for monitoring compliance with this environmental requirement
149

☑ Certification
(5.11.6.3) % tier 1 suppliers by procurement spend required to comply with this environmental requirement
Select from:
☑ 76-99%
(5.11.6.4) % tier 1 suppliers by procurement spend in compliance with this environmental requirement
Select from:
☑ 76-99%
(5.11.6.7) % tier 1 supplier-related scope 3 emissions attributable to the suppliers required to comply with this
environmental requirement
Select from:
☑ 100%
(5.11.6.8) % tier 1 supplier-related scope 3 emissions attributable to the suppliers in compliance with this environmental
requirement
Select from:
☑ 100%
(5.11.6.9) Response to supplier non-compliance with this environmental requirement

Select from:
☑ Retain and engage
(5.11.6.10) % of non-compliant suppliers engaged

Select from:
☑ Less than 1%
150

(5.11.6.11) Procedures to engage non-compliant suppliers
☑ Providing information on appropriate actions that can be taken to address non-compliance
(5.11.6.12) Comment
Marico expects its business associates to align their business practices with ESG and Marico's sustainability vision. Suppliers have to undergo 5 step process - 1.
Onboarding requirements qualification (quality/ commercial and ESG basic checks) 2. Code of conduct for business associates 3. Level 1 certification 4. Level 2
certification 5. Level 3 certification Marico assists its suppliers on this maturity path to create positive impact on ESG.
Water
(5.11.6.1) Environmental requirement

Select from:
☑ Other, please specify :Certification under Samyut Framework
(5.11.6.2) Mechanisms for monitoring compliance with this environmental requirement

☑ Certification
(5.11.6.3) % tier 1 suppliers by procurement spend required to comply with this environmental requirement
Select from:
☑ 76-99%
(5.11.6.4) % tier 1 suppliers by procurement spend in compliance with this environmental requirement
Select from:
☑ 100%
(5.11.6.9) Response to supplier non-compliance with this environmental requirement
151

Select from:
☑ Retain and engage
(5.11.6.10) % of non-compliant suppliers engaged

Select from:
☑ Less than 1%
(5.11.6.11) Procedures to engage non-compliant suppliers

☑ Providing information on appropriate actions that can be taken to address non-compliance
(5.11.6.12) Comment
Marico expects its business associates to align their business practices with ESG and Marico's sustainability vision. Suppliers have to undergo 5 step process - 1.
Onboarding requirements qualification (quality/ commercial and ESG basic checks) 2. Code of conduct for business associates 3. Level 1 certification 4. Level 2
certification 5. Level 3 certification Marico assists its suppliers on this maturity path to create positive impact on ESG.
[Add row]
(5.11.7) Provide further details of your organization’s supplier engagement on environmental issues.
Climate change
(5.11.7.2) Action driven by supplier engagement

Select from:
☑ Circular economy
(5.11.7.3) Type and details of engagement
Innovation and collaboration

☑ Collaborate with suppliers on innovations to reduce environmental impacts in products and services
☑ Collaborate with suppliers to develop reuse infrastructure and reuse models
152

(5.11.7.4) Upstream value chain coverage
(5.11.7.5) % of tier 1 suppliers by procurement spend covered by engagement

Select from:
☑ 100%
(5.11.7.6) % of tier 1 supplier-related scope 3 emissions covered by engagement

Select from:
☑ 100%
(5.11.7.9) Describe the engagement and explain the effect of your engagement on the selected environmental action
Marico engages with all suppliers through its responsible sourcing program. Program following steps - 1. Onboarding post qualifying required criteria 2. Supplier COC
awareness 3. Level 1 certification 4. Level 2 certification 5. Level 3 certification. Maturity of program increases in each steps and Marico works with suppliers for
capability building. We are observing improvement in overall impact, however, we have not yet quantified impact.
(5.11.7.10) Engagement is helping your tier 1 suppliers meet an environmental requirement related to this environmental
issue
Select from:
☑ Yes, please specify the environmental requirement :Energy management system
(5.11.7.11) Engagement is helping your tier 1 suppliers engage with their own suppliers on the selected action
Select from:
☑ Yes
Water
153

Select from:
Capacity building
☑ Other capacity building activity, please specify :Level one


Select from:
☑ 100%
(5.11.7.7) % tier 1 suppliers with substantive impacts and/or dependencies related to this environmental issue covered by
engagement
Select from:
☑ None
154

(5.11.7.10) Engagement is helping your tier 1 suppliers meet an environmental requirement related to this environmental
issue
Select from:
☑ Yes, please specify the environmental requirement :Water management plan
Select from:
☑ Yes
Plastics

Select from:
Innovation and collaboration

☑ Collaborate with suppliers on innovations to reduce environmental impacts in products and services


Select from:
☑ 100%
155

Select from:
☑ Yes
[Add row]
(5.11.9) Provide details of any environmental engagement activity with other stakeholders in the value chain.
Climate change
(5.11.9.1) Type of stakeholder

Select from:
☑ Other value chain stakeholder, please specify :Community living in geographies where Marico has operations or Marico raw materials are getting cultivated
Other
☑ Other, please specify :Marico runs social forestry programs with community and helps them to improve their livelihood by creating a better environment as
well as opportunities for earning.
(5.11.9.3) % of stakeholder type engaged

Select from:
☑ 1-25%
(5.11.9.4) % stakeholder-associated scope 3 emissions

156

Select from:
☑ None
(5.11.9.5) Rationale for engaging these stakeholders and scope of engagement

Marico wanted to provide better environment for communities living around their indirect area.
(5.11.9.6) Effect of engagement and measures of success

Program is designed to create goodwill for Marico and also to ensure better livelihood for people. We monitor actual plantations, health of plants. We also conduct
third party impact assessment to understand overall benefit to the expected stakeholders. Overall result is very positive for past 3 years.
Water
(5.11.9.1) Type of stakeholder

Select from:
☑ Other value chain stakeholder, please specify :Community living in geographies where Marico has operations or Marico raw materials are getting cultivated
Education/Information sharing
☑ Other education/information sharing, please specify :Water management and conservation practices
Other
☑ Other, please specify :Rain water conservation in water stress areas
(5.11.9.3) % of stakeholder type engaged

Select from:
☑ 1-25%
(5.11.9.5) Rationale for engaging these stakeholders and scope of engagement
157

Marico's 2030 ambition has "Water stewardship" as critical focus area. We intend to create more water conservation potential for society than we use in our
operations. Hence we are running program called "Jalashay" for rain water conservation. Water is made available for free of cost to society for domestic and
agriculture use.
(5.11.9.6) Effect of engagement and measures of success

Program is designed to create goodwill for Marico and also to ensure better livelihood for people. We monitor actual water conservation potential created, water
withdrawal through rainfall data and local study. We also conduct third party impact assessment to understand overall benefit to the expected stakeholders. Overall
result is very positive for past 3 years. Marico Jalgaon plant is certified for creating more water conservation potential than its consumption in past reporting year.
[Add row]
158

C6. Environmental Performance - Consolidation Approach
(6.1) Provide details on your chosen consolidation approach for the calculation of environmental performance data.
Climate change
(6.1.1) Consolidation approach used

Select from:
☑ Operational control
(6.1.2) Provide the rationale for the choice of consolidation approach

In line with Marico's target-setting practices, we have adopted an operational control approach to enhance our direct management capabilities for more accurate,
effective, and comprehensive measurement and improvement of environmental performance. This approach also provides transparency and accountability in our
reporting and enables the implementation of effective mitigation strategies. It also ensures greater consistency and clarity in reporting and reduces ambiguity by
clearly defining which entity is accountable for specific environmental outcomes. The operational KPIs related to climate change that are used for consolidating
environmental performance data include Renewable energy share across operations, GHG Inventory (Scope 1, 2 and 3), Decarbonization projects, Sustainable built
environment certifications and low-carbon technology upgrades
Water

Select from:

clearly defining which entity is accountable for specific environmental outcomes. The operational KPIs related to water that are used for consolidating environmental
159

performance data include water withdrawal from various sources, water consumption intensity, total quantity of rainwater collected and stored for usage in
manufacturing units, water recycling etc.
Plastics

Select from:

clearly defining which entity is accountable for specific environmental outcomes. Plastics are used for primary or secondary packaging of our product portfolio. As a
majority, the plastics are produced in dedicated third-party manufacturing units. Marico has direct operational control on these facilities. The KPIs related to plastics
that are used for consolidating environmental performance data include recyclability share, use of recycled plastic content in packaging etc
Biodiversity

Select from:

clearly defining which entity is accountable for specific environmental outcomes. Biodiversity conservation and ecosystem restoration is undertaken within Marico
facilities through carbon forestry using Miyawaki principles. The total number of trees and spread (in acreage) is used for consolidation of environmental performance
data
[Fixed row]
160

C7. Environmental performance - Climate Change
(7.1.1) Has your organization undergone any structural changes in the reporting year, or are any previous structural
changes being accounted for in this disclosure of emissions data?
(7.1.1.1) Has there been a structural change?

☑ Yes, other structural change, please specify :Marico used to report "Intensity" of emissions, water and other parameters with respect to domestic revenue
in India. We have now aligned to SEBI BRSR methodology to use "Standalone revenue" to calculate intensity figures. This is mentioned in BRSR.
(7.1.1.2) Name of organization(s) acquired, divested from, or merged with

No organization is acquired, divested from or merged with for scope of environmental parameters. However, we want to align disclosure to BRSR methodology and
hence we have done the following change. Change is with respect to alignment with SEBI BRSR guidelines on usage of "Standalone revenue" for intensity
calculation.
(7.1.1.3) Details of structural change(s), including completion dates

Change is with respect to alignment with SEBI BRSR guidelines on usage of "Standalone revenue" for intensity calculation. Change is applicable only for intensity
calculations (current and past years) and no emissions or methodology for past or present year is changed.
[Fixed row]
(7.1.2) Has your emissions accounting methodology, boundary, and/or reporting year definition changed in the reporting
year?
161

Change(s) in methodology, boundary, and/or reporting year definition?

☑ No
[Fixed row]
(7.1.3) Have your organization’s base year emissions and past years’ emissions been recalculated as a result of any
changes or errors reported in 7.1.1 and/or 7.1.2?
Base year emissions recalculation

Base year recalculation policy, including significance Past years’ recalculation
threshold
Select from: Not Applicable Select from:

☑ No, because the impact does not meet our ☑ No
significance threshold
[Fixed row]
(7.3) Describe your organization’s approach to reporting Scope 2 emissions.
(7.3.1) Scope 2, location-based

Select from:
☑ We are reporting a Scope 2, location-based figure
(7.3.2) Scope 2, market-based

162

Select from:
☑ We have no operations where we are able to access electricity supplier emission factors or residual emissions factors and are unable to report a Scope 2,
market-based figure
(7.3.3) Comment
All of our manufacturing facilities receive electricity from the regional grid system. The scope 2 emissions due to the consumption of purchased electricity have been
calculated using a location-based approach, adopting the most recent grid-average emission factor data for the Indian grid generation mix.
[Fixed row]
(7.4.1) Provide details of the sources of Scope 1, Scope 2, or Scope 3 emissions that are within your selected reporting
boundary which are not included in your disclosure.
Row 1
(7.4.1.1) Source of excluded emissions

Corporate office is excluded from the reporting boundary
(7.4.1.2) Scope(s) or Scope 3 category(ies)

☑ Scope 1
☑ Scope 2 (location-based)
(7.4.1.3) Relevance of Scope 1 emissions from this source

Select from:
☑ Emissions are relevant but not yet calculated
(7.4.1.4) Relevance of location-based Scope 2 emissions from this source

Select from:
☑ Emissions are relevant but not yet calculated
163

(7.4.1.8) Estimated percentage of total Scope 1+2 emissions this excluded source represents
0.1
(7.4.1.10) Explain why this source is excluded

Marico has excluded emissions from its corporate office from the assessment, as they are relatively minor compared to its operational activities. This allows Marico to
prioritize its focus on the more significant emissions from its operations. However, we plan to incorporate these emissions from FY 25 disclosure.
(7.4.1.11) Explain how you estimated the percentage of emissions this excluded source represents
Estimates are based on business activity carried out that place
[Add row]
(7.5) Provide your base year and base year emissions.
Scope 1
(7.5.1) Base year end

03/31/2013
(7.5.2) Base year emissions (metric tons CO2e)

13383.4
(7.5.3) Methodological details

The scope 1 emissions for Marico are from the use of fuels within our own operations boundary along with the refrigerants and fire extinguishers used within plant
premises. This primarily includes diesel consumption. Marico's baseline emissions data has been externally verified by DNV GL. The same is available in the
Assurance statement enclosed in Page 389 of the FY22 Link - https://sustainability.marico.com/pdfs/Marico_Annual_Report_FY22.pdf
Scope 2 (location-based)

164

03/31/2013

11387

The scope 2 emissions are form the electricity imported from the grid. We do not have any heating or cooling activity contributing to scope 2 emissions. Marico's
baseline emissions data has been externally verified by DNV GL. The same is available in the Assurance statement enclosed in Page 389 of the FY22 Link -
https://sustainability.marico.com/pdfs/Marico_Annual_Report_FY22.pdf
Scope 2 (market-based)

03/30/2013

0.0

We have no operations where we are able to access electricity supplier emission factors or residual emission factors. Hence, we are unable to report scope 2,
market-based figure
Scope 3 category 1: Purchased goods and services

03/31/2019

380562
165

The emissions from purchased raw materials (including packaging materials) in the reporting year are accounted for under this category. The calculation is done
basis the number of materials sourced and consumed by the Company. The data for each raw material and packaging material quantity is taken from the Company's
central database. Marico's Scope 3 emissions is externally assured by DNV GL. The same is available in the Assurance statement enclosed in Page 362 of the FY20
Link - https://sustainability.marico.com/pdfs/Annual-Report-FY-2019-20.pdf
Scope 3 category 2: Capital goods

03/31/2019

0.0

Considering the nature of our business, we do not include the embedded emissions associated with capital goods. Our capital assets (factories and equipment) have
long lifespans useful lives and their relative footprint is small as compared to the footprint of the volume of products they produce over their lifespans.
Scope 3 category 3: Fuel-and-energy-related activities (not included in Scope 1 or 2)

03/31/2019

7862.0

This category includes the WTT emissions from amount of fuel consumed in scope 1 and scope 2 emissions. The Company has reported the emissions related to the
production of fuels and electricity purchased and consumed in the reporting year. The quantities of fuel and electricity consumed are sourced from the Company
166

central database and multiplied by the average emission factor of each fuel type based on the default factor database from the LCA tool (GaBi) to arrive at overall
emissions.
Scope 3 category 4: Upstream transportation and distribution

03/31/2019

42512.0

The emissions form this category includes emissions from transportation or material movement for raw material, packaging material and finished goods (Marico-
owned traded) till depot level covering all types of goods transportation from vendor to plant location or 3P location.
Scope 3 category 5: Waste generated in operations

03/31/2019

14184.0

This category includes the emissions from the waste generated from our operations, disposal method adopted and distance of disposal. The waste quantities are
sourced from the Company's central database.
Scope 3 category 6: Business travel

167

03/31/2019

1639.0

The category includes the emission-related to business travel by Marico India employees using air, rail, and road transport during the reporting year. Regarding air
travel, the distance is captured in the booking system and is provided by the travel desk partner.
Scope 3 category 7: Employee commuting

03/31/2019

1124.0

The category includes the emissions from daily work commute of total number of employees who commuted to offices (incl salesforce and plants) and average
commute distance from home to office as per the different modes of transport
Scope 3 category 8: Upstream leased assets

03/31/2019

27013.0
168

Emission from the third-party manufacturing facilities dedicated for the Marico products and depots where finished goods are transported and stored for the
distribution are considered for the calculation. Depot energy data has been extrapolated from the sample data considered for the calculation. Energy consumed in the
operations in form of diesel and electricity has been calculated and multiplied with the GaBi emission factor (including scope 2 and scope 3 emission of fuel) is
considered for the calculation.
Scope 3 category 9: Downstream transportation and distribution

03/31/2019

3665.0

As per GHG protocol, Marico does not have any operational control over depots/warehouses located at the downstream supply chain for further distribution of
products. Hence, emission occurring for the distribution activity from the depots to the consumers is considered under this category. Considering the complexity of the
distribution data to end consumers, the average distance travelled from depot to consumer reach out is assumed and extrapolated on the quantities of the finished
goods and multiplied with the GaBi distance factor to obtain emission from the category.
Scope 3 category 10: Processing of sold products

03/31/2019

0.0
169

All the products in the Marico portfolio are meant for direct use or consumption. There is no further processing involved and hence not relevant.
Scope 3 category 11: Use of sold products

03/31/2019

0.0

This source is not relevant since Marico is into the production of consumer goods. All our products are meant for direct use or consumption. They do not result in
emissions during the use phase.
Scope 3 category 12: End of life treatment of sold products

03/31/2019

29108.0

Emissions from this category are from packaging material only as all Marico products are either consumed or applied during the end-of-life treatment. Total packaging
material used as category 1 will be considered as EoL treatment of product. After the product is consumed by the end-consumer, product packaging is left in form of
the sachet, pouches, and empty bottles of different plastic types. For coverage of end-to-end product life cycle emissions, the category is relevant.
Scope 3 category 13: Downstream leased assets

170

03/31/2019

0.0

The operational boundary of Marico does not include any downstream leased assets.
Scope 3 category 14: Franchises

03/31/2019

0.0

We do not have any franchises to account for this category
Scope 3 category 15: Investments

03/31/2019

0.0
171

This is not relevant as we are into the production of consumer goods.
Scope 3: Other (upstream)

03/31/2019

0.0

Emission from upstream transportation and assets are accounted. No other emissions are applicable.
Scope 3: Other (downstream)

03/31/2019

0.0

Emissions related to transportation of finished goods are accounted. No other downstream emissions.
[Fixed row]
(7.6) What were your organization’s gross global Scope 1 emissions in metric tons CO2e?
Reporting year
172

(7.6.1) Gross global Scope 1 emissions (metric tons CO2e)
1052.61

We have calculated the scope 1 emission using the following standards and protocols: 1. Indian GHG Inventory Programme 2. IPCC Guidelines for National
Greenhouse Gas Inventories, 2006 3. The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)
Past year 1

779.9
(7.6.2) End date

03/30/2023

Past year 2

621.9
(7.6.2) End date

03/30/2022
173

Past year 3

472.5
(7.6.2) End date

03/30/2021

Past year 4

1379.6
(7.6.2) End date

03/30/2020

Past year 5

174

2893.25
(7.6.2) End date

03/30/2019

[Fixed row]
(7.7) What were your organization’s gross global Scope 2 emissions in metric tons CO2e?
Reporting year
(7.7.1) Gross global Scope 2, location-based emissions (metric tons CO2e)

9712.4
(7.7.2) Gross global Scope 2, market-based emissions (metric tons CO2e) (if applicable)
0

We have calculated the scope 2 emission using the following standards and protocols: 1. Indian GHG Inventory Program 2. IPCC Guidelines for National Greenhouse
Gas Inventories, 2006 3. The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition) We calculate scope 2 location-based
emissions.
Past year 1

11775.8
175

0
(7.7.3) End date

03/30/2023

Greenhouse Gas Inventories, 2006 3. The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition) We calculate scope 2
location-based emissions.
Past year 2

10309
0
(7.7.3) End date

03/30/2022

Past year 3
176

8772
0
(7.7.3) End date

03/30/2021

Past year 4

12140.4
0
(7.7.3) End date

03/30/2020

177

Past year 5

14215.9
0
(7.7.3) End date

03/30/2019

[Fixed row]
(7.8) Account for your organization’s gross global Scope 3 emissions, disclosing and explaining any exclusions.
Purchased goods and services
(7.8.1) Evaluation status

Select from:
☑ Relevant, calculated
(7.8.2) Emissions in reporting year (metric tons CO2e)

427797
(7.8.3) Emissions calculation methodology

178

☑ Average data method
(7.8.4) Percentage of emissions calculated using data obtained from suppliers or value chain partners
0

The raw material and packaging material (PM) data is collected from the SAP report (boundary covered - entire India operations (Plants, 3P, and Food 3Ps).
Emission Calculation: - [raw materials consumption for all major categories x conversion factors for kg conversion x Emission factors] [material consumption for all
major categories x conversion factors for kg conversion x Emission factor]/1000 Total emissions tco2e(MT)
Capital goods

Select from:

3947

☑ Average spend-based method
0
179

For many of the Manufacturing Plants, emissions from capital goods are relatively insignificant compared to other Scope 3 categories, based on Scope 3 materiality
assessments. Emissions from Capital goods are calculated using the spend-based method through the GHG Protocol and IPCC Guidelines.
Fuel-and-energy-related activities (not included in Scope 1 or 2)

Select from:

4257

0

The calculations have been conducted in accordance with IPCC guidelines and the GHG Protocol; the relevant emission factors have been based on the default
factor database from the LCA tool (GaBi) to arrive at overall emissions, which are the total emissions resulting from the quantity of fuel used. The quantities of fuel
and electricity consumed are sourced from the Company's central database and multiplied by the average emission factor of each fuel type. Emission Calculation: -
Fuel consumption x Emission factors/1000 Total emissions tCO2e
Upstream transportation and distribution

Select from:
180

51123

☑ Distance-based method
0

Material movement for raw materials, packaging materials, and finished goods (Marico-owned traded) until depot level covers all types of goods transportation from
vendor to plant location or 3P location. Emission Calculation: Material quantity in tonne x conversion factor (if applicable) x distance between supplying and receiving
unit in km * road/ocean (whichever applicable) emission factor/1000 Total emissions in tco2e Assumptions: - Avg Purchase to Pay distance Zipcode distances
sourced from Google Maps. Ocean freight distances plotted on seaports.com Split of road and ocean freight with separate emission factors applicable to each Marico
has determined the mode of transportation and distance for the materials trans‐ported during the reporting year. This is multiplied by the mass-distance emission
factor (adopted based on GaBi LCA tool emission factors) basis the type of vehicle used to arrive at overall emissions.
Waste generated in operations

Select from:

6852

181

☑ Waste-type-specific method
0

We have quantified the total waste generated from our operations, along with the respective disposal methods. Emission Calculation: (Total waste generated across
all facilities Emission factor) / 1000 Total emissions in tCO2e Key Assumptions: 1. Waste sent to authorized recyclers or sold on a monthly basis is accounted for in
the calculations. 2. Emission factors for each waste category are derived from the default factor database in the LCA tool (GaBi) and applied to the waste quantities to
estimate overall emissions.
Business travel

Select from:

2011

0
182

Air Travel: Data is sourced from the flight booking portal provided by the travel desk. The carbon footprint for each route is calculated using the IAO Emission
Calculator. Rail Travel: Passenger-kilometers for rail travel are estimated based on total expenditure. Road Travel: Data on total kilometers traveled for business
purposes is provided by the travel desk. Emission Calculations: - Total emissions from air travel (in tCO2e): Distance traveled Emission factor (in kgCO2) / 1000 -
Total emissions from rail travel (in tCO2e):Rail travel spend / Standard tariff / Distance (km) 0.00795 / 1000 - Total emissions from road travel (in tCO2e): Distance
traveled (in km) Emission factor (in kgCO2) / 1000 Total emissions Air travel emissions Rail travel emissions Road travel emissions. Assumptions: - The average
standard tariff for rail travel is INR 1.5/km. - Emission factors for transport are derived from the India GHG Program Emission Factors.
Employee commuting

Select from:

736

0

The emissions were calculated based on the total number of employees commuting to offices (including salesforce and plant personnel) and the average commute
distance from home to office. Emission Calculation: For each transport mode: Σ (Total number of employees % of employees using the transport mode One-way
commute distance (in vehicle-km or passenger-km) 2 Working days per year Emission factor for the transport mode (kg CO2e/vehicle-km or kg CO2e/passenger-
km)) / 1000 Assumptions: Number of working days in FY24: 300 Average commute distance: 50 km Emission factor (kg CO2/km) [uplift not considered]: 0.04939
Upstream leased assets
183

Select from:

29698

0

The built-up area of all depots is considered, and the actual emissions of depots with significant footprints are measured regionally. The emissions for each region are
averaged to determine the tCO2 per square foot of built-up area. These regional averages are then extrapolated to estimate and sum the total emissions for depots
across all regions. 3P Manufacturing: Emission Calculation: For depots and third-party (3P) manufacturing, the following method is used: [Electricity
consumption(kwh)x Scope 1 Emission factor (0.82) Scope 3 emission factor (0.26)] [Fuel consumption(ltr)Scope 1 emission factor (2.641) Fuel Consumption Scope
3 emission factor (0.4648*)] total emissions in tco2e Energy consumption per SKU Σ(Total energy consumed / No. Of products made for SKU) Assumptions: 1. Only
dedicated 3P manufacturers are considered. 2. *Density (0.83) is factored into the Scope 3 fuel consumption emission factor estimation.
Downstream transportation and distribution

Select from:
184

4770

0

Emissions are calculated using secondary sales data from MCSI, an online data recording tool developed by Marico's IT team. The average transportation distance is
determined by calculating the weighted average of the longest, moderate, and shortest distances to depots. This distance, along with the tonnage of goods
transported, is used to compute the ton-kilometers for all Marico brands (both manufactured and traded). Emission Calculation aligned with GHG Protocol and IPCC
Guidelines: Downstream distance (km) Total finished goods sold (kg) Emission factor Total emissions in tCO2e Assumptions: 1. Downstream distance (202 km):
This represents the weighted average distance, combining the sampled LMH distributor distance to each depot (177 km) and an assumed retail leg distance of 25 km.
2. Retail leg distance (25 km): This includes an estimated 20 km from the distributor to the retailer and 5 km from the retailer to the consumer.
Processing of sold products

Select from:
☑ Not relevant, explanation provided

All of the products in the Marico portfolio are meant for direct use or consumption. There is no further processing involved, and hence, they are not relevant.
Use of sold products

Select from:
185


This source is not relevant since Marico is into the production of consumer goods. All our products are meant for direct use or consumption. They do not result in
significant emission generation during the use phase.
End of life treatment of sold products

Select from:

29061

☑ Waste-type-specific method
0

Emissions are accounted from packaging materials, as all Marico products are either consumed or applied during their end-of-life treatment. The total packaging
material used, classified as Category 1, is considered for end-of-life treatment emissions. Emission Calculation: (Post-consumer packaging material for all major
categories (in kg) Emission factor (kg CO2e/kg)) / 1000 Total emissions in tCO2e Assumption: All packaging material remaining after the final product reaches the
consumer is classified as end-of-life.
Downstream leased assets
186

Select from:

The operational boundary of Marico does not include any downstream leased assets
Franchises

Select from:

We do not have any franchises to account for this category
Investments

Select from:

501

☑ Other, please specify :Equity Share Method
187

0

We have calculated emissions from investments aligned with GHG protocol and IPCC guidelines Emission calculations: (scope 1 and scope 2 emissions of equity
investment share of equity (%))
Other (upstream)

Select from:

Emission from upstream transportation and assets are accounted. No other emissions are applicable.
Other (downstream)

Select from:

No other downstream emissions are applicable
[Fixed row]
(7.8.1) Disclose or restate your Scope 3 emissions data for previous years.
188

Past year 1
(7.8.1.1) End date

03/30/2023
(7.8.1.2) Scope 3: Purchased goods and services (metric tons CO2e)

410168
(7.8.1.3) Scope 3: Capital goods (metric tons CO2e)

694
(7.8.1.4) Scope 3: Fuel and energy-related activities (not included in Scopes 1 or 2) (metric tons CO2e)
4421
(7.8.1.5) Scope 3: Upstream transportation and distribution (metric tons CO2e)

53368
(7.8.1.6) Scope 3: Waste generated in operations (metric tons CO2e)

8226
(7.8.1.7) Scope 3: Business travel (metric tons CO2e)

1403
(7.8.1.8) Scope 3: Employee commuting (metric tons CO2e)

910
(7.8.1.9) Scope 3: Upstream leased assets (metric tons CO2e)
189

34860
(7.8.1.10) Scope 3: Downstream transportation and distribution (metric tons CO2e)

4799
(7.8.1.11) Scope 3: Processing of sold products (metric tons CO2e)

0
(7.8.1.12) Scope 3: Use of sold products (metric tons CO2e)

0
(7.8.1.13) Scope 3: End of life treatment of sold products (metric tons CO2e)
27989
(7.8.1.14) Scope 3: Downstream leased assets (metric tons CO2e)

0
(7.8.1.15) Scope 3: Franchises (metric tons CO2e)

0
(7.8.1.16) Scope 3: Investments (metric tons CO2e)

287
(7.8.1.17) Scope 3: Other (upstream) (metric tons CO2e)

0
(7.8.1.18) Scope 3: Other (downstream) (metric tons CO2e)
190

0
(7.8.1.19) Comment
All relevant categories covered.
Past year 2
(7.8.1.1) End date

03/30/2022

440697

0
4657

43067

9956

394
191

755

30144

3597

0

0
27925

0

0

0
192

0

0
(7.8.1.19) Comment
All relevant categories covered
Past year 3
(7.8.1.1) End date

03/30/2021

405378

0
2851

38434
193

6683

597

464

24817

4008

0

0
32914

0
194

0

0

0

0
(7.8.1.19) Comment
All relevant categories covered.
Past year 4
(7.8.1.1) End date

03/30/2020

361548

0
6870
195

41073

12138

1668

1208

24751

3748

0

0
28044
196

0

0

0

0

0
(7.8.1.19) Comment
Past year 5
(7.8.1.1) End date

03/30/2019

380562
197

0
7862

42512

14184

1639

1124

27013

3665

0
198

0
29108

0

0

0

0

0
(7.8.1.19) Comment
[Fixed row]
(7.9) Indicate the verification/assurance status that applies to your reported emissions.
199

Verification/assurance status
Scope 1 Select from:

☑ Third-party verification or assurance process in place
Scope 2 (location-based or market-based) Select from:
Scope 3 Select from:
[Fixed row]
(7.9.1) Provide further details of the verification/assurance undertaken for your Scope 1 emissions, and attach the
relevant statements.
Row 1
(7.9.1.1) Verification or assurance cycle in place

Select from:
☑ Annual process
(7.9.1.2) Status in the current reporting year

Select from:
☑ Complete
(7.9.1.3) Type of verification or assurance

Select from:
☑ Reasonable assurance
200

(7.9.1.4) Attach the statement
1724222054714-marico-brsr-2024-pdf.pdf

Page 1: Independent Assurance Statement
(7.9.1.6) Relevant standard

Select from:
☑ ISAE3000
(7.9.1.7) Proportion of reported emissions verified (%)

100
[Add row]
(7.9.2) Provide further details of the verification/assurance undertaken for your Scope 2 emissions and attach the relevant
statements.
Row 1
(7.9.2.1) Scope 2 approach

Select from:
☑ Scope 2 location-based

Select from:
☑ Annual process

201

Select from:
☑ Complete

Select from:
☑ Reasonable assurance

1724222054714-marico-brsr-2024-pdf.pdf
(7.9.2.6) Page/ section reference

Page 1: Independent Assurance Statement

Select from:
☑ ISAE3000

100
[Add row]
(7.9.3) Provide further details of the verification/assurance undertaken for your Scope 3 emissions and attach the relevant
statements.
Row 1
(7.9.3.1) Scope 3 category

202

☑ Scope 3: Investments ☑ Scope 3: Purchased goods and services
☑ Scope 3: Capital goods ☑ Scope 3: Waste generated in operations
☑ Scope 3: Business travel ☑ Scope 3: End-of-life treatment of sold products
☑ Scope 3: Employee commuting ☑ Scope 3: Upstream transportation and distribution
☑ Scope 3: Upstream leased assets ☑ Scope 3: Downstream transportation and distribution
☑ Scope 3: Fuel and energy-related activities (not included in Scopes 1 or 2)

Select from:
☑ Annual process

Select from:
☑ Complete

Select from:
☑ Limited assurance

1724308699459-marico-limited-assurance-statement-pdf.pdf

Page 1: Scope & boundary of assurance

Select from:
☑ ISAE3000
203

100
[Add row]
(7.10.1) Identify the reasons for any change in your gross global emissions (Scope 1 and 2 combined), and for each of
them specify how your emissions compare to the previous year.
Change in renewable energy consumption
(7.10.1.1) Change in emissions (metric tons CO2e)

1976.82
(7.10.1.2) Direction of change in emissions

Select from:
☑ Decreased
(7.10.1.3) Emissions value (percentage)

15.7
(7.10.1.4) Please explain calculation

Marico's gross emissions (Scope 1 2) for the current reporting year amount to 10,765 metric tons of CO2e, compared to 12,555.7 metric tons of CO2e in the previous
year. This represents a reduction of 1790.7 metric tons of CO2e, equivalent to a 14.26% decrease. The change in emissions, from 12,555.7 to 10,765 metric tons, is
attributed to three key factors: 1. Decrease due to procuring more energy from the renewable sources 2. Decrease due to energy reduction activities. 3. Increase due
to increase in production In FY 2024, total renewable electrical energy consumption reached 9629.53 MWh, compared to 6868.61 MWh in FY 2023. Emission
reduction is calculated using formula; (Emissions avoided avoided due to renewable electrical energy in FY24- Emissions avoided avoided due to renewable electrical
energy in FY23)/ total emissions in FY 2023 100. (9629.53-6868.61)/ 12555.7) 100 15.7%.
Other emissions reduction activities
204

228.31

Select from:
☑ Decreased

1.82

Marico's gross emissions (Scope 1 2) for the current reporting year amount to 10,765 metric tons of CO2e, compared to 12,555.7 metric tons of CO2e in the previous
year. This represents a reduction of 1790.7 metric tons of CO2e, equivalent to a 14.26% decrease. The change in emissions, from 12,555.7 to 10,765 metric tons, is
attributed to three key factors: 1. Decrease due to procuring more energy from the renewable sources 2. Decrease due to energy reduction activities. 3. Increase due
to increase in production Emissions avoided due to various activities in operations caused saving of emissions of 228.31 tCO2e. % emissions change is calculated
using below formula. Emissions avoided in FY24/ total scope 1 2 emissions in FY24 100 228.31/12555.7 100 1.82%
Divestment

0

Select from:
☑ No change

0
205

Not Applicable
Acquisitions

0

Select from:
☑ No change

0

Not Applicable
Mergers

0

Select from:
☑ No change

206

0

Not Applicable
Change in output

414.34

Select from:
☑ Increased

3.3

Marico production volume has increased by 3.3%, which caused increase in emissions of 414.34 tCO2e. Calculation- Emissions increased in FY 24 due to increase
in production/ Gross scope 1 2 emission of FY 23 100. 414.37 / 12555.7 3.3 %
Change in methodology

0

Select from:
☑ No change
207

0

Not Applicable
Change in boundary

0

Select from:
☑ No change

0

Not Applicable
Change in physical operating conditions

0

Select from:
208

☑ No change

0

Not Applicable
Unidentified

0

Select from:
☑ No change

0

Not Applicable
Other

0
209

Select from:
☑ No change

0

Not Applicable
[Fixed row]
(7.12.1) Provide the emissions from biogenic carbon relevant to your organization in metric tons CO2.
CO2 emissions from biogenic carbon (metric

Comment
tons CO2)
8141.28 These emissions are related to biomass used as fuels within our
manufacturing operations
[Fixed row]
(7.13.1) Account for biogenic carbon data pertaining to your direct operations and identify any exclusions.
Sequestration during land use change
(7.13.1.1) Emissions (metric tons CO2)

0
210

(7.13.1.2) Methodology
☑ Other, please specify

Not Applicable
CO2 emissions from biofuel combustion (land machinery)

0

Not Applicable
CO2 emissions from biofuel combustion (processing/manufacturing machinery)

8141.28
☑ Other, please specify :GHG gas protocol's cross sector tool (IPCC 2006 Guidelines for National Greenhouse Gas Inventories)
211

These emissions are related to biomass used as fuels within our manufacturing operations
CO2 emissions from biofuel combustion (other)

0

Not Applicable
[Fixed row]
(7.14) Do you calculate greenhouse gas emissions for each agricultural commodity reported as significant to your
business?
(7.14.1) GHG emissions calculated for this commodity

Select from:
☑ Yes
(7.14.2) Reporting emissions by

Select from:
☑ Total
212

(7.14.3) Emissions (metric tons CO2e)
12657.4
(7.14.4) Denominator: unit of production

Select from:
☑ Unit of product
(7.14.5) Change from last reporting year

Select from:
☑ Lower

In FY 2024, the emissions from the Oats production have decreased by 2.55% compared to FY 2023. Threshold: Lower (Reduction within 2-5% compared to previous
year); Much Lower ( 5% compared to previous year), About same - 0- 2% compared to previous year, Higher (Increase within 2- 5%compared to previous year);
Much Higher (5% compared to previous year)

Select from:
☑ Yes

Select from:
☑ Total

120296.5
213

Select from:
☑ Unit of product

Select from:
☑ Much lower

In FY 2024, the emissions from edible oils have decreased by 30.6% compared to FY 2023. Threshold: Lower (Reduction within 2-5% compared to previous year);
Much Lower ( 5% compared to previous year), About same - 0- 2% compared to previous year, Higher (Increase within 2- 5%compared to previous year); Much
Higher (5% compared to previous year)
Soy

Select from:
☑ Yes

Select from:
☑ Total

412.1

Select from:
214

☑ Unit of product

Select from:
☑ Much lower

In FY 2024, the emissions from Soy have decreased by more than 10% compared to FY 2023. Threshold: Lower (Reduction within 2-5% compared to previous year);
Much Lower ( 5% compared to previous year), About same - 0- 2% compared to previous year, Higher (Increase within 2- 5%compared to previous year); Much
Higher (5% compared to previous year)
Other commodity

Select from:
☑ Yes

Select from:
☑ Total

108171.2

Select from:
☑ Unit of product

215

Select from:
☑ Higher

This is related copra. In FY 2024, the emissions from Copra have decreased by 2.77% compared to FY 2023. Threshold: Lower (Reduction within 2-5% compared to
previous year); Much Lower ( 5% compared to previous year), About same - 0- 2% compared to previous year, Higher (Increase within 2- 5%compared to previous
year); Much Higher (5% compared to previous year)
[Fixed row]
(7.15.1) Break down your total gross global Scope 1 emissions by greenhouse gas type and provide the source of each
used global warming potential (GWP).
Row 1
(7.15.1.1) Greenhouse gas

Select from:
☑ HFCs
(7.15.1.2) Scope 1 emissions (metric tons of CO2e)

457.3
(7.15.1.3) GWP Reference

Select from:
☑ IPCC Sixth Assessment Report (AR6 - 100 year)
Row 2

Select from:
216

☑ N2O

1.1

Select from:
Row 3

Select from:
☑ CO2

593.61

Select from:
Row 4

Select from:
☑ CH4

217

0.6

Select from:
[Add row]
(7.16) Break down your total gross global Scope 1 and 2 emissions by country/area.
Scope 2, location-based (metric tons Scope 2, market-based (metric tons

Scope 1 emissions (metric tons CO2e)
CO2e) CO2e)
India 1052.61 9712.4 0

[Fixed row]
(7.17.2) Break down your total gross global Scope 1 emissions by business facility.
Row 1
(7.17.2.1) Facility
Guwahati (NER 1)
(7.17.2.2) Scope 1 emissions (metric tons CO2e)

115.45
(7.17.2.3) Latitude
26.1445
218

(7.17.2.4) Longitude
91.7362
Row 2
(7.17.2.1) Facility
Jalgaon

41.47
(7.17.2.3) Latitude
21.0077
75.5626
Row 3
(7.17.2.1) Facility
Baddi

5.46
(7.17.2.3) Latitude
30.9578
219

76.7914
Row 4
(7.17.2.1) Facility
Perundurai

94.06
(7.17.2.3) Latitude
11.2746
77.5826
Row 5
(7.17.2.1) Facility
Guwahati (NER 2)

117.31
(7.17.2.3) Latitude
26.1445
220

91.7362
Row 6
(7.17.2.1) Facility
Sanand

450.69
(7.17.2.3) Latitude
22.9919
72.3772
Row 7
(7.17.2.1) Facility
Puducherry

228.16
(7.17.2.3) Latitude
11.9139
221

79.8145
[Add row]
(7.18.2) Report the Scope 1 emissions pertaining to your business activity(ies) and explain any exclusions. If applicable,
disaggregate your agricultural/forestry by GHG emissions category.
Row 1
(7.18.2.1) Activity
Select from:
☑ Processing/Manufacturing
(7.18.2.3) Emissions (metric tons CO2e)

1052.61
☑ Default emissions factor

Scope 1 emissions value reported includes fuel-and-energy-related activities (direct energy consumption) in our facilities as well as GHG emissions (fugitive
emissions) due to use of CO2 based fire extinguishers and refrigerants release in air conditioners and refrigerators.
[Add row]
(7.20.2) Break down your total gross global Scope 2 emissions by business facility.
Row 1
222

(7.20.2.1) Facility
Baddi
(7.20.2.2) Scope 2, location-based (metric tons CO2e)

137.64
(7.20.2.3) Scope 2, market-based (metric tons CO2e)

0
Row 3
(7.20.2.1) Facility
Perundurai

395.17

0
Row 4
(7.20.2.1) Facility
Guwahati (NER 2)

1018.71
223

0
Row 5
(7.20.2.1) Facility
Puducherry

2502.86

0
Row 6
(7.20.2.1) Facility
Sanand

3431.1

0
Row 7
(7.20.2.1) Facility
224

Jalgaon

1124.72

0
Row 8
(7.20.2.1) Facility
Guwahati (NER 1)

1102.19

0
[Add row]
(7.22) Break down your gross Scope 1 and Scope 2 emissions between your consolidated accounting group and other
entities included in your response.
225

Scope 1 emissions (metric Scope 2, location-based
Please explain
tons CO2e) emissions (metric tons CO2e)
Consolidated accounting group 1052.61 9712.4 The emissions are calculated under the consolidated accounting
group excluding corporate offices.
All other entities 0 0 Not Applicable
[Fixed row]
(7.30) Select which energy-related activities your organization has undertaken.
Indicate whether your organization undertook this energy-related activity in the

reporting year
Consumption of fuel (excluding feedstocks) Select from:

☑ Yes
Consumption of purchased or acquired electricity Select from:
☑ Yes
Consumption of purchased or acquired heat Select from:
☑ No
Consumption of purchased or acquired steam Select from:
☑ No
Consumption of purchased or acquired cooling Select from:
☑ No
Generation of electricity, heat, steam, or cooling Select from:
☑ Yes
226

[Fixed row]
(7.30.1) Report your organization’s energy consumption totals (excluding feedstocks) in MWh.
Consumption of fuel (excluding feedstock)
(7.30.1.1) Heating value

Select from:
☑ LHV (lower heating value)
(7.30.1.2) MWh from renewable sources

23354.26
(7.30.1.3) MWh from non-renewable sources

2385.46
(7.30.1.4) Total (renewable and non-renewable) MWh

25739.62
Consumption of purchased or acquired electricity

Select from:

8625.12

227

13564.82

23194.36
Consumption of self-generated non-fuel renewable energy

Select from:

1004.41

1004.41
Total energy consumption

Select from:

32983.69

15950.28
228

48933.97
[Fixed row]
(7.30.6) Select the applications of your organization’s consumption of fuel.
Indicate whether your organization undertakes this fuel application
Consumption of fuel for the generation of electricity Select from:

☑ Yes
Consumption of fuel for the generation of heat Select from:
☑ No
Consumption of fuel for the generation of steam Select from:
☑ Yes
Consumption of fuel for the generation of cooling Select from:
☑ No
Consumption of fuel for co-generation or tri-generation Select from:
☑ No
[Fixed row]
(7.30.7) State how much fuel in MWh your organization has consumed (excluding feedstocks) by fuel type.
Sustainable biomass
229

Select from:
☑ LHV
(7.30.7.2) Total fuel MWh consumed by the organization

0
(7.30.7.3) MWh fuel consumed for self-generation of electricity

0
(7.30.7.4) MWh fuel consumed for self-generation of heat

0
(7.30.7.5) MWh fuel consumed for self-generation of steam

0
(7.30.7.8) Comment
Sustainable biomass is not used in the operations.
Other biomass

Select from:
☑ LHV

23354.16
230

0

3463.5

19890.66
(7.30.7.8) Comment
Briquettes manufactured from agricultural waste are used in the boiler for steam generation and for Thermic fluid heater for heat generation.
Other renewable fuels (e.g. renewable hydrogen)

Select from:
☑ LHV

0

0

0

0
231

(7.30.7.8) Comment
not used in the operations
Coal

Select from:
☑ LHV

0

0

0

0
(7.30.7.8) Comment
not used in the operations.
Oil

Select from:
232

☑ LHV

1703.33

1409.61

8.92

284.81
(7.30.7.8) Comment
Diesel generators are used at our manufacturing units as the backup electricity sources when there is a shutdown of the grid power.
Gas

Select from:
☑ LHV

682.11

0
233

33.45

648.67
(7.30.7.8) Comment
Sanand, one of our manufacturing facility have used natural gas as a fuel in the boiler for steam generation.
Other non-renewable fuels (e.g. non-renewable hydrogen)

Select from:
☑ LHV

0

0

0

0
(7.30.7.8) Comment
234

Not used in the operations.
Total fuel

Select from:
☑ LHV

25739.63

1409.61

3505.87

20824.14
(7.30.7.8) Comment
Marico uses biofuel, diesel, natural gas as fuel for various applications.
[Fixed row]
(7.30.9) Provide details on the electricity, heat, steam, and cooling your organization has generated and consumed in the
reporting year.
Electricity
235

(7.30.9.1) Total Gross generation (MWh)
1004.4
(7.30.9.2) Generation that is consumed by the organization (MWh)

1004.4
(7.30.9.3) Gross generation from renewable sources (MWh)

1004.4
(7.30.9.4) Generation from renewable sources that is consumed by the organization (MWh)
1004.4
Heat

0

0

0
0
Steam
236

0

0

0
0
Cooling

0

0

0
0
[Fixed row]
237

(7.30.16) Provide a breakdown by country/area of your electricity/heat/steam/cooling consumption in the reporting year.
India
(7.30.16.1) Consumption of purchased electricity (MWh)

22189.9
(7.30.16.2) Consumption of self-generated electricity (MWh)

1004.4
(7.30.16.4) Consumption of purchased heat, steam, and cooling (MWh)

12168.64
(7.30.16.5) Consumption of self-generated heat, steam, and cooling (MWh)

0
(7.30.16.6) Total electricity/heat/steam/cooling energy consumption (MWh)

35362.94
[Fixed row]
(7.45) Describe your gross global combined Scope 1 and 2 emissions for the reporting year in metric tons CO2e per unit
currency total revenue and provide any additional intensity metrics that are appropriate to your business operations.
Row 1
(7.45.1) Intensity figure

1.54
238

(7.45.2) Metric numerator (Gross global combined Scope 1 and 2 emissions, metric tons CO2e)
10764.91
(7.45.3) Metric denominator

Select from:
☑ unit total revenue
(7.45.4) Metric denominator: Unit total

70020000000
(7.45.5) Scope 2 figure used

Select from:
☑ Location-based
(7.45.6) % change from previous year

8.43
(7.45.7) Direction of change

Select from:
☑ Decreased
(7.45.8) Reasons for change

☑ Change in renewable energy consumption
☑ Other emissions reduction activities
239

Intensity is calculated as a ratio of absolute Emissions (Scope 1 & 2) to revenue in Cr INR. Marico has started expansion projects in few manufacturing facilities. To
ensure safety of solar installations, panels were removed for some duration which caused reduction in renewable energy and in turn caused higher emissions. This is
restored now and few more renewable energy projects are started which will help us to improve the intensity. Apart from this, 2 more renewable energy projects
installed at Sanand and Perundurai sites which has helped us to reduce emissions.
[Add row]
(7.52) Provide any additional climate-related metrics relevant to your business.
Row 1
(7.52.1) Description
Select from:
☑ Other, please specify :Renewable energy consumption (%)
(7.52.2) Metric value

67.4
(7.52.3) Metric numerator

Renewable Energy Consumed in Mwh
(7.52.4) Metric denominator (intensity metric only)

Total Energy Consumed in Mwh
(7.52.5) % change from previous year

1.86
(7.52.6) Direction of change

Select from:
☑ Increased
240

At some of Marico's production facilities, there has been a reduction in the share of renewable energy due to the removal of solar panels. This decision was made
primarily for safety reasons due to brown filed projects going in that area. Panels are restored now and have started generation of energy.
[Add row]
(7.53.1) Provide details of your absolute emissions targets and progress made against those targets.
Row 1
(7.53.1.1) Target reference number

Select from:
☑ Abs 1
(7.53.1.2) Is this a science-based target?

Select from:
☑ Yes, we consider this a science-based target, but we have not committed to seek validation of this target by the Science Based Targets initiative within the
next two years
(7.53.1.5) Date target was set

01/31/2017
(7.53.1.6) Target coverage

Select from:
☑ Business activity
(7.53.1.7) Greenhouse gases covered by target

☑ Carbon dioxide (CO2)
241

(7.53.1.8) Scopes
☑ Scope 1
(7.53.1.11) End date of base year

03/30/2013
(7.53.1.31) Base year total Scope 3 emissions covered by target (metric tons CO2e)
0.000
(7.53.1.32) Total base year emissions covered by target in all selected Scopes (metric tons CO2e)
0.000
(7.53.1.77) Total emissions in reporting year covered by target in all selected scopes (metric tons CO2e)
0.000
[Add row]
(7.53.2) Provide details of your emissions intensity targets and progress made against those targets.
Row 1

Select from:
☑ Int 1

Select from:
242

☑ No, but we anticipate setting one in the next two years

03/30/2022

Select from:

☑ Methane (CH4)
☑ Nitrous oxide (N2O)
☑ Hydrofluorocarbons (HFCs)
(7.53.2.8) Scopes
☑ Scope 1
☑ Scope 2
(7.53.2.9) Scope 2 accounting method

Select from:
☑ Location-based
(7.53.2.11) Intensity metric

Select from:
☑ Metric tons CO2e per unit revenue
243

03/30/2013
(7.53.2.13) Intensity figure in base year for Scope 1 (metric tons CO2e per unit of activity)
3.92
(7.53.2.14) Intensity figure in base year for Scope 2 (metric tons CO2e per unit of activity)
3.34
(7.53.2.33) Intensity figure in base year for all selected Scopes (metric tons CO2e per unit of activity)
7.2600000000
(7.53.2.34) % of total base year emissions in Scope 1 covered by this Scope 1 intensity figure
100
(7.53.2.35) % of total base year emissions in Scope 2 covered by this Scope 2 intensity figure
100
(7.53.2.54) % of total base year emissions in all selected Scopes covered by this intensity figure
100
(7.53.2.55) End date of target

03/30/2030
(7.53.2.56) Targeted reduction from base year (%)

93
244

(7.53.2.57) Intensity figure at end date of target for all selected Scopes (metric tons CO2e per unit of activity)
0.5082000000
(7.53.2.58) % change anticipated in absolute Scope 1+2 emissions

93
(7.53.2.60) Intensity figure in reporting year for Scope 1 (metric tons CO2e per unit of activity)
0.15
(7.53.2.61) Intensity figure in reporting year for Scope 2 (metric tons CO2e per unit of activity)
1.39
(7.53.2.80) Intensity figure in reporting year for all selected Scopes (metric tons CO2e per unit of activity)
1.5400000000
(7.53.2.81) Land-related emissions covered by target

Select from:
☑ No, it does not cover any land-related emissions (e.g. non-FLAG SBT)
(7.53.2.82) % of target achieved relative to base year

84.72
(7.53.2.83) Target status in reporting year

Select from:
☑ Underway
(7.53.2.85) Explain target coverage and identify any exclusions
245

The target covers emissions such as carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), and hydrofluorocarbons (HFCs). The target covers two categories
of emissions: Scope 1: These are the direct greenhouse gas (GHG) emissions generated by all the manufacturing facilities. Scope 2: These are the indirect GHG
emissions resulting from procured energy. However, the emissions generated by the corporate offices are not included in the target coverage as they contribute to
less than 5% of the overall emissions footprint
(7.53.2.86) Target objective

We have set a net zero emissions target for our global operations (owned manufacturing units) by 2040. In India, we aspire to achieve Net Zero in operations (owned
manufacturing units) by 2030. Key enablers for Marico to achieve this goal include transitioning to renewable energy, investing in low-carbon technologies, engaging
in carbon forestry and completely phasing out fossil fuel usage from our operations. These efforts are anticipated to help Marico move towards a net zero, carbon-
neutral and climate-resilient future
(7.53.2.87) Plan for achieving target, and progress made to the end of the reporting year
Marico has developed a comprehensive action plan to effectively reduce its greenhouse gas emissions. To achieve this, the company will first increase the share of
renewable energy in its electricity consumption by harnessing more solar and wind power. Following this, Marico will optimize its energy consumption to further
decrease usage. Additionally, the transition from non-renewable to renewable thermal energy will be facilitated by incorporating more biofuel. As part of its
commitment to sustainability, Marico has also established an afforestation plan to help offset emissions, with any remaining emissions set to be neutralized through
Renewable Energy Certificates (RECs) and green tariffs.
(7.53.2.88) Target derived using a sectoral decarbonization approach

Select from:
☑ Yes
[Add row]
(7.54.1) Provide details of your targets to increase or maintain low-carbon energy consumption or production.
Row 1

Select from:
☑ Low 1
246

03/30/2022

Select from:
☑ Country/area/region
(7.54.1.4) Target type: energy carrier

Select from:
☑ All energy carriers
(7.54.1.5) Target type: activity

Select from:
☑ Consumption
(7.54.1.6) Target type: energy source

Select from:
☑ Renewable energy source(s) only

03/30/2013
(7.54.1.8) Consumption or production of selected energy carrier in base year (MWh)

19393.05
(7.54.1.9) % share of low-carbon or renewable energy in base year

23.69
247

(7.54.1.10) End date of target
03/30/2030
(7.54.1.11) % share of low-carbon or renewable energy at end date of target

93
(7.54.1.12) % share of low-carbon or renewable energy in reporting year

67.4

63.06

Select from:
☑ Underway
(7.54.1.16) Is this target part of an emissions target?

The 2030 target of 100% renewable energy will be a leap towards the 2030 net zero goal.
(7.54.1.17) Is this target part of an overarching initiative?

☑ No, it’s not part of an overarching initiative

The target encompasses all manufacturing plants but excludes the corporate office from its scope.
248

We have set a net zero emissions target for our global operations (owned manufacturing units) by 2040. In India, we aspire to achieve Net Zero in operations (owned
manufacturing units) by 2030. Key enablers for Marico to achieve this goal include transitioning to renewable energy, investing in lowcarbon technologies, engaging in
carbon forestry and completely phasing out fossil fuel usage from our operations. These efforts are anticipated to help Marico move towards a net zero, carbon-
neutral and climate-resilient future
Marico has a target for achieving Net Zero in its own manufacturing units by 2030 in India and by 2040 globally. To achieve that, we intend to increase renewable
energy in the form of wind, solar or biofuels. We are on track as we are using 67.4% of energy through renewable sources and a few projects are underway in FY24
which will increase overall renewable energy share. Overall, we are on track toward our target and we will achieve it within the planned timeframe.
[Add row]
(7.54.3) Provide details of your net-zero target(s).
Row 1

Select from:
☑ NZ1

03/05/2022
(7.54.3.3) Target Coverage

Select from:
☑ Country/area/region
(7.54.3.4) Targets linked to this net zero target

☑ Int1
249

(7.54.3.5) End date of target for achieving net zero
03/30/2030

Select from:
☑ No, but we anticipate setting one in the next two years
(7.54.3.8) Scopes
☑ Scope 1
☑ Scope 2

☑ Methane (CH4)
☑ Nitrous oxide (N2O)
☑ Hydrofluorocarbons (HFCs)

Marico has undertaken ambitious targets to achieve net zero for its own manufacturing units in India by 2030.

Key enablers for Marico to achieve this goal includes transitioning to renewable energy, investing in low-carbon technologies, engaging in carbon forestry and
completely phasing out fossil fuel usage from our operations. These efforts are anticipated to help Marico move towards a net zero, carbon-neutral and climate-
resilient future. Targets is applicable for each country we have manufacturing, however, current details mentioned are for "Standalone" business in India. We will
separately disclose details of other geographies.
(7.54.3.12) Do you intend to neutralize any residual emissions with permanent carbon removals at the end of the target?
250

Select from:
☑ Yes
(7.54.3.13) Do you plan to mitigate emissions beyond your value chain?

Select from:
☑ Yes, and we have already acted on this in the reporting year
(7.54.3.14) Do you intend to purchase and cancel carbon credits for neutralization and/or beyond value chain mitigation?
☑ Yes, we plan to purchase and cancel carbon credits for neutralization at the end of the target
(7.54.3.15) Planned milestones and/or near-term investments for neutralization at the end of the target
The Company has developed a net-zero roadmap with the goal of prioritizing 1.5-degree net-zero ambition as per SBTi requirements. The Company has committed
to reduce its Scope 1 and Scope 2 GHG emissions (in owned manufacturing facilities) by 93%, and offset the remaining 7% emissions through sequestration, and
carbon offset by 2030, from the baseline year FY13. Key milestones from FY 25 to FY 30 1. FY 25: Installation of roof top solar at Pondicherry unit 2. FY 27: Increase
in renewable electricity share from external sources for Sanand and Jalgaon unit 3. FY 28: Converting all thermal requirements to renewable form. 4. FY 30: All
residual energy requirements to be fulfilled to green sources.
(7.54.3.16) Describe the actions to mitigate emissions beyond your value chain
Under Marico's CSR programme, we have planted 150978 trees in reporting year. In Jalgaon, the afforestation programme focuses on planting climate resilient
Moringa crops to promote water smart crops. In Gujarat, the Miyawaki method is used for planting saplings on GIDC-allocated land. In Perundurai, SPICOT has
allocated approximately 20 acres for Marico green cover projects. This initiative covers multiple states including Rajasthan, Assam, Himachal Pradesh, Meghalaya,
Andhra Pradesh, West Bengal, Maharashtra, Tamil Nadu and Gujarat.

Select from:
☑ Underway
(7.54.3.19) Process for reviewing target
251

Review for all ESG projects happens as follows - 1. Board / Sustainability committee: Half yearly 2. ESG Council / Task force: Quarterly 3. Individual project holders /
plants: Monthly
[Add row]
(7.55.1) Identify the total number of initiatives at each stage of development, and for those in the implementation stages,
the estimated CO2e savings.
Total estimated annual CO2e savings in metric

Number of initiatives
tonnes CO2e (only for rows marked *)
Under investigation 0 `Numeric input

To be implemented 0 0
Implementation commenced 0 0
Implemented 12 4800.64
Not to be implemented 0 `Numeric input
[Fixed row]
(7.55.2) Provide details on the initiatives implemented in the reporting year in the table below.
Row 1
(7.55.2.1) Initiative category & Initiative type
Waste reduction and material circularity

☑ Other, please specify :reduction in carbon footprints through packaging material redesign
(7.55.2.2) Estimated annual CO2e savings (metric tonnes CO2e)
252

4800.64
(7.55.2.3) Scope(s) or Scope 3 category(ies) where emissions savings occur

☑ Scope 3 category 1: Purchased goods & services
(7.55.2.4) Voluntary/Mandatory
Select from:
☑ Voluntary
(7.55.2.5) Annual monetary savings (unit currency – as specified in C0.4)

165000000
(7.55.2.6) Investment required (unit currency – as specified in C0.4)

200000
(7.55.2.7) Payback period

Select from:
☑ 1-3 years
(7.55.2.8) Estimated lifetime of the initiative

Select from:
☑ 6-10 years
(7.55.2.9) Comment
This project was aimed at using alternate packaging material through design change. New design consumes lower packaging material and it will give benefit till the
time product design is same. Generally, product design remains same for 7-10 years.
[Add row]
253

(7.55.3) What methods do you use to drive investment in emissions reduction activities?
Row 1
(7.55.3.1) Method
Select from:
☑ Dedicated budget for low-carbon product R&D
(7.55.3.2) Comment
A substantial investment of is planned for research and development activities, emphasizing a commitment to delivering products of the utmost quality and reduced
carbon footprint. With a team of 93 domain experts, boasting extensive expertise in science, technology, and pharmacology, the company ensures cutting-edge
advancements and innovation in their product development process. Team works on following things - 1. Development of low emission packaging material with same
barrier properties 2. Improve product design to lower waste 3. Improve product design / formulation for lower energy in processing 4. Improve packaging for better
load ability in logistics
Row 2
(7.55.3.1) Method
Select from:
☑ Financial optimization calculations
(7.55.3.2) Comment
In order to meet Marico’s short, medium and long term ESG goal, the company uses a comprehensive approach to identify cost-optimized technological interventions
in the low carbon-space. These range covers - 1. sustainable innovation-based technologies to process optimization and smart upgrades in operational controls. 2.
Focus on increased adoption of solar wind hybrid power and deployment of storage capacity to address intermittency issues. 3. Expansion of waste heat recovery
technologies and other low-carbon technological interventions for process optimization and effectiveness will be considered for capital investment towards building a
carbon neutral future. All these opportunities are evaluated based on their return on investment and overall lifecycle cost. Apart from their impact on the environment,
projects which suit both financial and environmental criteria are selected and rolled out further.
[Add row]
254

(7.68.1) Specify which agricultural or forest management practices with climate change mitigation and/or adaptation
benefits you encourage your suppliers to undertake and describe your role in the implementation of each practice.
Row 1
(7.68.1.1) Management practice reference number

Select from:
☑ MP1
(7.68.1.2) Management practice

Select from:
☑ Knowledge sharing
(7.68.1.3) Description of management practice

Farmers are trained in scientific farming methods to enhance crop yields as part of capacity-building initiatives under Marico's social value creation framework (A CSR
program). These programs encourage suppliers to adopt sustainable agricultural practices within their business ecosystems. The Knowledge Centers aim to equip
farmers with strategies to reduce their sustainability footprint through resource optimization, circularity, ethical sourcing, and socio-economic empowerment. More
than 140 agronomists provide ongoing, timely support, ensuring that enrolled farmers benefit from sustainable farming practices. To date, four agribusiness centers
have been established, serving over 1,600 farmers.
(7.68.1.4) Your role in the implementation

☑ Operational
☑ Other, please specify :Training and awareness
(7.68.1.5) Explanation of how you encourage implementation

As part of its social value creation framework, Marico aims to empower over 100,000 farmers with sustainable farming practices and establish a Sustainable
Agriculture Standard to help offset the carbon footprint of crops across their lifecycle. These initiatives focus on improving productivity, enhancing climate resilience,
and reducing carbon impact through afforestation programs in coconut plantations. By 2025, Marico plans to enroll over 400,000 acres of coconut plantations,
255

targeting a cumulative productivity improvement of 16%. To achieve this, Marico is adapting its agricultural supply chain to address long-term climate change impacts
and reduce the carbon footprint of coconut cultivation. Marico is establishing traceability of value chain. Through this activity, we intend to reach out to last mile
person and share knowledge of sustainable farming.
(7.68.1.6) Climate change related benefit

☑ Increasing resilience to climate change (adaptation)
(7.68.1.7) Comment
The Kalpavriksha Knowledge Centre was established to offer comprehensive training and awareness programs for farmers. In FY 2024, 20,120 farmers joined the
Kalpavriksha program, bringing the total number of participants to 101,120. To date, 370,000 acres have been enrolled, with 60,210 acres added in FY 2024 alone,
reflecting a 15%-17% overall improvement in productivity.
Row 2

Select from:
☑ MP2

Select from:
☑ Other, please specify :Water Conservation

Marico's water stewardship initiative, 'Jalashay,' a CSR program, focuses on replenishing more water for communities than the company consumes in its operations
each year. Given the uneven distribution of rainfall in the country, it is crucial to address the environmental, social, and economic challenges arising from water stress
and take proactive measures to mitigate them. The program has two key objectives: 1) Promote effective water conservation and management across the country,
and 2) Replenish more water for communities than Marico uses through capacity-building efforts. Jalashay is a collaborative initiative involving Marico, NGOs, and
farmers, aimed at creating water conservation capabilities that improve groundwater levels and increase water availability for a broader community. Through these
efforts, Marico seeks to empower farmers and farming communities, strengthening the agricultural supply chain at the grassroots level and promoting the adoption of
sustainable agriculture practices across business ecosystems.
256

☑ Operational
☑ Other, please specify :Awareness and training

To address the shortage of fresh water, we established our water stewardship strategy in FY 2018. The 'Jalashay' program aims to offset our water consumption by
building water storage capacity for communities in water-stressed regions across the country. Over the past few years, we have undertaken several initiatives under
this program, including dam de-siltation, rejuvenation of water bodies, and construction of farm ponds, all aimed at promoting effective water conservation and
management nationwide.

☑ Increasing resilience to climate change (adaptation)
(7.68.1.7) Comment
As part of our ‘Jalashay’ project, we continue to drive water conservation efforts. The program has created a water conservation potential of 3.73 billion liters through
the construction of farm ponds, which is more than twice the total water Marico consumed in its operations in FY 2023. In FY 2024, 214 farm ponds were constructed,
generating a water harvesting capacity of 300 million liters, providing year-round water availability to farmers—over 2.5 times the total water consumed in operations
during the reporting year.
Row 3

Select from:
☑ MP3
257

Select from:
☑ Afforestation

Afforestation is a vital tool for carbon sequestration, helping to mitigate global warming, prevent soil erosion, reduce air pollution, and preserve biodiversity. In support
of environmental protection and forest conservation, the Perundurai team implemented an afforestation project on SIPCOT-allocated land, while also contributing to
local corporation initiatives in solid waste management, providing flood-relief rations, and constructing housing for tribal communities. We aim to empower over
100,000 farmers with knowledge of sustainable farming practices and develop a Sustainable Coconut Standard to guide the reduction of the crop’s carbon footprint
throughout its lifecycle. These efforts focus on boosting productivity, enhancing climate resilience, and offsetting carbon impact through afforestation programs in
coconut plantations. The program targets enrolling over 400,000 acres of coconut plantations by 2025, with a goal of achieving a 16% cumulative productivity
improvement.

☑ Operational
☑ Other, please specify :Awareness and Training

To Support Marico's initiatives, the local panchayat has allocated land for this initiative, employing around 10 women from marginalized, landless backgrounds to
maintain the afforested site in Maharashtra. Our afforestation efforts create socio-economic opportunities for local communities and promote livelihood development
in rural areas. The most significant impact of these drives is carbon sequestration. As the trees mature, they act as natural carbon sinks, absorbing and storing
atmospheric carbon dioxide, a key contributor to climate change. This process helps mitigate climate change by reducing CO2 levels, making our afforestation
program a powerful tool for offsetting our operational carbon footprint. By actively removing CO2, the trees we plant support our decarbonization strategy and help
build a climate-resilient business. Additionally, forests enhance air and water quality, improve soil health, and reduce flood risks. By nurturing these vital ecosystems,
we contribute to a healthier planet and a sustainable future for generations to come.

☑ Increase carbon sink (mitigation)
(7.68.1.7) Comment
258

The initiative spans multiple states, including Rajasthan, Assam, Himachal Pradesh, Meghalaya, Andhra Pradesh, West Bengal, Maharashtra, Tamil Nadu, and
Gujarat, focusing on sustainable practices. In Jalgaon, the program emphasizes planting climate-resilient Moringa crops to promote water-smart agriculture, while in
Gujarat, the Miyawaki method is used for planting saplings on GIDC-allocated land. Additionally, around 20 acres of SPICOT land in Perundurai have been
designated for Marico’s green cover projects. We aim to empower over 100,000 farmers with knowledge of sustainable farming practices and develop a Sustainable
Coconut Standard to help offset the carbon footprint of crops throughout their lifecycle. These efforts focus on enhancing productivity and climate resilience, as well
as mitigating carbon impact through afforestation programs in coconut plantations. The program targets enrolling over 400,000 acres of coconut plantations by 2025,
with a goal of achieving a cumulative
Row 5

Select from:
☑ MP4

Select from:
☑ Integrated pest management

Marico’s “Kalpavriksha” program is dedicated to empowering farmers nationwide through training in Integrated Pest Management (IPM). We offer education, practical
knowledge, and implementation support regarding plant diseases, pests, related vectors, and weeds, enabling farmers to better identify plant diseases and adopt
targeted pest management practices. This approach leads to more effective and optimal pesticide application. As a CSR initiative, the Kalpavriksha program aims to
strengthen the grassroots levels of the agricultural supply chain across the country, promoting the widespread adoption of sustainable agriculture practices within
business ecosystems.

☑ Operational
☑ Other, please specify :Awareness and Training

259

Under its "Kalpavriksha" program, Marico has engaged over 100 dedicated agronomists who provide training on scientific farming practices, with a particular focus on
pest and plant disease management. Farmers enrolled in the program receive on-field support for implementation, and agronomists conduct regular interactions and
monitoring through frequent farm visits. The Kalpavriksha Knowledge Centre has been established to offer comprehensive training and awareness programs for
farmers. As of FY 2024, more than 101,120 farmers have enrolled in the Kalpavriksha program, reflecting a year-on-year increase of over 20,000 beneficiaries. To
date, 373,000 acres have been enrolled, demonstrating an overall productivity improvement of 17%. The Kalpavriksha program is part of Marico's CSR initiatives,
aimed at empowering farmers and strengthening the grassroots levels of the agricultural supply chain across the country, thereby promoting a holistic adoption of
sustainable agricultural practices within business ecosystems.

☑ Reduced demand for pesticides (adaptation)
(7.68.1.7) Comment
In addition to the Knowledge Centres, the Kalpavriksha Foundation has established four Agribusiness Centres to enhance the local economy for agripreneurs across
the country. These centres offer advanced farm equipment, fertilizers, and other resources for sustainable agriculture at affordable prices for small-scale farmers. In
FY 2024, more than 2,700 farmers benefited from the services provided by these Agribusiness Centres.
Row 6

Select from:
☑ MP5

Select from:
☑ Agroforestry

Carbon Forestry on Our Manufacturing Premises: In 2019, a Miyawaki forest was established at the Perundurai facility to enhance the green belt surrounding our
operations. We have since developed Miyawaki forests within the periphery of three manufacturing facilities—Perundurai, Puducherry, and Sanand. This initiative
260

encompasses over 30,000 trees, featuring more than 75 floral species across a 12,000 sq. mt. area. We strive to sustain these forests by utilizing resources and
processes that minimize our environmental footprint, such as organic fertilizers and recycled water.

☑ Operational

We undertake various eco-friendly initiatives to enhance the floral and faunal diversity of the area, accompanied by regular inspections to monitor plant growth. Some
of our efforts include: 1. Using natural materials like coco peat to retain soil moisture. 2. Applying organic fertilizers such as cow manure and vermicompost. 3.
Practicing drip irrigation to minimize water waste. 4. Planting a mix of trees, shrubs, and canopies to create a multi-layered natural forest. 5. Keeping the area free
from plastic and other waste materials. 6. Providing wooden stakes to support the rapid growth of plants.

☑ Increase carbon sink (mitigation)
(7.68.1.7) Comment
Marico’s net zero emissions’ target in global operations has been set for 2040. In India, however, we intend to achieve net zero in operations by 2030. Transition to
renewables, investments in low-carbon technology options, carbon forestry and 100% phase-out of fossil fuels from our operations are the key enablers for the
Company to transcend into its net zero, carbon neutral and climate resilient future. In FY 2024, we had set forth a course of action that would majorly contribute to our
net zero target, beside preserving non-renewable resources, and protecting the Company against volatile energy markets. Carbon Forestry is one of our key activities
that we undertook to store emissions as a course of action towards net zero target.
Row 7

Select from:
☑ MP6
261

Select from:

Marico runs Responsible sourcing program "Samyut". Every business associate follows a maturity path like onboarding, COC Certification, Level 1 / 2 / 3 certification.
Marico engages with suppliers on various aspects of ESG and help them to improve their understanding. We also help them to improve their practices through
capability programs.

☑ Operational
☑ Procurement

Marico engages suppliers and provide required knowledge for implementing ESG needs. We have added these criteria as critical requirements in vendor assessment
process and we conduct periodic reviews on this. We also reward suppliers with best performance in ESG areas or projects relevant to marico. We invite suppliers to
Marico's road show where they can showcase opportunities to Marico for improving product performance through innovative ideas.

☑ Emissions reductions (mitigation)
☑ Reduced demand for fertilizers (adaptation)
(7.68.1.7) Comment
We have created "Code for responsible sourcing" for Agri and non agri areas covering nuances related to those fields. We intend to develop specific codes for
materials moving forward so that we can drive transition of industry towards sustainable products and practices.
[Add row]
262

(7.70.1) Provide details of those management practices implemented by your suppliers that have other impacts besides
climate change mitigation/adaptation.
Row 1

Select from:
☑ MP1
(7.70.1.2) Overall effect

Select from:
☑ Positive
(7.70.1.3) Which of the following has been impacted?

☑ Soil
☑ Water
☑ Yield
(7.70.1.4) Description of impacts

Through the ‘Parachute Kalpavriksha’ initiative, we focus on enhancing the productivity of small-scale farmers. Since its inception, the program has extended its
impact to 3.7 lakh acres of farmland and has engaged 101,120 farmers, resulting in a 17% yield improvement for those who have participated for over a year, totaling
20,000 farmers.
(7.70.1.5) Have any response to these impacts been implemented?

Select from:
☑ No
263

(7.70.1.6) Description of the response(s)
Not applicable, since no negative impact is involved.
[Add row]
(7.74.1) Provide details of your products and/or services that you classify as low-carbon products.
Row 1
(7.74.1.1) Level of aggregation

Select from:
☑ Product or service
(7.74.1.2) Taxonomy used to classify product(s) or service(s) as low-carbon

Select from:
☑ Other, please specify :(Product LCA based Scope 3 emissions assessment)
(7.74.1.3) Type of product(s) or service(s)
Other
☑ Other, please specify :Edible Oils and skin care product
(7.74.1.4) Description of product(s) or service(s)

Saffola is a healthcare brand offering products across categories such as edible oils, functional foods, and salt. Saffola Oil, a blend of refined edible oils, is promoted
for its heart health benefits and is sold under names like Saffola Gold, Saffola Total, Saffola Tasty, and Saffola Active. These oils are made from a mix of Rice Bran,
Safflower (Kardi), Corn, and Soybean oils in varying proportions. The Saffola oil produced at our Jalgaon facility uses over 90% renewable energy, significantly
reducing energy consumption. The packaging design has also been optimized to lower carbon impact, and the overall manufacturing process has been refined to
reduce the product's logistics footprint. In adherence to responsible labelling practices, Saffola takes care to educate consumers about information aligning with
national dietary and labelling guidelines. Our packaging highlights the advantages of ingredients like millets and whole grain oats, along with recommended
consumption quantities for desired benefits. Additionally, Saffola underscores the importance of a low-saturated fat diet within a balanced diet and active lifestyle.
These messages are prominently featured on our edible oils and oats packaging.
264

(7.74.1.5) Have you estimated the avoided emissions of this low-carbon product(s) or service(s)
Select from:
☑ Yes
(7.74.1.6) Methodology used to calculate avoided emissions

Select from:
☑ Other, please specify : 'Life Cycle Assessment' as per ISO 14040/44 standard
(7.74.1.7) Life cycle stage(s) covered for the low-carbon product(s) or services(s)
Select from:
☑ Cradle-to-grave
(7.74.1.8) Functional unit used

From Cradle to grave of the 01 703462 Saffola Active 15 Ltr for 2021-22
(7.74.1.9) Reference product/service or baseline scenario used

From Cradle to grave of the 01 703462 Saffola Active 15 Ltr for 2021-22
(7.74.1.10) Life cycle stage(s) covered for the reference product/service or baseline scenario
Select from:
☑ Cradle-to-grave
(7.74.1.11) Estimated avoided emissions (metric tons CO2e per functional unit) compared to reference product/service or
baseline scenario
4776.762
(7.74.1.12) Explain your calculation of avoided emissions, including any assumptions
265

The aim of this study is to quantify the environmental impacts associated with the materials used in products manufactured by Marico Industries within a cradle-to-
grave system boundary. This will be accomplished by conducting a Life Cycle Assessment (LCA) in accordance with ISO 14040/44 standards. The LCA model for the
01 703462 Saffola Active 15 Ltr comprises the entire cradle-to-grave system, beginning with the procurement of raw materials from suppliers. It includes upstream
transportation, product manufacturing—covering internal transportation, packaging, and filling—as well as the usage phase of the selected product.
(7.74.1.13) Revenue generated from low-carbon product(s) or service(s) as % of total revenue in the reporting year
19
Row 2
(7.74.1.1) Level of aggregation

Select from:
☑ Product or service
(7.74.1.2) Taxonomy used to classify product(s) or service(s) as low-carbon

Select from:
☑ Other, please specify :Parachute Oil
(7.74.1.3) Type of product(s) or service(s)
Other
☑ Other, please specify :Edible Oils and skin care product
(7.74.1.4) Description of product(s) or service(s)

Parachute Coconut Oil is considered to have a lower carbon footprint by virtue of the decarbonization processes and initiatives that are undertaken throughout its
manufacturing process.Further, a detailed environmental LCA study has also been undertaken to identify avenues for further reduction of environmental footprint by
this product category. Marico's Perundurai Unit is a certified carbon neutral operation. All energy used is sourced from renewable sources like solar, wind and Bio-
fuels. Apart from this we also carried out packaging design improvements. Avoided emissions are calculated from these 2 initiatives by comparing alternative cases.
(7.74.1.5) Have you estimated the avoided emissions of this low-carbon product(s) or service(s)
266

Select from:
☑ Yes
(7.74.1.6) Methodology used to calculate avoided emissions

Select from:
☑ Other, please specify :'Life Cycle Assessment' as per ISO 14040/44 standard
(7.74.1.7) Life cycle stage(s) covered for the low-carbon product(s) or services(s)
Select from:
☑ Cradle-to-grave
(7.74.1.8) Functional unit used

From Cradle to grave of the 21 for 2019-20
(7.74.1.9) Reference product/service or baseline scenario used

We conducted LCA for the Parachute oil in FY 2023. From the cradle to the grave of the 21 for 2019-20.
(7.74.1.10) Life cycle stage(s) covered for the reference product/service or baseline scenario
Select from:
☑ Cradle-to-grave
(7.74.1.11) Estimated avoided emissions (metric tons CO2e per functional unit) compared to reference product/service or
baseline scenario
7370.41
(7.74.1.12) Explain your calculation of avoided emissions, including any assumptions

The aim of this study is to quantify the environmental impacts associated with the materials used in products manufactured by Marico Industries within a cradle-to-
grave system boundary. This will be accomplished through a Life Cycle Assessment (LCA) conducted in accordance with ISO 14040/44 standards. The LCA model
267

for product 21 represents a comprehensive cradle-to-grave system, beginning with the procurement of raw materials from suppliers. It encompasses upstream
transportation, product manufacturing—including internal transportation, packaging, and filling—and the usage phase of the selected product.
(7.74.1.13) Revenue generated from low-carbon product(s) or service(s) as % of total revenue in the reporting year
29.4
[Add row]
(7.79.1) Provide details of the project-based carbon credits canceled by your organization in the reporting year.
Row 1
(7.79.1.1) Project type

Select from:
☑ Solar
(7.79.1.2) Type of mitigation activity

Select from:
☑ Emissions reduction
(7.79.1.3) Project description

This project generates power using solar energy, a renewable source, and supplies the electricity produced to the state grid. The solar energy-based project feeds
electricity into the regional grid, which is part of the Indian electricity grid. By doing so, the project replaces approximately 775,143 tCO2e of greenhouse gas
emissions per year and offsets around 832,592 MWh/year of electricity that would otherwise come from power plants, primarily thermal and fossil fuel-based,
connected to the Indian grid. With a total installed capacity of 400 MW, the project involves operating a Solar PV plant in Rajasthan, India, specifically located in the
village of Bhadla, District Jodhpur. Adani Renewable Energy DEVCO Private Limited (formerly known as SB Energy Pvt Ltd) promotes the project.
(7.79.1.4) Credits canceled by your organization from this project in the reporting year (metric tons CO2e)
650
(7.79.1.5) Purpose of cancelation

268

Select from:
☑ Voluntary offsetting
(7.79.1.6) Are you able to report the vintage of the credits at cancelation?
Select from:
☑ Yes
(7.79.1.7) Vintage of credits at cancelation

2022
(7.79.1.8) Were these credits issued to or purchased by your organization?

Select from:
☑ Purchased
(7.79.1.9) Carbon-crediting program by which the credits were issued

Select from:
☑ Gold Standard
(7.79.1.10) Method the program uses to assess additionality for this project
☑ Investment analysis
(7.79.1.11) Approaches by which the selected program requires this project to address reversal risk
☑ No risk of reversal
(7.79.1.12) Potential sources of leakage the selected program requires this project to have assessed
269

(7.79.1.13) Provide details of other issues the selected program requires projects to address
The project contributes to sustainable development by promoting social, economic, environmental, and technological well-being. It creates jobs, improves local
infrastructure, and fosters business growth. Economically, it represents a clean technology investment that reduces the electricity demand-supply gap with the help of
carbon credits. Environmentally, it uses zero-emission solar power, cutting greenhouse gases and pollutants associated with fossil fuels. Technologically, the project's
success encourages the adoption of solar energy by others, reducing reliance on depleting natural resources. The project activity is a Voluntary initiative by the power
plant and is contributing to the SDG goals set forth by gold standard as detailed below: 1 – SDG 7 – Affordable and Clean Energy (Contribution to Climate Security &
Sustainable Development) – 832,592 MWh/year 2 – SDG 8 – Decent Work and Economic Growth – Minimum 1 training /annum and 10 people employed 3 – SDG 13
– Climate Action- 775,143 tCO2e / annum

In FY2024, we successfully offset 650 tons of CO2 through carbon credits, exceeding our total emissions of 489.2 tons of CO2. These credits were acquired to
support a solar power project in Bhadla, Rajasthan, reinforcing our commitment to sustainable energy practices. With 94% of energy sourced from renewables and
6% offset through carbon credits, the Perundurai manufacturing unit continues to operate as a carbon-neutral facility. We externally verified the carbon neutrality
status (for Scope 1 and Scope 2) of the Perundurai manufacturing unit of the Company, which is based on the unit’s renewable energy sourcing and certified carbon
offsets purchased.
[Add row]
270

C9. Environmental performance - Water security
(9.1.1) Provide details on these exclusions.
Row 1
(9.1.1.1) Exclusion
Select from:
☑ Other, please specify :Corporate Office, Research and Development Center and Regional Offices
(9.1.1.2) Description of exclusion

The excluded facilities are the Corporate Office, Research and Development Centre and Regional Office buildings where the water consumption is mainly limited to
various domestic and sanitary purposes.
(9.1.1.3) Reason for exclusion

Select from:
☑ Other, please specify :Minimal water consumption
(9.1.1.7) Percentage of water volume the exclusion represents

Select from:
☑ 1-5%

This disclosure is focused on Marico's manufacturing units in India, which account for over 97% of total water consumption. Excluded from this disclosure are the
Corporate Office, Research and Development Centre, and Regional Office buildings, where water use is primarily for domestic and sanitary purposes. Consumption
in these facilities is estimated to be minimal—less than 3% of overall water usage—relative to our operational consumption and has therefore been omitted from this
report. Both the Corporate Office and R&D Centre are certified as green buildings by the IGBC, with established measures to effectively quantify, manage, conserve,
and minimize their environmental and water footprint. However, we aim to incorporate water consumption in administrative offices also in coming year.
[Add row]
271

(9.2) Across all your operations, what proportion of the following water aspects are regularly measured and monitored?
Water withdrawals – total volumes
(9.2.1) % of sites/facilities/operations
Select from:
☑ 100%
(9.2.2) Frequency of measurement

Select from:
☑ Daily
(9.2.3) Method of measurement

Flowmeter measurement as well as weight through weigh bridge

Our reporting covers 100% of our operations, with total water withdrawals by volumes—third-party, groundwater, and surface water—monitored, tested, and treated
daily to ensure compliance with water quality standards. Total water withdrawals are aligned with overall water consumption and performance metrics. Furthermore,
the data is regularly presented to the board and undergoes annual third-party assurance.
Water withdrawals – volumes by source
Select from:
☑ 100%
272

Select from:
☑ Daily

Flowmeter measurement as well as weight thorough weigh bridge

Our reporting covers 100% of our operations, with total water withdrawals from all sources—third-party, groundwater, and surface water—monitored, tested, and
treated daily to ensure compliance with water quality standards. Total water withdrawals are aligned with overall water consumption and performance metrics.
Furthermore, the data is regularly presented to the board and undergoes annual third-party assurance.
Water withdrawals quality
Select from:
☑ 100%

Select from:
☑ Daily

Gravimetric analysis for TDS measurement

The quality of raw water consumed directly impacts operational efficiency and product outcomes. To minimize delays and maintain product quality, we conduct
thorough testing of raw water at the time of withdrawal. Our reporting covers 100% of operations, with total water withdrawals from all sources—third-party,
groundwater, and surface water—monitored, tested, and treated daily to ensure compliance with water quality standards. Total water withdrawals are aligned with
consumption and performance metrics. Additionally, this data is regularly presented to the board and undergoes annual third-party assurance.
273

Water discharges – total volumes
Select from:
☑ Not relevant

We maintain a zero-discharge policy for treated water, with 100% of it being reused in processes, utilities, and administrative applications. A monitoring system
ensures effective treatment of all wastewater types. The treated water is reintroduced into the system for industrial or domestic use across all manufacturing units.
Water discharges – volumes by destination
Select from:
☑ Not relevant

Water discharges – volumes by treatment method
Select from:
☑ Not relevant

274

Water discharge quality – by standard effluent parameters
Select from:
☑ Not relevant

Water discharge quality – emissions to water (nitrates, phosphates, pesticides, and/or other priority substances)
Select from:
☑ Not relevant

Water discharge quality – temperature
Select from:
☑ Not relevant

275

Water consumption – total volume
Select from:
☑ 100%

Select from:
☑ Daily

Flowmeter measurements

Our reporting covers 100% of our operations, with total water consumption by volumes monitored, tested, and treated daily to ensure the quality of water in the
production process, employees' access to good-quality water, and WASH-related parameters. Total water consumptions are aligned with overall water withdrawals.
Furthermore, the data is regularly presented to the board and undergoes annual third-party assurance.
Water recycled/reused
Select from:
☑ 100%

Select from:
☑ Daily

276

Flowmeter measurements

Our reporting covers 100% of our operations. We conduct monitoring to ensure established processes for water recycling and reuse at all our sites. Sewage
Treatment Plants (STPs) and Effluent Treatment Plants (ETPs) have been established within each of Marico's manufacturing facilities to treat industrial effluents for
reuse. Water is recycled after undergoing treatment at these facilities. Furthermore, the data is regularly presented to the board and undergoes annual third-party
assurance.
The provision of fully-functioning, safely managed WASH services to all workers
Select from:
☑ 100%

Select from:
☑ Daily

Tallying with the checklist to maintain hygiene conditions at our operational facilities

Our reporting covers 100% of our operations. Sanitation, hygiene, and safe, portable drinking water facilities are made available to all Marico employees and the
contractual workforce deployed across Marico's facilities.
[Fixed row]
(9.2.2) What are the total volumes of water withdrawn, discharged, and consumed across all your operations, how do they
compare to the previous reporting year, and how are they forecasted to change?
Total withdrawals
277

(9.2.2.1) Volume (megaliters/year)
130.4
(9.2.2.2) Comparison with previous reporting year

Select from:
☑ About the same
(9.2.2.3) Primary reason for comparison with previous reporting year

Select from:
☑ Increase/decrease in business activity
(9.2.2.4) Five-year forecast

Select from:
☑ About the same
(9.2.2.5) Primary reason for forecast

Select from:

An increase in business activities across the facilities led to a 1.24% increase in water withdrawal as compared to FY 2023. However, to optimize utilization, Marico
has initiated water stewardship activities to store and reuse rainwater for certain production activities, as applicable. With an increase in water conservation and
harvesting initiatives, Marico will try to maintain the same water withdrawal for the next five years despite an increase in business activities. Threshold: Lower
(Reduction within 2-5% compared to the previous year); Much Lower ( 5% compared to the previous year), About same - 0- 2% compared to the previous year,
Higher (Increase within 2- 5%compared to the previous year); Much Higher (5% compared to the previous year)
Total discharges

278

0

Select from:
☑ About the same

Select from:
☑ Maximum potential volume reduction already achieved

Select from:
☑ About the same

Select from:
☑ Maximum potential volume reduction already achieved

We maintain a zero-discharge policy for treated water, with 100% of it being reused in processes, utilities, and administrative applications. A monitoring system is in
place to ensure the effective treatment of all types of wastewater, allowing treated water to be reintroduced into the system for industrial or domestic use across all
manufacturing units. Our water discharge levels remain unchanged as we continue to implement a zero-liquid discharge strategy through advanced technology and
processes, ensuring effective reuse and recycling of water. No water is discharged outside the plant boundary or into nearby water bodies. Additionally, treated water
is utilized within our operations and for gardening purposes. Our commitment to zero water discharge aligns with UN Sustainable Development Goal 6—clean water
and sanitation. Threshold: Lower (Reduction within 2-5% compared to the previous year); Much Lower ( 5% compared to the previous year), About same - 0- 2%
compared to the previous year, Higher (Increase within 2- 5%compared to the previous year); Much Higher (5% compared to the previous year)
Total consumption
279

130.4

Select from:
☑ About the same

Select from:

Select from:
☑ About the same

Select from:
☑ Increase/decrease in efficiency

Though the production volumes across facilities experienced an upsurge in activities, the water consumption has increased only by 1.24% compared to FY 2023. This
increase is attributed to a few infrastructural projects and an increase in production volumes. With an increase in water conservation and harvesting initiatives, Marico
will try to maintain the same water withdrawal for the next five years despite an increase in business activities. Threshold: Lower (Reduction within 2-5% compared to
the previous year); Much Lower ( 5% compared to the previous year), About same - 0- 2% compared to the previous year, Higher (Increase within 2- 5%compared to
the previous year); Much Higher (5% compared to the previous year)
[Fixed row]
(9.2.4) Indicate whether water is withdrawn from areas with water stress, provide the volume, how it compares with the
previous reporting year, and how it is forecasted to change.
280

(9.2.4.1) Withdrawals are from areas with water stress
Select from:
☑ Yes
(9.2.4.2) Volume withdrawn from areas with water stress (megaliters)

116.05

Select from:
☑ Much higher

Select from:

Select from:
☑ About the same

Select from:
☑ Investment in water-smart technology/process
(9.2.4.7) % of total withdrawals that are withdrawn from areas with water stress
89.00
(9.2.4.8) Identification tool
281

☑ WRI Aqueduct

We have developed a comprehensive, data-driven understanding of our water withdrawals from stressed areas, enabling efficient water management. Marico uses
the WRI Aqueduct tool to assess water risk across its Indian manufacturing facilities, rating sites on a 1-5 scale. High water stress sites with ratings of 4 and 5 are
prioritized. In FY 2024, withdrawals from water-stressed regions increased due to production growth. To address this, water conservation and harvesting measures
have been implemented to stabilize water withdrawals over the next five years. The WRI tool helped identify source water vulnerabilities. Five of our seven plants are
in high-stress zones, except for Baddi, which saw reduced production and water use. Recent changes in withdrawals: 1. Jalgaon: 7.28% decrease 2. Perundurai:
1.6% decrease 3. Puducherry: 3.29% decrease 4. Sanand: 31.94% increase 5. Guwahati 1: 7.22% decrease 6. Guwahati 2: 14.27% decrease Our commitment to
water reduction includes efficiency measures like drip irrigation, water-efficient fixtures, and recycling at manufacturing units.
[Fixed row]
(9.2.6) What proportion of the sourced agricultural commodities that are significant to your organization originate from
areas with water stress?
(9.2.6.1) The proportion of this commodity sourced from areas with water stress is known
Select from:
☑ Yes
(9.2.6.2) % of total agricultural commodity sourced from areas with water stress
Select from:
☑ 100%

Oats is imported from various countries like Australia, UAE etc. which are identified as medium water stress zones.

282

Select from:
☑ Yes
Select from:
☑ 100%

Edible oils comprise of sunflower oil, safflower oil, corn oil, rice bran oil etc. and are majorly cultivated from various parts of the country which are demarcated as
medium to extremely high in the WRI Aqueduct Risk Atlas.
Soy
Select from:
☑ Yes
Select from:
☑ 100%

Soyabeen oil and other products of soya (grit) are cultivated in medium to high water stress zones as per WRI tool.
Other commodity
283

Select from:
☑ Yes
Select from:
☑ 100%

Copra attributes to a large portion of our agricultural input materials. It is primarily sourced from 4 southern states in India that are in medium-high water stressed
zones as demarcated by WRI Aqueduct tool.
[Fixed row]
(9.2.7) Provide total water withdrawal data by source.
Fresh surface water, including rainwater, water from wetlands, rivers, and lakes
(9.2.7.1) Relevance
Select from:
☑ Relevant

0.81

Select from:
☑ Much lower
284

Select from:

In FY 2024, the withdrawal of surface water decreased by 83.93% compared to FY 2023. Marico does not consume any fresh surface water except rainwater, which
is stored within its own premises through dedicated infrastructural facilities. With adequate rainfall this year, rainwater collection efficiency has improved; hence, the
volume of rainwater that was stored and used for production purposes was higher than in FY 2023. Threshold: Lower (Reduction within 2-5% compared to the
previous year); Much Lower ( 5% compared to the previous year), About same - 0- 2% compared to the previous year, Higher (Increase within 2- 5%compared to the
previous year); Much Higher (5% compared to the previous year)
Brackish surface water/Seawater
(9.2.7.1) Relevance
Select from:
☑ Not relevant

We do not use this source of water for operations or administrative purposes.
Groundwater – renewable
(9.2.7.1) Relevance
Select from:
☑ Relevant

14.37

Select from:
285

☑ Much lower

Select from:

In FY2024, groundwater withdrawal decreased by 12.01% compared to FY 2023 due to water-efficient initiatives like reusing STP-treated water in the cooling tower,
recovering 100% condensed steam, utilizing RO reject water, and improving rainwater usage. These initiatives have led to a nominal decrease in renewable
groundwater from Marico's operations. Threshold: Lower (Reduction within 2-5% compared to the previous year); Much Lower ( 5% compared to the previous year),
About same - 0- 2% compared to the previous year, Higher (Increase within 2- 5%compared to the previous year); Much Higher (5% compared to the previous year)
Groundwater – non-renewable
(9.2.7.1) Relevance
Select from:
☑ Not relevant

We do not use this source of water for operations or administrative purposes
Produced/Entrained water
(9.2.7.1) Relevance
Select from:
☑ Not relevant

We do not use this source of water for operations or administrative purposes
286

Third party sources
(9.2.7.1) Relevance
Select from:
☑ Relevant

115.24

Select from:
☑ Much higher

Select from:

Water from third-party sources—such as municipal supplies, industrial bodies, and tanker water—constitutes the primary source of withdrawal for Marico's operations,
providing a reliable and continuous supply of fresh water essential for our production processes. In FY 2024, the rise in production volumes of water-based products
contributed to an increased consumption of third-party water sources. As a result, water withdrawals from third-party sources rose by 7.26% in FY 2024 compared to
FY 2023, driven by the increase in production. Threshold: Lower (Reduction within 2-5% compared to the previous year); Much Lower ( 5% compared to the previous
year), About same - 0- 2% compared to the previous year, Higher (Increase within 2- 5%compared to the previous year); Much Higher (5% compared to the previous
year)
[Fixed row]
(9.3) In your direct operations and upstream value chain, what is the number of facilities where you have identified
substantive water-related dependencies, impacts, risks, and opportunities?
287

Direct operations
(9.3.1) Identification of facilities in the value chain stage

Select from:
☑ Yes, we have assessed this value chain stage and identified facilities with water-related dependencies, impacts, risks, and opportunities
(9.3.2) Total number of facilities identified

5
(9.3.3) % of facilities in direct operations that this represents

Select from:
☑ 51-75

Recognizing the growing environmental and socio-economic impacts, Marico has prioritized water security as a primary focus within its agenda for responsible and
socially inclusive growth. Marico operates seven manufacturing sites in India, with five (83.3%) of these located in high-risk areas identified by the WRI Aqueduct,
including Perundurai, Puducherry, Baddi, Jalgaon, and Sanand. Water scarcity could significantly disrupt plant operations, driving the need for costly alternatives like
tanker water. While the probability of such disruptions is high, their overall impact is considered moderate. As a part of Marico's Jalashay, dedicated water
stewardship programme, 2030 objective, the organization goal is to replenish 100% of water consumed in operations by reducing water consumption, promoting
efficient water use, and contributing to water conservation efforts. Also, creating water storage potential for communities in water-stressed regions across the country.
Through collaborations with NGOs and community organizations, Jalashay implements water conservation activities such as dam desilting, rejuvenation of water
bodies, and construction of farm ponds.
Upstream value chain
(9.3.1) Identification of facilities in the value chain stage

Select from:
☑ No, we have not assessed this value chain stage for facilities with water-related dependencies, impacts, risks, and opportunities, but we are planning to do
so in the next 2 years

288

Water scarcity and/or inefficient use of resources by suppliers can result in procurement difficulties and/or higher prices, with negative consequences on the
company’s bottom line. According to the WRI Aqueduct tool, five of our manufacturing units fall in the high-risk zones. Furthermore, the non-availability of water would
also hamper our ESG goals and targets, as well as our plans for any future expansion. Lastly, some of the areas from where we procure our raw materials also fall in
the medium to the high-risk zone. The risk of the increased cost of input disputes around access rights to key resources or operational disruptions to production
processes requiring water as a critical input is also considered a potential business barrier that can disrupt Marico's performance excellence goals. Therefore, a
substantive financial and strategic impact would be a result of a business interruption and high value per unit cost due to lack of water in any one of our five
manufacturing units, or in any of the regions our plants or suppliers are located in.
[Fixed row]
(9.3.1) For each facility referenced in 9.3, provide coordinates, water accounting data, and a comparison with the previous
reporting year.
Row 1
(9.3.1.1) Facility reference number

Select from:
☑ Facility 1
(9.3.1.2) Facility name (optional)

Perundurai, Tamilnadu

Select from:
(9.3.1.4) Dependencies, impacts, risks, and/or opportunities identified at this facility

☑ Risks
☑ Opportunities
289

(9.3.1.5) Withdrawals or discharges in the reporting year
Select from:
☑ Yes, withdrawals and discharges
(9.3.1.7) Country/Area & River basin
India
☑ Cauvery River
(9.3.1.8) Latitude
11.27561
(9.3.1.9) Longitude
77.58279
(9.3.1.10) Located in area with water stress

Select from:
☑ Yes
(9.3.1.13) Total water withdrawals at this facility (megaliters)

19.58
(9.3.1.14) Comparison of total withdrawals with previous reporting year

Select from:
☑ Lower
(9.3.1.15) Withdrawals from fresh surface water, including rainwater, water from wetlands, rivers and lakes
290

0.81
(9.3.1.16) Withdrawals from brackish surface water/seawater

0
(9.3.1.17) Withdrawals from groundwater - renewable

0
(9.3.1.18) Withdrawals from groundwater - non-renewable

0
(9.3.1.19) Withdrawals from produced/entrained water

0
(9.3.1.20) Withdrawals from third party sources

18.75
(9.3.1.21) Total water discharges at this facility (megaliters)

0
(9.3.1.22) Comparison of total discharges with previous reporting year

Select from:
☑ About the same
(9.3.1.23) Discharges to fresh surface water

0
(9.3.1.24) Discharges to brackish surface water/seawater

291

0
(9.3.1.25) Discharges to groundwater

0
(9.3.1.26) Discharges to third party destinations

0
(9.3.1.27) Total water consumption at this facility (megaliters)

19.56
(9.3.1.28) Comparison of total consumption with previous reporting year

Select from:
☑ About the same

In FY 2024, water consumption and withdrawal has decreased by 1.16% due to several water savings initiatives. We ensure zero discharge of treated water. 100% of
treated water is consumed in process/utility and administrative applications. A robust monitoring system is developed to correct the treatment of all types of
wastewater. Treated water is fed back into the system for industrial or domestic usage across all manufacturing units. Threshold: Lower (Reduction within 2-5%
compared to the previous year); Much Lower ( 5% compared to the previous year), About same - 0- 2% compared to the previous year, Higher (Increase within 2-
5%compared to the previous year); Much Higher (5% compared to the previous year)
Row 2

Select from:
☑ Facility 5
292

Guwahati 1

Select from:

☑ Risks
☑ Opportunities

Select from:
India
(9.3.1.8) Latitude
26.17724
(9.3.1.9) Longitude
91.75419

Select from:
293

☑ No

4.88

Select from:
☑ Much lower
0

0

4.88

0

0

0

294

0

Select from:
☑ About the same

0

0

0

0

4.88

Select from:
☑ Much lower

In FY 2024, water consumption and withdrawal have decreased by 7.22% due to multiple water-saving initiatives. We ensure zero discharge of treated water. 100%
of treated water is consumed in process/utility and administrative applications. A robust monitoring system is developed to correct the treatment of all types of
295

Row 3

Select from:
☑ Facility 3

Sanand, Gujarat

Select from:

☑ Risks
☑ Opportunities

Select from:
India
☑ Other, please specify :Sabarmati
296

(9.3.1.8) Latitude
22.991963
(9.3.1.9) Longitude
72.377298

Select from:
☑ Yes

34.62

Select from:
☑ Much higher
0

0

0
297

0

0

34.62

0

Select from:
☑ About the same

0

0

0

0
298

34.62

Select from:
☑ Much higher

In FY 2024, water consumption and withdrawal have increased by 31.94% due to an increase in production quantity. We ensure zero discharge of treated water.
100% of treated water is consumed in process/utility and administrative applications. A robust monitoring system is developed to correct the treatment of all types of
Row 4

Select from:
☑ Facility 2

Jalgaon, Maharashtra

Select from:

299

☑ Risks
☑ Opportunities

Select from:
India
☑ Tapti River
(9.3.1.8) Latitude
21.01667
(9.3.1.9) Longitude
75.56667

Select from:
☑ Yes

54.23

Select from:
☑ Much lower
300

0

0

0

0

0

54.24

0

Select from:
☑ About the same

0
301

0

0

0

54.24

Select from:
☑ Much lower

In FY 2024, water consumption and withdrawal has decreased by 7.28% due to water-saving initiatives, including the use of a vacuum pump in place of Z-ejector in
the vacuum system, reusing of STP treated water in the cooling tower, recovery of 100% condensed steam, etc. Threshold: Lower (Reduction within 2-5% compared
to the previous year); Much Lower ( 5% compared to the previous year), About same - 0- 2% compared to the previous year, Higher (Increase within 2- 5%compared
to the previous year); Much Higher (5% compared to the previous year).
Row 5

Select from:
☑ Facility 4

302

Puducherry (Pondicherry)

Select from:

☑ Risks
☑ Opportunities

Select from:
India
☑ Other, please specify :India East coast
(9.3.1.8) Latitude
11.92993
(9.3.1.9) Longitude
79.8247

Select from:
303

☑ Yes

7.64

Select from:
☑ Lower
0

0

0

0

0

7.64

304

0

Select from:
☑ About the same

0

0

0

0

7.64

Select from:
☑ Lower

In FY 2024, water consumption and withdrawal decreased by 3.29% due to all water savings initiatives, including the utilization of RO rejects water, reduction of
blowdown water, and sewage-treated water used for gardening. Till FY 2024, we have 39% water to the baseline of FY 2020, which has led to savings of INR 7.18
305

lakhs per annum. We ensure zero discharge of treated water. 100% of treated water is consumed in process/utility and administrative applications. A robust
monitoring system is developed to correct the treatment of all types of wastewater. Treated water is fed back into the system for industrial or domestic usage across
all manufacturing units. Threshold: Lower (Reduction within 2-5% compared to the previous year); Much Lower ( 5% compared to the previous year), About same - 0-
2% compared to the previous year, Higher (Increase within 2- 5%compared to the previous year); Much Higher (5% compared to the previous year)
Row 8

Select from:
☑ Facility 6

Guwahati 2

Select from:

☑ Risks
☑ Opportunities

Select from:
306

India
(9.3.1.8) Latitude
26.17724
(9.3.1.9) Longitude
91.75419

Select from:
☑ No

9.49

Select from:
☑ Much lower
0

0
307

9.49

0

0

0

0

Select from:
☑ About the same

0

0

0

308

0

9.49

Select from:
☑ Much lower

In FY 2024, water consumption and withdrawal has decreased by 14.27% due to multiple water saving initiatives. We ensure zero discharge of treated water. 100%
of treated water is consumed in process/utility and administrative applications. A robust monitoring system is developed to correct the treatment of all types of
[Add row]
(9.3.2) For the facilities in your direct operations referenced in 9.3.1, what proportion of water accounting data has been
third party verified?
Water withdrawals – total volumes
(9.3.2.1) % verified
Select from:
☑ 76-100
(9.3.2.2) Verification standard used

ISAE 3000
Water withdrawals – volume by source

309

Select from:
☑ 76-100

ISAE 3000
Water withdrawals – quality by standard water quality parameters
Select from:
☑ 76-100

ISAE 3000
Water discharges – total volumes
Select from:
☑ 76-100

ISAE 3000
Water discharges – volume by destination
310

Select from:
☑ Not relevant

Based on the principles of ‘Zero Liquid Discharge,’ our operations ensure that 100% of effluents are treated within the plant boundaries, thus preventing any
discharge to the external environment. Hence, there is zero discharge from our facilities
Water discharges – volume by final treatment level
Select from:
☑ Not relevant

Water discharges – quality by standard water quality parameters
Select from:
☑ Not relevant

Water consumption – total volume
311

Select from:
☑ 76-100

ISAE 3000
[Fixed row]
(9.5) Provide a figure for your organization’s total water withdrawal efficiency.
(9.5.1) Revenue (currency)

70020000000
(9.5.2) Total water withdrawal efficiency

536963190.18
(9.5.3) Anticipated forward trend

Aligned with Marico's FY 2030 ESG framework, we aim to improve water consumption efficiency by 3% through a range of process optimization initiatives and by
increasing the reuse of treated water within our manufacturing facilities.
[Fixed row]
(9.9) Provide water intensity information for each of the agricultural commodities significant to your organization that you
source.
(9.9.1) Water intensity information for this sourced commodity is collected/calculated

Select from:
312

☑ Yes
(9.9.2) Water intensity value (m3/denominator)

0.02
(9.9.3) Numerator: Water aspect

Select from:
☑ Freshwater consumption
(9.9.4) Denominator
Select from:
☑ Kilograms
(9.9.5) Comparison with previous reporting year

Select from:
☑ About the same

This information is related to oats. Water intensity value is taken from LCA study

Select from:
☑ Yes

0.09
313

Select from:
(9.9.4) Denominator
Select from:
☑ Kilograms

Select from:
☑ About the same

Water intensity value is taken from LCA study. This is calculated as average figure for all edible oils used by Marico.
Soy

Select from:
☑ Yes

0.07

Select from:
314

(9.9.4) Denominator
Select from:
☑ Kilograms

Select from:
☑ About the same

Water intensity value is taken from LCA study
Other commodity

Select from:
☑ Yes

0.75

Select from:
(9.9.4) Denominator
Select from:
☑ Kilograms
315

Select from:
☑ About the same

This data is related to copra. Water intensity value is taken from LCA study
[Add row]
(9.13) Do any of your products contain substances classified as hazardous by a regulatory authority?
Products contain hazardous substances Comment
Select from: Marico does not produce any substances that classified as hazardous by a
☑ No regulatory authority
[Fixed row]
(9.14) Do you classify any of your current products and/or services as low water impact?
(9.14.1) Products and/or services classified as low water impact

Select from:
☑ Yes
(9.14.2) Definition used to classify low water impact
316

At Marico, our product portfolio is aligned with the organization's overall ESG vision and targets. We categorize our products as "low water impact" because they do
not require extensive water usage during either the manufacturing phase or the consumption phase (end-consumer stage). This approach minimizes overall resource
consumption at the consumer level, promoting responsible consumption and environmentally conscious lifestyles.

Marico's ESG goals focus on advancing toward a water-secure future by incorporating stewardship and neutrality at every stage of the product cycle. While we aim to
optimize water consumption throughout the product lifecycle (from cradle to gate), it is equally important to promote responsible consumption among our consumers
by managing the environmental footprint of our end products. All major brands owned by Marico are designed innovatively to minimize excess water consumption and
waste during use by end consumers.
[Fixed row]
(9.15.1) Indicate whether you have targets relating to water pollution, water withdrawals, WASH, or other water-related
categories.
Water pollution
(9.15.1.1) Target set in this category

Select from:
☑ Yes
Water withdrawals

Select from:
☑ Yes
Water, Sanitation, and Hygiene (WASH) services

Select from:
317

☑ No, but we plan to within the next two years

We have provided WASH facilities for everyone operating on our premises and plan to extend this initiative to our suppliers. We aim to establish specific targets within
the next two years.
Other

Select from:
☑ Yes
[Fixed row]
(9.15.2) Provide details of your water-related targets and the progress made.
Row 1

Select from:
☑ Target 1

Select from:
☑ Site/facility
(9.15.2.3) Category of target & Quantitative metric
Product water intensity

☑ Reduction per unit of production
318

03/30/2022

03/30/2022
(9.15.2.6) Base year figure

2.12
(9.15.2.7) End date of target year

03/30/2030
(9.15.2.8) Target year figure

1.89
(9.15.2.9) Reporting year figure

2.26

Select from:
☑ Underway

-61
(9.15.2.12) Global environmental treaties/initiatives/ frameworks aligned with or supported by this target
319

☑ Sustainable Development Goal 6

Target is related to water consumption intensity for product "Saffola" manufactured in Jalgaon unit of Marico. It covers 100% production of saffola produced in
Jalgaon facility.
Marico Jalgaon facility has installed RO and MEE after effluent treatment plant. Output of MEE is diverted back to process usage which has helped in reducing fresh
water consumption. Jalgaon aims to add roof rainwater conservation facility in upcoming year.
(9.15.2.16) Further details of target

In FY24, water consumption has increased on account of expansion project. However, we have initiated multiple projects to reduce water and we are confident to
achieve FY25 target as planned.
Row 4

Select from:
☑ Target 2

Select from:
☑ Organization-wide (direct operations only)
Other
☑ Other, please specify :Water Neutral Manufacturing Facilities (numbers)
320

03/30/2022

03/30/2021

0

03/30/2030

6

1

Select from:
☑ Underway

17
321


Target is related to ensuring "Water positivity" for all manufacturing units in Water stress zones. 100% of our operations in water stress are to achieve the target.
Water conservation activity is carried out near to Jalgaon plant and project is checked for water debit / credit by third party. Facility is certified as Water neutral in
FY24.

The targets include: 1. Promote water conservation: Facilitate the effective conservation and management of water resources across the country. 2. Water
replenishment: Ensure Marico replenishes more water back to the community than it consumes in operations by creating water storage capacity through farm ponds.
Row 5

Select from:
☑ Target 3

Select from:
☑ Organization-wide (direct operations only)
Product water intensity

☑ Reduction per unit of production

322

03/30/2022

03/30/2022

0.27

03/30/2030

0.22

0.32

Select from:
☑ Underway

-100
323

100% of our operations plan is to achieve the target.
Marico Perundurai facility has installed ETP and STP after effluent treatment plant. Output of ETP is diverted back to process usage which has helped in reducing
fresh water consumption. Perundurai facility has rain water harvesting pond inside facility. However, extremely low rainfall has impacted higher freshwater
consumption.

In FY24, water consumption has increased on account of expansion project. However, we have initiated multiple projects to reduce water and we are confident to
achieve FY25 target as planned.
[Add row]
324

C10. Environmental performance - Plastics
(10.1) Do you have plastics-related targets, and if so what type?
(10.1.1) Targets in place

Select from:
☑ Yes
(10.1.2) Target type and metric
Plastic packaging
☑ Reduce the total weight of plastic packaging used and/or produced
☑ Eliminate problematic and unnecessary plastic packaging
☑ Reduce the total weight of virgin content in plastic packaging
☑ Increase the proportion of plastic packaging that is recyclable in practice and at scale

Recycled Plastic Usage: Marico is working to increase the percentage of recycled plastic in its packaging. By establishing a target for the amount of recycled plastic,
the company seeks to reduce dependence on virgin plastic and support the circular economy. Using post-consumer recycled (PCR) plastic in bottles and containers
conserves resources, lowers energy use, and reduces greenhouse gas emissions from plastic production. In FY 2024, two successful trials were completed
demonstrating the feasibility of using PCR materials in packaging. Recyclable Packaging Share: A key objective for Marico is to ensure that a significant percentage
of its plastic packaging consists of recyclable materials. This includes using commonly recycled plastics like PET and HDPE, which can be processed by most waste
management systems. By boosting the share of recyclable plastics, Marico aims to promote responsible waste disposal and recycling, helping to reduce plastic
pollution and its environmental impact. Plastic Intensity (Plastic Consumption per Revenue): Marico is also committed to decreasing its plastic intensity, which
measures the volume of plastic used per unit of revenue. By setting a goal to lower plastic intensity, the company is enhancing its resource efficiency and minimizing
its plastic usage. This effort includes optimizing packaging designs, exploring alternative materials, and adopting innovative approaches to reduce plastic
consumption to revenue.
[Fixed row]
325

(10.2) Indicate whether your organization engages in the following activities.
Production/commercialization of plastic polymers (including plastic converters)
(10.2.1) Activity applies

Select from:
☑ No
(10.2.2) Comment
As an FMCG company, Marico does not engage in the production of plastic polymers. Marico manufactures consumer products in various categories, such as
personal care, skincare, haircare, and edible oils. Plastic polymers are sourced from suppliers and required packaging material is made from them.
Production/commercialization of durable plastic goods and/or components (including mixed materials)

Select from:
☑ No
(10.2.2) Comment
As an FMCG company, Marico does not engage in the production of durable plastic goods. Marico manufactures consumer products in various categories, such as
personal care, skincare, haircare, and edible oils. While we utilize plastic packaging for our products, no other plastic goods are made by Marico.
Usage of durable plastics goods and/or components (including mixed materials)

Select from:
☑ No
(10.2.2) Comment
326

Marico is not involved into this activity.
Production/commercialization of plastic packaging

Select from:
☑ Yes
(10.2.2) Comment
As an FMCG company, Marico is engaged in the production plastic packaging. Marico manufactures consumer products in various categories, such as personal care,
skincare, haircare, and edible oils. While we utilize plastic packaging for our products, we make these packaging materials are at various third-party units as well as
inhouse.
Production/commercialization of goods/products packaged in plastics

Select from:
☑ Yes
(10.2.2) Comment
As an FMCG company, Marico is engaged in the production plastic packaging. Marico manufactures consumer products in various categories, such as personal care,
skincare, haircare, and edible oils. While we utilize plastic packaging for our products, we make these packaging materials are at various third party units as well as
inhouse
Provision/commercialization of services that use plastic packaging (e.g., food services)

Select from:
☑ No
327

(10.2.2) Comment
Marico is an FMCG company and manufacturer of consumer products. We are not involved in retail business. Distribution of our products is done by our business
associates.
Provision of waste management and/or water management services

Select from:
☑ Yes
(10.2.2) Comment
Marico is an FMCG company and manufacturer of consumer products.
Provision of financial products and/or services for plastics-related activities

Select from:
☑ No
(10.2.2) Comment
Marico is an FMCG company and manufacturer of consumer products. Therefore, it is not applicable to Marico.
Other activities not specified

Select from:
☑ No
(10.2.2) Comment
328

Not applicable for Marico.
[Fixed row]
(10.5) Provide the total weight of plastic packaging sold and/or used and indicate the raw material content.
Plastic packaging sold
(10.5.1) Total weight during the reporting year (Metric tons)

0
(10.5.2) Raw material content percentages available to report

☑ None

Marico does not sell plastic packaging.
Plastic packaging used
(10.5.1) Total weight during the reporting year (Metric tons)

27792
(10.5.2) Raw material content percentages available to report

☑ % virgin fossil-based content
☑ % post-consumer recycled content
(10.5.3) % virgin fossil-based content
329

98.97
(10.5.6) % post-consumer recycled content

1.03

Marico uses plastic for packaging of products. As mentioned above, we work on various aspects of sustainable packaging to reduce plastic use, ensure recyclability
and usage of recycled content. We have used recycled material (Plastics) in packaging of hair oils in FY 24. We intend to increase recycled plastic share upto 7% in
FY 25 in order to achieve our target of 30% in FY26.
[Fixed row]
(10.5.1) Indicate the circularity potential of the plastic packaging you sold and/or used.
Plastic packaging sold
(10.5.1.1) Percentages available to report for circularity potential

☑ None

Not applicable as Marico does not sell plastics
Plastic packaging used
(10.5.1.1) Percentages available to report for circularity potential

☑ % technically recyclable
☑ % recyclable in practice and at scale
330

(10.5.1.3) % of plastic packaging that is technically recyclable
1.58
(10.5.1.4) % of plastic packaging that is recyclable in practice at scale

90.4

Marico use plastic for packaging of our products. Overall, 91.98% of plastic we use is recyclable in nature. We use mono-materials to the extent of 90.4% which are
recycled at scale.
[Fixed row]
(10.6) Provide the total weight of waste generated by the plastic you produce, commercialize, use and/or process and
indicate the end-of-life management pathways.
Production of plastic
(10.6.1) Total weight of waste generated during the reporting year (Metric tons)
209.52
(10.6.2) End-of-life management pathways available to report

☑ Recycling
(10.6.4) % recycling
100
331

Plastic waste is sold to authorized recycler registered under plastic waste management law. Marico coverts plastic granules into plastic bottles through molding
process in 2 manufacturing units. Produced bottles are used by Marico for packaging. Waste mentioned for this question (production of plastic) is related to waste
generated in that process. Marico follows guidelines of government for plastic waste management.
Commercialization of plastic
0

☑ Recycling
100

Marico is not engaged into commercialization of plastic. Hence, quantity mentioned is "0".
Processing of plastic waste
0

☑ Recycling
332

100

Marico is not engaged into processing of plastic waste. Hence, quantity mentioned is "0".
[Fixed row]
333

C11. Environmental performance - Biodiversity
(11.2) What actions has your organization taken in the reporting year to progress your biodiversity-related commitments?
(11.2.1) Actions taken in the reporting period to progress your biodiversity-related commitments
Select from:
☑ Yes, we are taking actions to progress our biodiversity-related commitments
(11.2.2) Type of action taken to progress biodiversity- related commitments

☑ Land/water management
☑ Education & awareness
☑ Livelihood, economic & other incentives
[Fixed row]
(11.3) Does your organization use biodiversity indicators to monitor performance across its activities?
Does your organization use indicators to monitor

Indicators used to monitor biodiversity performance
biodiversity performance?

☑ Yes, we use indicators ☑ State and benefit indicators
[Fixed row]
(11.4) Does your organization have activities located in or near to areas important for biodiversity in the reporting year?
334

Legally protected areas
(11.4.1) Indicate whether any of your organization's activities are located in or near to this type of area important for
biodiversity
Select from:
☑ No
(11.4.2) Comment
All Marico manufacturing facilities, dedicated third-party manufacturing units, and warehousing facilities are located in Special Economic Zones (SEZs). In line with
our environmental policy and climate action goals, we are taking initiatives for ecological restoration within our operational footprint. Using the principles of Miyawaki
forests, we have planted over 3000 trees spread over 1100 acres that habilitates a range of flora and fauna endemic to the region. This afforestation initiative aims to
create a natural carbon sink to offset direct operational emissions in the near future.
UNESCO World Heritage sites
biodiversity
Select from:
☑ No
(11.4.2) Comment
None of the Marico facilities are located in areas designated as UNESCO World Heritage sites
UNESCO Man and the Biosphere Reserves
biodiversity
Select from:
☑ No
335

(11.4.2) Comment
None of the Marico facilities are located in areas designated as UNESCO Man and Biosphere reserves
Ramsar sites
biodiversity
Select from:
☑ No
(11.4.2) Comment
None of the Marico facilities are located in wetland areas designated as Ramsar sites
Key Biodiversity Areas
biodiversity
Select from:
☑ No
(11.4.2) Comment
None of the Marico facilities are located in areas designated as Key Biodiversity Areas
Other areas important for biodiversity
biodiversity
Select from:
336

☑ No
(11.4.2) Comment
While Marico's entire value chain has minimal impact on biodiversity, we are working with our critical suppliers especially across the agricultural value chain to
establish Tier-II level traceability of the materials procured. This initiative ensures that we have complete visibility of the farms from where our agricultural
commodities are being sourced and whether any impacts are created on biodiversity due to the sourcing activities. Further, community-based afforestation initiatives
are also being created in and around Marico facilities to promote ecosystem restoration and well as generate livelihood empowerment.
[Fixed row]
337

C13. Further information & sign off
(13.1) Indicate if any environmental information included in your CDP response (not already reported in 7.9.1/2/3,
8.9.1/2/3/4, and 9.3.2) is verified and/or assured by a third party?
Other environmental information included in your CDP response is verified and/or

assured by a third party
Select from:
☑ Yes
[Fixed row]
(13.1.1) Which data points within your CDP response are verified and/or assured by a third party, and which standards
were used?
Row 1
(13.1.1.1) Environmental issue for which data has been verified and/or assured
☑ Climate change
☑ Water
☑ Plastics
(13.1.1.2) Disclosure module and data verified and/or assured
Environmental performance – Plastics

☑ Raw material content - durable goods/products and/or durable components
338

☑ Waste generated
(13.1.1.3) Verification/assurance standard
General standards
☑ ISAE 3000
(13.1.1.4) Further details of the third-party verification/assurance process

Marico annually conducts third-party verification annually.
(13.1.1.5) Attach verification/assurance evidence/report (optional)

Reasonable Assurance Statement- BSRS Core.pdf
Row 2
☑ Climate change
☑ Plastics
Environmental performance – Climate change

☑ Other data point in module 7, please specify :Limited assurance for Scope 3 emissions Reasonable assurance for Scope 1 & 2 emissions Validation of
carbon neutrality status for Perundurai plant
(13.1.1.3) Verification/assurance standard
339

General standards
☑ ISAE 3000

Marico annually conducts third-party verification annually.

Limited Assurance statement- Scope 3 Carbon neutrality.pdf
Row 3
☑ Water
Environmental performance – Water security

☑ Water withdrawals– total volumes

Verification of water debits and credits related to Jalgaon facility was done in FY24.

Signed Verification Statement-Marico-Water balance.pdf
[Add row]
340

(13.2) Use this field to provide any additional information or context that you feel is relevant to your organization's
response. Please note that this field is optional and is not scored.
Additional information
Not Applicable
[Fixed row]
(13.3) Provide the following information for the person that has signed off (approved) your CDP response.
(13.3.1) Job title

Chief Executive Officer
(13.3.2) Corresponding job category

Select from:
[Fixed row]
341

342

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Marico

2024 CDP Corporate Questionnaire 2024

Important: this export excludes unanswered questions

Marico Information classification: Official

C3. Disclosure of risks and opportunities ............................................................................................................................. 44

Marico Information classification: Official

C4. Governance .................................................................................................................................................................... 78

Marico Information classification: Official

C6. Environmental Performance - Consolidation Approach ............................................................................................... 159

C7. Environmental performance - Climate Change............................................................................................................. 161

Marico Information classification: Official

Marico Information classification: Official

C9. Environmental performance - Water security ............................................................................................................... 271

Marico Information classification: Official

C10. Environmental performance - Plastics ....................................................................................................................... 325

C11. Environmental performance - Biodiversity ................................................................................................................. 334

C13. Further information & sign off .................................................................................................................................... 338

Marico Information classification: Official

(1.3) Provide an overview and introduction to your organization.

(1.3.2) Organization type

(1.3.3) Description of organization

Marico Information classification: Official

(1.4.1) End date of reporting year

(1.5) Provide details on your reporting boundary.

Marico Information classification: Official

ISIN code - bond

(1.6.1) Does your organization use this unique identifier?

ISIN code - equity

(1.6.1) Does your organization use this unique identifier?

(1.6.2) Provide your unique identifier

(1.6.1) Does your organization use this unique identifier?

Marico Information classification: Official

(1.6.1) Does your organization use this unique identifier?

(1.6.1) Does your organization use this unique identifier?

(1.6.1) Does your organization use this unique identifier?

(1.6.1) Does your organization use this unique identifier?

Other unique identifier

(1.6.1) Does your organization use this unique identifier?

Marico Information classification: Official

(1.11.1) Relevance of emissions and/or water-related impacts

(1.11.1) Relevance of emissions and/or water-related impacts

Marico Information classification: Official

(1.11.1) Relevance of emissions and/or water-related impacts

(1.23.1) Produced and/or sourced

(1.23.1) Produced and/or sourced

(1.23.1) Produced and/or sourced

Marico Information classification: Official

(1.23.1) Produced and/or sourced

Dairy & egg products

(1.23.1) Produced and/or sourced

Fish and seafood from aquaculture

(1.23.1) Produced and/or sourced

(1.23.1) Produced and/or sourced

(1.23.1) Produced and/or sourced

Marico Information classification: Official

(1.23.1) Produced and/or sourced

Other grain (e.g., barley, oats)

(1.23.1) Produced and/or sourced

(1.23.2) % of revenue dependent on this agricultural commodity