PROJECT REPORT SUBMITTED IN PARTIAL

FULFILLMENT OF THE REQUIREMENT OF BACHELOR

OF BUSINESS ADMINISTRATION
Study On Sustainability Initiatives Implemented By Marico LTD.
In Alignment With 17 Sustainable Development Goals (SDGs)
By UNESCO

SUBMITTED BY: Abhishek Singh Tomar

A
ENROLLMENT NO.:04490201722

UNDER THE GUIDANCE OF

MS. HARJOT KAUR

SHRI GURU TEGH BAHADUR INSTITUTE OF

MANAGEMENT SSAND INFORMATION TECHNOLOGY
(AFFILIATED TO GGSIP UNIVERSITY, DELHI)
(2022 - 2025)
 STUDENT DECLARATION

This is to certify that I have completed the Summer Project titled “Study
on Sustainability Initiatives Implemented by Marico Ltd. In Alignment
with 17 Sustainable Development Goals (SDGs)” under the guidance
ofMS. HARJOT KAUR (Assistant Professor)” in partial fulfillment of the
requirement for the award of Degree of Bachelor of Business
Administration at Delhi Metropolitan Education, Noida.
This is an original piece of work & I have not submitted it earlier
elsewhere.
Date: 15-06-2022
Place: Shalimar Garden, Ghaziabad

Name.:Abhishek Singh Tomar

University Enrollment No.: 04490201722
Signature:
 Executive Summary

Marico Limited is an Indian multinational consumer goods firm

that offers health, beauty, and wellness products and services.
Philosophy / Business Model: Marico's business approach is built
on targeted growth across all of its brands/and regions, which is
driven by constantly enhancing value propositions to customers,
market expansion, and expanding retail reach.
Harsh Mariwala grew his family's spice and edible oil selling
company into the consumer products conglomerate Marico.
Marico sells in 25 countries and is best known for their Saffola
cooking oil and Parachute hair oil.

17 Sustainable Development Goals:

1. There is no poverty.
This UN objective aims to abolish all forms of poverty by 2030,
with a predicted worldwide poverty rate of 7%, or the equivalent
of 598,394,116 individuals.
SDG Goal 1 objectives include, but are not limited to, ending
extreme poverty (those living on less than $1.25 per day), reducing
poverty by half, implementing protection systems, ensuring equal
rights to economic resources and basic services, reducing poverty-
related vulnerability to climate change-induced extreme weather
developing pro-poor and gender-sensitive policy frameworks by
2030.
The COVID-19 disagreement slowed poverty reduction efforts.

2. No Hunger
As of 2020, 2.37 billion people are hungry or unable to consume a
healthy balanced diet, resulting in the zero hunger objective.
"Zero Hunger" aims to eliminate hunger, enhance nutrition, and
promote sustainable agriculture. The worldwide epidemic has only
exacerbated global famine, with up to 161 million extra people
facing starvation as a result. Anaemia affects one-third of women
of reproductive age owing to dietary inadequacies.
SDG Goal 2 objectives include, but are not limited to, ending
hunger, ending all forms of malnutrition, doubling agricultural
productivity and small-scale food producer income, bringing
resilience to agricultural practises and establishing sustainable
food production systems, and preserving genetic food diversity.
3. Physical and mental well-being
This objective aims to ensure healthy lives and promote well-being
for people of all ages by improving life expectancy and lowering
common infant and maternal illnesses and killers. The worldwide
epidemic has simply highlighted health inequities, stalling and
even lowering life-expectancy improvement.
Reduce maternal mortality, end preventable newborn and child
death, end multiple disease epidemics, reduce premature mortality,
prevent and treat substance abuse, halt traffic-related deaths and
injuries, ensure universal health coverage and access, and reduce
pollution and contamination deaths are among the SDG Goal 3
objectives.

4. Education of High Quality

This objective fosters lifelong learning and provides inclusive and
equitable quality education for everyone. Unfortunately, COVID-
19 undid years of educational progress, and many nations lack
basic school facilities.
SDG Goal 4 objectives include, but are not limited to, ensuring
free and high-quality primary and secondary education, providing
children with early childhood development opportunities, ensuring
equal access for men and women to higher education options,
increasing youth skills, ensuring gender equality, and promoting
sustainable development in education.

5. Equality of Gender
SDG 5 strives for gender equality and the empowerment of all
women and girls. The proportion of women in national
legislatures, municipal governments, and management positions is
much lower than that of males. Not to mention that one in every
three women has been subjected to violence at least once since the
age of 15, and underage marriage is still prevalent.

SDG Goal 5 objectives include, but are not limited to, ending
gender discrimination, eliminating all forms of violence against
women, eliminating harmful practises, valuing unpaid care and
domestic work, ensuring equal leadership opportunities, ensuring
access to feminine health care, and ensuring equal rights.

6. Safe Drinking Water and Sanitation

Despite the fact that clean water for drinking, sanitation, and
hygiene is ensured by the availability and sustainable management
of water and sanitation, 2.3 billion people live in water-stressed
nations.
The aims of SDG Goal 6 include, but are not limited to, providing
equitable worldwide access to clean drinking water, sanitation, and
hygiene, reducing water pollution, increasing water-use efficiency,
integrating water-resource management, and protecting water-
dependent ecosystems.

7. Energy that is both affordable and clean

Almost 800 million people do not have access to electricity, and
one-third of the population relies on unsafe cooking methods. This
explains why this objective seeks to assure inexpensive,
dependable, sustainable, and contemporary energy.
Goal 7 goals include, but are not limited to, increasing renewable
energy use, improving energy efficiency, increasing international
collaboration on clean energy access, research, and technology,
and upgrading technology in developing countries for sustainable
energy services.

8. Good Pay and Economic Growth

Joblessness and unemployment are highly common, especially in
the aftermath of the worldwide pandemic, emphasising the
importance of supporting sustained, inclusive, and sustainable
economic growth, as well as productive employment and good
labour.
The objectives of SDG Goal 8 include, but are not limited to,
sustaining economic growth, increasing economic productivity,
improving resource efficiency, achieving full and productive
employment, increasing working youth population, ending forced
labour, protecting labour rights, promoting tourism, and granting
access to financial institutions to all.

9. Infrastructure, Industry, and Innovation

This sustainable development goal aims for resilient infrastructure,
inclusive and sustainable industrialisation, and innovation.
Improving rural road connections, expanding R&D expenditure,
and manufacturing high-tech products all contribute to sustain
infrastructure.
The aims of SDG Goal 9 include, but are not limited to, reliable
infrastructure for everyone, sustainable industrialisation, expanded
access of small-scale businesses and firms in developing countries,
making industries sustainable, and enhancing technology in all
industries.
10. Reduction of Inequalities
This objective for sustainable development focuses on eliminating
inequities within and between countries. Income inequality,
refugee problems, and inequality indices all reveal that certain
localities and nations are far superior places to live than others.
Living standards vary greatly between countries.
SDG Goal 10 objectives include, but are not limited to, higher-
than-national-average income growth for the bottom 40% of the
population, social, economic, and political inclusion, appropriate
legislation policies to reduce inequality, wage and fiscal equality,
better financial market and institution regulation, legitimate
institutions that represent developing countries in global decisions,
and safe migration.

11. Cities & Communities that are Sustainable

This aim encourages making cities and human settlements safer,
more resilient, and sustainable by implementing national urban
policies, increasing access to public areas, improving public
transit, and reducing slums.
The objectives of SDG Goal 11 include, but are not limited to, safe
and affordable housing for all, safe and affordable transportation
for all, sustainable urbanisation and human settlement planning,
protecting cultures around the world, protecting the poor and
vulnerable from natural disasters, monitoring air quality and waste
management to reduce negative city impact, and providing green
public space.

12. Responsible Production and Consumption

As a goal, ensuring sustainable consumption and production
patterns attempts to prevent climate change and harmful
environmental effects.
SDG Goal 12 objectives include, but are not limited to,
implementing a 10-year framework programme for sustainable
development and consumption, achieving sustainable
management, reducing waste, encouraging company sustainable
practises, sustainable public procurement practises, and providing
access to relevant sustainable development and harmony with
nature information.

13.Climate Action
Climate action is a goal that involves combating climate change
and its consequences. Rising greenhouse gas emissions, a rise in
average global temperature, and greater spending as a result of
climate change are all negative consequences of climate change.
The aims of SDG Goal 13 include, but are not limited to, being
prepared for climate-related disasters, integrating climate policies
into national policies, and promoting climate awareness.

14. Life Underwater

The Life Below Water aim focuses on protecting and utilising our
oceans, seas, and marine resources in a sustainable manner for
long-term development. We rely greatly on our seas as a
population for food, tourism, recreational activities, and global
trade. Indeed, 3 billion people rely on the ocean for a living. Our
seas, on the other hand, are in grave danger. Over half of crucial
marine biodiversity regions are unprotected, and dead zones, or
places where there is insufficient oxygen to support marine life,
are expanding. As a result, it is critical that we improve our ocean
protection.
The aims of SDG Goal 14 include, but are not limited to,
preventing marine pollution, safeguarding marine and coastal
ecosystems, reducing ocean acidification via impact reduction,
protecting the fishing market, conserving marine and coastal
regions, and preventing overfishing.

15. Land Life

This objective fosters the general health of land life. It entails
safeguarding, restoring, and promoting terrestrial ecosystems, as
well as managing forests in a sustainable manner. Combating
desertification, preventing and reversing land degradation, and
restoring biodiversity. With many species under peril and
biodiversity loss on the rise, it is critical that humans take better
care of terrestrial ecosystems.
The objectives of SDG Goal 15 include, but are not limited to,
ensuring freshwater ecosystem health, sustainable forest
management, ensuring mountain ecosystem health, preserving
natural habitats, shared benefits of genetic resource use, ending
poaching and protected species trafficking, and incorporating
biodiversity values into national planning.
 16. Justice, Peace, and Strong Institutions
This objective entails minimising conflict, instability, and weak
institutions through fostering peace and inclusion in order to
achieve long-term development and justice for everyone.
SDG Goal 16 objectives include, but are not limited to, reducing
violence and death rates, ending all forms of violence against
children, promoting law at the national and international levels,
reducing financial crime, reducing corruption, developing
transparent institutions, developing country participation in global
governance institutions, ensuring public access to information and
freedom rights.

17. Collaboration for the Goals

This last objective seeks to facilitate strong partnership and global
cooperation towards the SDGs.
SDG Goal 17 objectives include, but are not limited to, increasing
developing country international support, improving international
cooperation, promoting environmentally sound technologies,
establishing a rule-based and equitable multilateral trading system,
increasing developing country exports, improving global economic
stability, and implementing a coherent sustainable development
policy.

SWOT Analysis:

✓ Marico's Strategic Planning Using SWOT Analysis:- The nature of

strategic planning in Personal & Household Products has changed
over the years. Decision makers use SWOT not just for short term
planning but also for long term strategic planning. It will provide
decision makers a better grasp of the market, the company, and the
rivals.
✓ Using SWOT Analysis to Improve Performance:- In the near term,
SWOT analysis is a useful technique for improving business
processes, parts of businesses, or both. SWOT analysis assists Marico
management in identifying areas of vulnerability in the organization's
operations. Marico's future growth may be fueled by managing and
removing these flaws.
✓ Using SWOT Analysis to Determine Venture Feasibility, New Project
Viability, and New Product Launch:- Project management and
feasibility analysis have grown in complexity. SWOT analysis may
 still assist Marico decision makers in determining the advantages and
drawbacks of a new project, its initial feasibility, and long-term scope
while keeping rivals' strategies and macro-environment development
in mind.
✓ Using SWOT Analysis to Overcome Competitive
Challenges:- Because of their limited emphasis on the industry,
decision makers frequently overlook macro-environmental
developments. It may happen to Marico right now in the
Consumer/Non-Cyclical. To handle these competitive difficulties and
macro-environmental trends, Marico decision makers can utilise
SWOT analysis to identify particular risks and devote resources to
address those concerns.
✓ Setting Corporate Goals and Key Objectives Using SWOT
Analysis:- Marico's preferred usage of SWOT analysis is to develop
strategic goals, define important target areas, and achieve desired
results. This can lead to a time-based SWOT analysis activity in
which Marico officials perform SWOT at regular intervals and
analyse what needs to be tweaked to meet the stated goals.
 Chapter- 1

Introduction To The Topic

About the company:

Marico Limited is an Indian multinational consumer goods firm

that specialises in health, beauty, and wellness products and
services. Marico has offices in over 25 countries across Asia and
Africa, with its headquarters in Mumbai. It owns brands including
Parachute, Saffola, Hair & Care, Parachute Advanced, Nihar
Naturals, and Mediker in the hair care, skin care, edible oils, health
foods, male grooming, and fabric care areas. The firm has a
revenue of Rs 7,315 crores in the fiscal year 2019–2020.
Pondicherry, Perundurai, Kanjikode, Jalgaon, Paldhi, Dehradun,
Baddi, and Paonta Sahib are among Marico's eight manufacturing
facilities in India. Harsh Mariwala is the chairman, while Saugata
Gupta has been the MD and CEO of the company since March
2014.

Company History:

Harsh Mariwala joined his family's business, Bombay Oil

Industries, in 1971, and by 1974, he'd envisioned an FMGC
market for coconut and refined edible oils in smaller consumer
packets, as well as a nationwide distribution network for
Parachute. The first blue bottle of parachute oil appeared in
Harsh's creation at that time.

Harsh Mariwala, Founder of Marico

Marico was born on the 2nd of April, 1990. In the same year,
Marico introduced another hair-care product, Hair & Care, a non-
 sticky hair oil. Sunflower oil from Sweekar has also become well-
known. Marico moved their headquarters from Masjid Bunda
Bazaar to the affluent Bandra neighbourhood in 1992. When the
company built its first overseas office in Dubai in 1992, it changed
from being an exporter to a worldwide marketer.

Company Timeline:

⚫ 1974 – Harsh Mariwala envisioned a branded FMCG market for

coconut and refined edible oils in small consumer packs and sets up a
national distribution network for Parachute.
⚫ 1990 – Marico was established in India.
⚫ 1991 – Marico launches Hair & Care, a non-sticky hair oil re-
positioning the market leader through contemporary packaging.
Sweekar sunflower oil goes national.
⚫ 1992 to 94 – Marico goes from being an exporter to international
marketer – sets up its first overseas office in Dubai.
⚫ 1994 – The year marks another innovation, Revive cold water starch
makes starching cottons more convenient for the consumer.
⚫ 1996 – Marico lists on the Indian Stock Exchanges.
⚫ 1999 – The company expands with its first overseas manufacturing
facility in Bangladesh. Marico acquires Mediker in the same year
⚫ 2003 – Marico Innovation Foundation, responsible for executing the
Corporate Social Responsibility of Marico was formed. In the same
year Marico sets up copra collection centers to procure directly from
farmers increasing their margins.
⚫ 2006 – Nihar enters the Marico fold.
⚫ 2006-7 – Marico casts footprint in Africa, acquires Fiancée and Hair
Code in Egypt and Caivil, Black Chic and Hercules in South Africa.
⚫ 2009 – Marico makes a public offering of equity in Bangladesh; a
first for one of its overseas subsidiaries.
⚫ 2010 – The South East Asia journey commences with Code10 male
grooming in Malaysia and Derma Rx skin care solutions
in Singapore. The year also marks the launch of Saffola breakfast,
Masala Oats in India.
⚫ 2011 – Parachute Advanced entered the skin-care category with the
launch of Parachute Advanced Body Lotion (PABL), another
innovation by Marico. The year also marks the launch of Parachute
Gold hair cream in the Middle East market targeted to women which
today has great equity among-st the consumer. Marico strengthens its
presence S.E. Asia through a male grooming, skin care and food
portfolio acquired in Vietnam the same year.
⚫ 2012 – India's Gen Next gets styled by Marico as it launches its male
grooming brand, Set-Wet.
⚫ 2015 – Marico's Market Cap tops ₹25,000 crore.
⚫ 2017– Marico acquires South Africa's leading hair styling business –
Isoplus; launches Saffola Active Slimming Nutri-shake (marking
entry into nutraceutical category) and makes a strategic investment in
Zed Lifestyle (Beardo)
⚫ 2018 – Marico invests Revolutionary Fitness (Revofit); launches a
new brand – True Roots that delays hair graying and launches its first
digital exclusive brand – Studio X; launched Saffola Fittify.
⚫ 2019 – Marico announces association with Kaya, to create a skincare
sub-brand, Kaya Youth.

Company Brands:
Parachute, Parachute Advanced, Saffola, Hair & Care, Nihar, Nihar
Naturals, Livon, Set Wet, Mediker, and Revive are some of the
company's well-known brands. Marico is represented internationally by
brands such as Parachute, HairCode, Fiancée, Caivil, Hercules, Black
Chic, Code 10, Ingwe, X-Men, and Thuan Phat.

• Male grooming – Set Wet, Beardo, Parachute Advanced Men After-

shower Hair Cream
• Hair Care – Parachute, Parachute Advanced, Nihar Naturals, Nihar
Naturals Uttam, Hair & Care Fruit Oils, Mediker, Livon
• Edible Oils – Saffola
• Skin Care – Parachute Advanced Body Lotion
• Fabric Care – Revive
• Healthy Foods – Saffola Masala Oats & Saffola Fittify

Parachute
Marico's flagship brand, Parachute, is made up of edible grade coconut
oil. Marico makes and sells coconut-based hair products under the
Parachute "Advanced" brand, as well as a line of extensions. Parachute
food oil is made entirely of coconut oil, whereas "Advanced" hair oils
include at least 50% mineral oil in addition to coconut oil.

Others

Saffola is just refined edible oil that has been mixed. New Saffola, Tasty,
and Active are some of the brand names for it. They're all made up of
different ratios of mixed vegetable oils. Rice bran oil, Kardi oil or
Safflower oil, Corn oil, and Soya oil are the most common oils mixed.
Marico is well-known in Bangladesh, Southeast Asia, the Middle East,
Egypt, and South Africa. Marico is represented in Bangladesh by Marico
Bangladesh Limited, a completely owned subsidiary. Shirirchala, in
Dhaka Division, is where the company's production plant is located.

Mineral oil in hair oil

Mineral oil and coconut oil make up about 50 percent (v/v) to 80 percent
(v/v) of Parachute's "Advanced" hair products. Coconut oil (50 percent
v/v), mineral l (49.6% v/v), BHT, Aloe Vera extract, and perfume make up
Advanced Aloe Vera Enriched Coconut Hair Oil.
Mineral oil has been linked to the development of skin cancer.
Even while highly refined oils (Group 3) are not suspected of being
carcinogenic, the knowledge available does not allow them to be
categorised as innocuous.

Company’s Business Model:

Marico's business plan is based on targeted growth across all of its brands
and regions, which is fueled by consistently improving customer value
propositions, market development, and retail expansion. Marico's position
in niche / ethnic Indian product or service categories where typical MNCs
are weak is ensured by this methodology.
Marico is a well-run corporation that has established a dynamic work
atmosphere that empowers people, promotes cooperation, and stimulates
creative thinking. As a result, Marico has grown to become one of the
few profitable Indian FMCG firms throughout the years.

Company’s Vision:

Every member of the Marico family has a long-term vision for the
company's growth and profitability, as well as a desire to positively affect
the whole business environment. They work together to better the lives of
all of its stakeholders, including customers, investors, members, and
society as a whole.
The company has always taken precautions to reduce harmful
environmental effects while concentrating on the general welfare of the
public. It motivates people to give in any manner they can to society.
Marico asserts that through creativity and innovation, companies and
social groups may increase their economic and social worth. Rather, it is
one of the company's fundamental values.

Company’s Revenue and Growth:

Despite increased raw material prices, Marico Ltd reported a 13 percent

rise in earnings in the December quarter compared to the same period the
previous year.
Due to excellent growth throughout the majority of the company's
portfolio, the company's earnings exceeded analysts' forecasts. The maker
of Parachute coconut oil and Saffola edible oil reported a net profit of
INR 307 crore for the three months ended December 31, up from INR
272 crore the previous year.
During the quarter, the business adopted selected price rises in its primary
Parachute brand in response to rising pricing. Marico had excellent
demand across 95% of its portfolio in India, indicating that consumer
mood is rising.

Company’s Key Financial Metrics:

Financial Metric 2019-2020 2018-2019

Total Income 3502.00 3489.00
PAT Margin -7.86 36.88
Equity Share Capital 93.03 93.03
Asset Turnover Ration 5.61 7.14

Company’s Investments:

Date Organization Round Amount

Name
Apr 18, 2018 Revofit Corporate Round -
May 18, 2017 Beardo.in Funding Round Rs. 500M

Company’s Competitors:

Top competitors of Marico :

 Hindustan Unilever
 Procter & Gamble
 Dabur
 Advantice Health
 Emami
 Gillette India
 Bajaj Consumer
 Colgate

Company Overview:

Marico Limited is a significant consumer products company in India,

specializing in worldwide beauty and health. Marico fosters prominent
brands in hair care, skin care, edible oils, immune boosting and nutritious
foods, male grooming, and fabric care, among other categories. Marico
generated a revenue of over INR 80.5 billion (USD 1.1 billion) in FY
2020-21 from products marketed in India and selected countries in Asia
and Africa. Through our portfolio of brands, such as Parachute, Saffola,
Nihar Naturals, Saffola FITTIFY Gourmet, Saffola Immuniveda, Saffola
Arogyam, Hair & Care, Parachute Advanced, Mediker, Coco Soul,
Revive, Set Wet, Beardo, and Livon, we touch the lives of one out of
every three Indians. Brands including Parachute, Parachute Advanced,
HairCode, Fiancée, Caivil, Hercules, Black Chic, Code 10, Ingwe, X-
Men, Mediker SafeLife, Thuan Phat, and Isoplus are part of our
worldwide product offering. We are headquartered in Mumbai and
operate in over 25 countries in Asia and Africa's growing economies. We
have factories in Puducherry, Perundurai, Jalgaon, Guwahati, Baddi,
Paonta Sahib, and Sanand in India.

Objective Of The Project Report:

The goal of this project report is to offer a critical review of how the
company is doing in all areas. This report is a crucial tool for guiding
decision-making and providing the chance for business owners and senior
managers to explore and resolve any identified concerns.
This Project report offers management with essential information such as
spending, earnings, and growth. It contains critical information that may
be utilised to generate future predictions, marketing plans, assist budget
planning, and enhance decision-making.

Significance Of The Project Report Writing:

This project report will be used to assess progress and growth, detect
patterns, and investigate any abnormalities that may arise. This project
report, in addition to guiding crucial choices, aids in the creation of an
audit trail of corporate operations, such as reports that detail yearly
budgets, sales, meetings, and planning initiatives.
Organization reporting encourages openness, and for many public firms,
an annual report is a legal duty to reveal financial statistics and ownership
information about the business to shareholders, the government, and
others. Furthermore, frequent reporting throughout the fiscal year allows
organizations in the same industry to assess and compare their
performance to that of others.

Research Methodology Used In This Project Report:

The methodology used in writing this report is by using secondary data.
Secondary research, also known as desk research, is a research method
that employs previously collected data. Existing data is summarized and
compiled to improve the overall effectiveness of research. Secondary
research includes research material published in research reports and
other similar documents. These documents can be made available by
public libraries, websites, data obtained from previously completed
surveys, websites, and so on. Some government and non-government
organizations also store data that can be retrieved for research purposes.
Secondary research is much more cost-effective than primary research
because it uses already existing data, as opposed to primary research,
which requires organizations or businesses to collect data firsthand or to
hire a third party to collect data on their behalf. The internet is one of the
most popular methods for gathering secondary data. Data is easily
accessible and may be downloaded with the press of a button on the
internet. This data is essentially free, although one may have to pay a
little fee to get already existing data. Websites include a wealth of
material that businesses and organisations may utilise to meet their
research objectives. Organizations, on the other hand, must examine only
legitimate and reputable websites while gathering information.
 Chapter- 2

Overview of 17 Sustainable Development Goals (SDGs) by UNESCO

The United Nations approved the Sustainable Development Goals

(SDGs), also known as the Global Goals, in 2015 as a global call to
action to eradicate poverty, safeguard the environment, and guarantee that
by 2030, everyone lives in peace and prosperity.
The Sustainable Development Goals (SDGs) were adopted by 193
nations in 2015, following the most inclusive and thorough discussions in
UN history, and have inspired individuals from all industries,
geographies, and cultures. To meet the targets by 2030, heroic and
inventive efforts will be required, as well as a willingness to understand
what works and the agility to adapt to new knowledge and shifting
trends.
The Bruntland Commission Report of 1987 defined sustainable
development as "development that fulfils the demands of the present
without jeopardising future generations' ability to satisfy their own
needs." Sustainable development has four dimensions: society,
environment, culture, and economics, all of which are interwoven rather
than distinct. Sustainability is a way of thinking about the future that
balances environmental, sociological, and economic concerns in order to
improve people's quality of life. A wealthy civilization, for example,
relies on a healthy ecosystem to give food and resources to its population,
as well as safe drinking water and clean air.
What is the difference between sustainable development and
sustainability, one could wonder? Sustainability is frequently conceived
of as a long-term objective (i.e., a more sustainable world), whereas
sustainable development refers to the many procedures and paths that
might be used to attain it (e.g. sustainable agriculture and forestry,
sustainable production and consumption, good government, research, and
technology transfer, education, and training, etc.). The 17 SDGs are
interconnected; they acknowledge that actions taken in one area have an
impact on results in others, and that development must strike a balance
between social, economic, and environmental sustainability. Countries
have pledged to provide priority to people who are the most
disadvantaged. The Sustainable Development Goals (SDGs) aim to
eliminate poverty, hunger, AIDS, and discrimination against women and
girls. All of society's creativity, know-how, technology, and financial
resources are required.
Today, the United Nations Department of Economic and Social Affairs
(UNDESADivision )'s for Sustainable Development Goals (DSDG)
provides substantive support and capacity-building for the SDGs and
related thematic issues such as water, energy, climate, oceans,
urbanisation, transportation, science and technology, partnerships, and
Small Island Developing States. The DSDG is a significant player in the
review of the 2030 Agenda's implementation across the UN system, as
well as advocacy and outreach initiatives related to the SDGs. To make
the 2030 Agenda a reality, widespread ownership of the SDGs must be
translated into a strong commitment to implement the global goals by all
stakeholders. The goal of the DSDG is to assist in the facilitation of this
involvement.

➢ Sustainable Development Goal 1 “ No Poverty”: "No Poverty" is

the official phrase. Member nations have vowed to "Leave No One
Behind," with the purpose of "leaving no one behind and reaching
those who are furthest behind first." SDG 1 aspires to eliminate all
forms of severe poverty, such as hunger, lack of safe drinking water,
and poor sanitation. Finding answers to new challenges posed by
climate change and war are all part of achieving this aim. SDG 1
focuses not just on poor individuals, but also on the services they rely
on and the social policies that either create or avoid poverty. To track
progress, the aim comprises seven targets and thirteen indicators. The
five "outcome objectives" are: ending extreme poverty; halving
poverty; putting in place social safety mechanisms; providing
equitable access to ownership, basic services, technology, and
economic resources; and creating resilience to environmental,
economic, and social calamities. The mobilisation of resources to
 eradicate poverty and the implementation of poverty eradication
policy frameworks at all levels are the two aims connected to "means
of attaining" SDG 1.

➢ Sustainable Development Goal 2 “Zero Hunger”: "End hunger,

establish food security and enhanced nutrition, and promote sustainable
agriculture," according to the official language. The intricate
interconnections between food security, nutrition, rural transformation,
and sustainable agriculture are highlighted in SDG 2. According to the
United Nations, there are around 690 million hungry people in the
globe, accounting for little less than 10% of the global population.
Every night, one out of every nine people goes to bed hungry, with 20
million people in South Sudan, Somalia, Yemen, and Nigeria at risk of
famine. To track progress, SDG 2 contains eight goals and 14
indicators. Ending hunger and improving food access; ending all forms
of malnutrition; agricultural productivity; sustainable food production
systems and resilient agricultural practises; genetic diversity of seeds,
cultivated plants, and farmed and domesticated animals; investments,
research, and technology are the five "outcome targets." Addressing
trade barriers and distortions in international agricultural markets, as
well as food commodity markets and their derivatives, are among the
three "ways of attaining" aims. As a result of the COVID-19 epidemic,
up to 142 million people will be malnourished by 2020. With the
pandemic, the number of stunted and wasting children is projected to
rise. Furthermore, depending on the economic development
assumption, the COVID-19 pandemic "may add between 83 and 132
 million people to the overall number of undernourished in the globe by
the end of 2020."
➢ Sustainable Development Goal 3 “Good Health And Well Being”:
The official statement reads, "To ensure healthy lives and promote
well-being for everyone at all ages." The goals of SDG 3 cover a wide
range of topics related to healthy living and lifestyle. To measure
progress toward the goals, twenty-one indicators are employed. The
first nine objectives are "outcome objectives." Reduce maternal
mortality; eliminate all preventable deaths in children under the age of
five; combat communicable diseases; reduce noncommunicable
disease mortality; promote mental health; prevent and treat substance
abuse; reduce traffic injuries and deaths; provide universal access to
sexual and reproductive health, family planning, and education;
achieve universal health coverage; and reduce illnesses and deaths
caused by hazardous chemicals and pollution. Implement the WHO
Framework Convention on Tobacco Control; support research,
development, and universal access to affordable vaccines and
medicines; increase health financing and support health workforce in
developing countries; and improve early warning systems for global
health risks are the four "means to achieving" SDG 3 targets. "Every
two seconds, someone aged 30 to 70 years dies prematurely from
noncommunicable illnesses such as cardiovascular disease, chronic
respiratory disease, diabetes, or cancer," according to the UNDP. "In
2019, 2.4 million children perished in their first month of life –
roughly 6,700 neonatal fatalities every day – with almost a third of all
neonatal deaths occurring within the first day after delivery, and close
to three-quarters occurring during the first week of life," according to
the report. One of the key explanations underlying the results and
geographical data revealed that newborn mortality was greatest in
Sub-Saharan Africa and South Asia, with 27 and 25 fatalities per
1,000 live births, respectively, in 2019.
➢ Sustainable Development Goal 4 “Quality Education”: SDG 4's
full title is "Ensure inclusive and equitable quality education for all
and promote lifelong learning opportunities for everyone." SDG 4
consists of 10 objectives that are measured by 11 indicators. The
seven "outcome-oriented targets" are as follows: free primary and
secondary education; equal access to high-quality pre-primary
education; affordable technical, vocational, and higher education; an
increase in the number of people with relevant skills for financial
success; the elimination of all forms of discrimination in education;
universal literacy and numeracy; and education for sustainable
development and global citizenship. The three "methods of achieving
 objectives" are to build, modernise, and maintain inclusive and safe
schools; enhance the supply of competent teachers in developing
countries; and extend higher education scholarships for developing
nations. SDG 4 strives to provide children and young people with
high-quality education that is easily accessible, as well as additional
learning opportunities. The achievement of universal literacy and
numeracy is one of its goals. A critical component of gaining
information and important abilities in the learning environment. As a
result, there is an urgent need to create additional educational
facilities and update existing ones in order to offer secure, inclusive,
and effective learning environments for all.
➢ Sustainable Development Goal 5 “Gender Equality”: SDG 5 has
nine goals and fourteen indicators. Six of the targets are "outcome-
oriented": ending all forms of discrimination against all women and
girls everywhere; ending violence and exploitation of women and
girls; eliminating harmful practises such as child, early, and forced
marriage, and female genital mutilation; increasing the value of
unpaid care and promoting shared domestic responsibilities; ensuring
women's full participation in leadership and decision-making; and
ensuring access to universal reproductive rights. The three "means of
accomplishing" aims are: promoting equal rights to economic
resources, property ownership, and financial services for women;
promoting women's empowerment through technology; and enacting,
strengthening, and enforcing gender equality laws. Countries have
pledged to "Leave No One Behind" by prioritising progress for those
who are the furthest behind. SDG 5 aspires to provide equal rights
and opportunities for women and girls to live free from
discrimination, including employment discrimination and violence.
This is done in order to promote gender equality and to empower all
women and girls. Gender equality by 2030 necessitates immediate
effort to address the core causes of discrimination that limit women's
rights in both the private and public arenas. Eliminating gender-based
violence and rape is a top concern since it violates human rights.
While the commitment to advance gender equality has resulted in
certain gains, the promise of a future in which every woman and girl
enjoys complete gender equality and all legal, social, and economic
obstacles to their empowerment, including digital empowerment,
remains unfulfilled. Women have been disproportionately impacted
by the COVID-19 pandemic because they are more susceptible and
have less access to treatment. Evidence suggests that violence against
women has increased throughout the pandemic.
➢ Sustainable Development Goal 6 “Clean Water And
Sanitation”: The official phrase is, "Ensure the availability and
long-term management of water and sanitation for everybody." The
aim comprises eight targets that must be met by 2030. Eleven
indicators will be used to track progress toward the goals. The six
"outcome-oriented targets" are as follows: safe and affordable
drinking water; ending open defecation and providing access to
sanitation and hygiene; improving water quality, wastewater
treatment, and safe reuse; increasing water-use efficiency and
ensuring freshwater supplies; implementing IWRM; and protecting
and restoring water-related ecosystems. The two "ways of attaining"
goals are to increase water and sanitation assistance to developing
countries and to encourage local participation in water and sanitation
management. In 2017, 2.2 billion people lacked access to safe
drinking water, and 4.2 billion lacked access to decent sanitation.
Three billion people globally do not have access to basic hand-
washing facilities at home. Two out of every five healthcare
institutions worldwide do not have soap, water, or alcohol-based hand
massage (2016). The COVID-19 epidemic has made this objective
even more vital. This epidemic, however, may have an impact on
water companies' capacity to accomplish this aim by increasing losses
on revenues that would otherwise be utilised to fund investments.
➢ Sustainable Development Goal 7 “Affordable And Clean
Energy”: Its goal is to "ensure that everyone has access to
inexpensive, dependable, sustainable, and contemporary energy."
Access to energy is a critical pillar for people's well-being, economic
progress, and poverty reduction. The aim comprises five targets that
must be met by 2030. Six indicators are used to track progress toward
the goals. Three of the five objectives are "outcome targets":
Universal access to modern energy; increasing the worldwide share of
renewable energy; and doubling energy efficiency improvements. The
last two aims are "means of attaining targets": promoting access to
clean energy research, technology, and investments, and expanding
and upgrading energy services for developing nations. In other words,
these goals include increasing the amount of renewable energy in the
global energy mix while also improving access to affordable and
dependable electricity. This would entail increasing energy efficiency
and strengthening international collaboration in order to promote
more open access to clean energy technology and more investment in
clean energy infrastructure. Plans call for a special focus on
infrastructure assistance for LDCs, tiny islands, and landlocked
developing nations. According to a 2019 assessment, the globe is
 making progress toward SDG 7, but will fall short of attaining the
objectives by 2030 if present rates of advancement continue. Climate
change mitigation (SDG 13) and SDG 7 are strongly connected and
complimentary. To meet long-term climate goals, the world must
invest more in renewable energy.
➢ Sustainable Development Goal 8 “Decent Work And Economic
Growth”: Foster sustained, inclusive, and sustainable economic
growth, full and productive employment, and decent work for all,"
according to the entire title. 17 indicators will be used to assess,
monitor, and evaluate progress toward goals. SDG 8 contains a total
of twelve objectives that must be met by 2030. Some goals are for
2030, while others are for 2020. The first 10 are "outcome goals."
These are as follows: promote policies to support job creation and
growing businesses; improve resource efficiency in consumption and
production; full employment and decent work with equal pay;
promote youth employment, education, and training; end modern
slavery, trafficking, and child labour; protect labour rights and
promote safe working environments; promote beneficial and
sustainable tourism Furthermore, there are two "ways of
accomplishing" targets: increase funding for trade support and build a
worldwide youth employment plan. This objective attempts to ensure
that any country's economic sector meets the basic needs of its
citizens, regardless of their origin, colour, or culture. Approximately
half of the world's population still lives on less than US $2 per day. In
many regions, having a job does not ensure that you will be able to
overcome poverty. This delayed and unequal development may
necessitate a rethinking and retooling of economic and social policies
aiming at reducing poverty.
➢ Sustainable Development Goal 9 “Industry, Innovation and
Infrastructure”: SDG 9 aspires to improve infrastructure resilience,
promote sustainable industrialisation, and support innovation. SDG 9
contains eight aims, with twelve indicators used to track progress. The
first five goals are "outcome goals": Develop sustainable, resilient,
and inclusive infrastructures; promote inclusive and sustainable
industrialisation; expand access to financial services and markets;
update all industries and infrastructures for long-term viability; and
improve research and industrial technology. The remaining three
objectives are "means of accomplishing" objectives: Facilitate the
development of sustainable infrastructure in developing nations;
promote domestic technological development and industry
diversification; and ensure widespread access to information and
communications technologies.Manufacturing activities employed 14
 percent of the world's workforce in 2019. This proportion has not
changed much since 2000. Manufacturing employment was highest in
Eastern and South-Eastern Asia (18%) and lowest in Sub-Saharan
Africa (7%). (6 percent). Millions of individuals continue to be unable
to connect to the internet owing to cost, coverage, and other factors. It
is estimated that just 53.4 percent of the world's population now uses
the internet. According to estimates, by the end of 2020, the globe
would have attained just 57 percent worldwide internet use and 23
percent in least developed nations, falling well short of objective 9.c.
➢ Sustainable development Goal 10 “Reduced Inequality”: "Reduce
Inequality Within and Between Countries" is the entire title. The Goal
contains 10 goals that must be met by 2030. Indicators will be used to
track progress toward goals. The first seven goals are "outcome
goals": Reduce income disparities; promote universal social,
economic, and political inclusion; ensure equal opportunities and
eliminate discrimination; implement fiscal and social policies that
promote equality; improve global financial market and institution
regulation; increased representation for developing countries in
financial institutions; and implement responsible and well-managed
migration policies. The remaining three goals are "means of
attainment" goals: Special and differentiated treatment for developing
nations; promotion of development aid and investment in LDCs; and
reduction of transaction costs for migrant remittances. The goal of
Target 10.1 is to "maintain income growth in the poorest 40% of the
population at a pace greater than the national average." This target,
known as "shared prosperity," supplements SDG 1, which calls for
the abolition of severe poverty, and it applies to all countries across
the world. During the period 2012–2017, the poorest 40% of the
population's income increased in 73 nations. Nonetheless, in all
nations with statistics, the poorest 40% of the population got less than
25% of total income or consumption. Measuring inequality in its
many manifestations is critical to reducing inequality within and
across nations. The Gini coefficient is the most often used measure of
socioeconomic inequality since it can reflect the distribution of
income and wealth within and across nations. Measuring social
inequality frequently involves more complex factors and techniques,
such as assessing a social group's educational attainment and access
to higher education, as well as their social status, marital status, and
other factors associated with inequality, such as urban or rural
location.
➢ Sustainable Development Goal 11 “Sustainable cities and
communities”: SDG 11's explicit objective is to "make cities
 inclusive, safe, resilient, and sustainable." The 17 SDGs recognise
that actions in one area will have an impact on outcomes in other
areas, and that development must balance social, economic, and
environmental sustainability. At the global level, Sustainable
Development Goal 11 is split into 10 objectives and 14 indicators.
The seven "outcome targets" are as follows:

• 11.1 – "Adequate, safe, and affordable housing and basic services and
upgrade slums"
• 11.2 – "Safe, affordable, accessible, and sustainable transport systems"
• 11.3 – "Enhance inclusive and sustainable urbanization and capacity
for participatory, integrated and sustainable human settlement
planning and management in all countries"
• 11.4 – "Strengthen efforts to protect and safeguard the world’s cultural
and natural heritage"
• 11.5 – "Reduce the number of deaths and the number of people
affected by disasters and decrease the direct economic losses relative
to global gross domestic product caused by disasters"
• 11.6 – "Reduce the adverse per capita environmental impact of cities,
including by paying special attention to air quality and municipal and
other waste management"
• 11.7 – "Provide universal access to safe, inclusive and accessible,
green and public spaces"
The three “means of achieving” targets are:

• 11.a – "Support positive economic, social and environmental links

between urban, peri-urban and rural areas by strengthening national
and regional development planning"
• 11.b – "Increase the number of cities and human settlements adopting
and implementing integrated policies and plans towards inclusion,
resource efficiency, mitigation and adaptation to climate change,
resilience to disasters, and develop and implement, in line with the
Sendai Framework for Disaster Risk Reduction 2015–2030, holistic
disaster risk managements at all levels"
• 11.c – "Support least developed countries, including through financial
and technical assistance, in building sustainable and resilient buildings
utilizing local materials"

SDG 11 includes ten aims to attain, with 15 indicators to track progress.

Safe and affordable housing, affordable and sustainable transportation
systems, inclusive and sustainable urbanisation, protection of the world's
cultural and natural heritage, reduction of the adverse effects of natural
disasters, reduction of the environmental impacts of cities, and access to
safe and inclusive green and public spaces are among the seven "outcome
targets." Strong national and regional development planning, adopting
policies for inclusiveness, resource efficiency, and disaster risk reduction,
and assisting least developed nations in creating sustainable and resilient
infrastructure are the three "ways of attaining" aims. Cities presently
house 3.9 billion people, about half of the world's population.

➢ Sustainable Development Goal 12 “Responsible Consumption and

Production”: SDG 12 is intended to guarantee resource efficiency,
improved energy efficiency, sustainable infrastructure, access to
essential services, green and decent jobs, and a higher quality of life
for all. SDG 12 comprises 11 objectives that must be met by at least
2030, with progress monitored using 13 indicators. Goal 12 of the
Sustainable Development Goals comprises 11 targets. The first eight
are "outcome targets," which include: implementing the 10-Year
Framework of Programs on Sustainable Consumption and Production
Patterns; achieving sustainable management and efficient use of
natural resources; halving per capita global food waste at retail and
consumer levels, as well as reducing food losses along production and
supply chains, including post-harvest losses; and achieving
environmentally sound management of chemicals and all wastes.
Support developing nations in strengthening their scientific and
technical ability; create and implement instruments to assess the
benefits of sustainable development; and eliminate market distortions,
such as fossil fuel subsidies, that encourage wasteful consumption.
Sustainable Consumption and Production (SCP) is defined by the
United Nations Environment Programme as "the use of services and
related products that respond to basic needs and improve quality of
life while minimising the use of natural resources and toxic materials,
as well as the emissions of waste and pollutants over the life cycle of
the service or product so as not to jeopardise the needs of future
generations."
➢ Sustainable Development Goal 13 “Climate Action”: Support
developing nations in strengthening their scientific and technical
ability; create and implement instruments to assess the benefits of
sustainable development; and eliminate market distortions, such as
fossil fuel subsidies, that encourage wasteful consumption.
Sustainable Consumption and Production (SCP) is defined by the
United Nations Environment Programme as "the use of services and
related products that respond to basic needs and improve quality of
life while minimising the use of natural resources and toxic materials,
 as well as the emissions of waste and pollutants over the life cycle of
the service or product so as not to jeopardise the needs of future
generations." The declared purpose of this goal is to "take rapid action
to combat climate change and its repercussions." SDG 13 establishes
targets that must be reached by 2030. This SDG comprises five
targets in all, encompassing a wide range of climate-related concerns.
The first three goals are "output goals," which include increasing
resilience and adaptive capacity in the face of climate-related
disasters, incorporating climate change measures into policies and
programmes, and increasing knowledge and capacity to cope with
climate change. The final two aims are "means of attaining" targets:
implementing the United Nations Framework Convention on Climate
Change and promoting methods to increase planning and management
capabilities. Along with each objective, there are "indicators" that
give a way to monitor the overall progress of each target as well as
SDG 13. The United Nations Framework Convention on Climate
Change (UNFCCC) is the major international, intergovernmental
platform for discussing global climate change responses. The decade
from 2010 to 2019 was the hottest in recorded history. Climate
change is currently affecting the global community in every nation on
the planet. Climate change affects not just national economy, but also
people's lives and livelihoods, particularly those in disadvantaged
situations. By 2018, climate change has increased the frequency of
natural catastrophes such large wildfires, droughts, storms, and
floods. Between 2000 and 2018, wealthy nations in transition reduced
their greenhouse gas emissions by 6.5 percent. However, emissions
from emerging nations increased by 43 percent between 2000 and
2013. In 2019, at least 120 of the 153 developing nations have started
work on establishing and implementing national adaptation strategies.
SDG 13 and SDG 7 on renewable energy are inextricably linked and
complimentary. Switching to renewable energy and improving end-
use energy efficiency are the two most important sources of
greenhouse gas reductions that governments must prioritise in order
to meet their Paris Agreement obligations.
➢ Sustainable Development Goal 14 “Life Below Water”: "Conserve
and sustainably utilise the oceans, seas, and marine resources for
sustainable development," according to the official language. The
Goal contains 10 goals that must be met by 2030. Each target's
progress is assessed using a single indicator. The first seven goals are
"outcome goals": Minimize marine pollution; safeguard and restore
ecosystems; reduce ocean acidification; promote sustainable fishing;
conserve coastal and marine regions; eliminate subsidies that
contribute to overfishing; and improve the economic advantages of
 sustainable marine resource usage. The last three goals are "means of
accomplishing" goals: Increasing scientific understanding, research,
and technology for ocean health; assisting small-scale fishermen; and
implementing and enforcing international maritime law. Oceans and
fisheries provide the economic, social, and environmental demands of
the world's people. The oceans are the planet's wellspring of life and
the global climate system's regulator. They are the world's biggest
ecosystem, with about a million species known to exist. Oceans span
more than two-thirds of the earth's surface and hold 97% of the
planet's water. They are required for the world to be livable. Ocean
temperatures and currents influence rainwater, drinking water, and
climate. Over 3 billion people rely on marine life for a living.
However, acidity has increased by 26 percent since the industrial
revolution. Effective solutions to reduce the negative consequences of
growing ocean acidification are required to enhance ocean
sustainability. The existing efforts to conserve oceans, marine
habitats, and small-scale fishermen, according to the 2020 report on
progress toward the Sustainable Development Goals, are not fulfilling
the need to protect the resources. Thirty percent of marine ecosystems
have been destroyed, and thirty percent of the world's fish populations
have been depleted. Marine contamination has reached alarming
proportions; 15 tonnes of plastic are discharged into the oceans every
minute. 20 percent of all coral reefs have been irreparably damaged,
and another 24 percent are under imminent danger of collapse.
Human-caused marine pollution harms or kills around 1 million sea
birds, 100,000 marine animals, and an unknown amount of fish each
year. Plastic components have been discovered in the stomachs of 95
percent of fulmars in Norway. Microplastics are a kind of marine
contamination.
➢ Sustainable Development Goal 15 “Life on Land”: Protect,
restore, and promote sustainable use of terrestrial ecosystems,
sustainably manage forests, prevent desertification, and halt and
reverse land degradation and biodiversity loss," according to the
official language. The Goal contains 12 goals that must be met by
2030. 14 indicators will be used to track progress toward goals.
Conserve and restore terrestrial and freshwater ecosystems; end
deforestation and restore degraded forests; end desertification and
restore degraded land; ensure conservation of mountain ecosystems,
protect biodiversity and natural habitats; protect access to genetic
resources and equitable benefit sharing; eliminate poaching and
trafficking of protected species; prevent invasive alien species on land
and in water ecosystems; and in Increase financial resources to protect
and sustainably use ecosystems and biodiversity; finance and
 incentivise sustainable forest management; and combat global
poaching and trafficking are the three "ways of attaining aims."
Humans rely on the land and the oceans to survive. This objective is
to provide long-term livelihoods that will be enjoyed by future
generations. Because the human diet is constituted of 80 percent plant
life, agriculture is a valuable economic resource. Forests encompass
30% of the Earth's surface, offer critical habitat for millions of
species, are significant sources of clean air and water, and are critical
in preventing climate change. The Secretary-General of the United
Nations prepares an annual report reviewing progress toward the
Sustainable Development Goals. According to the 2020 study, critical
biodiversity and species are still threatened with extinction, and forest
areas are shrinking.
➢ Sustainable Development Goal 16 “Peace, Justice and Strong
Institutions”: "Promote peaceful and inclusive societies for
sustainable development, ensure equal access to justice for all, and
establish effective, accountable, and inclusive institutions at all
levels," according to the official statement. The Goal contains 12
goals that must be met by 2030. The achievement of goals will be
monitored using 23 indicators. There are 10 "outcome targets" in the
goal: Reduce violence; protect children from abuse, exploitation,
trafficking, and violence; promote the rule of law and equal access to
justice; combat organised crime and illicit financial and arms flows;
significantly reduce corruption and bribery; develop effective,
accountable, and transparent institutions; ensure responsive, inclusive,
and representative decision-making; strengthen participation in global
governance; provide universal legal identity; and ensure public access
to justice. There are also two "methods of obtaining objectives":
Strengthen national institutions for preventing violence, combating
crime and terrorism, and promoting and enforcing nondiscriminatory
laws and policies. Global aims include reducing violent crime, sex
trafficking, forced labour, and child maltreatment. The International
Community cherishes peace and justice, and they advocate for
stronger judicial institutions to enforce laws and work toward a more
peaceful and equitable society. SDG 16 stresses the need for
considerable involvement to ensure peace and inclusive institutions
while also contributing to the other SDGs. Lowering fatal violence,
reducing civilian deaths in wars, and eradicating human trafficking
are all areas for development. According to the UNODC, over
464,000 persons were victims of intentional homicide in 2017, with
homicide rates of 6.1 per 100,000 people. Latin America and the
Caribbeans, as well as Sub-Saharan Africa, account for two-thirds of
worldwide killings. Poverty, economic inequality, and high young
 unemployment are some of the key causes of Latin America's high
murder rates. Homicides are four times more likely to occur in places
with substantial economic disparity than in those with economic
equity, according to the UNODC, which helps to explain the high
homicide rates in various Latin American regions. Although murder
rates have been decreasing in recent years, progress on SDG 16 has
been reversing. If present world patterns continue, all types of
violence are expected to rise by 10-46 percent by 2030.Latin America
and the Caribbeans, as well as Sub-Saharan Africa, account for two-
thirds of worldwide killings. Poverty, economic inequality, and high
young unemployment are some of the key causes of Latin America's
high murder rates. Homicides are four times more likely to occur in
places with substantial economic disparity than in those with
economic equity, according to the UNODC, which helps to explain
the high homicide rates in various Latin American regions. Although
murder rates have been decreasing in recent years, progress on SDG
16 has been reversing. If present world patterns continue, all types of
violence are expected to rise by 10-46 percent by 2030.
➢ Sustainable Development Goal 17 “Partnerships for the Goals”:
"Strengthen the mechanisms of implementation and revive the
global cooperation for sustainable development," according to the
official language. The Goal has 17 goals to be met by 2030, divided
into five categories: money, technology, capacity building, trade, and
systemic challenges. 25 indicators will be used to track progress
toward goals. SDG 17 refers to the necessity for cross-sector and
cross-national collaboration in order to achieve all of the objectives
by 2030. It is a demand for countries to harmonise their policies. SDG
17 envisions enhanced and more equal commerce, as well as
coordinated investment activities to support cross-border
sustainable development. It is about deepening and simplifying
collaboration between developed and developing nations, with the
SDGs serving as a shared framework and vision for outlining that
joint path ahead. It aims to encourage international commerce and
assist developing nations in increasing their exports in order to
establish a worldwide rules-based and equitable trading system that
is fair, open, and beneficial to all. With yearly investments ranging
from $5 trillion to $7 trillion necessary to accomplish the SDGs,
overall government development aid totalled $147.2 billion in 2017.
This, while consistent, falls short of the aim. Six nations fulfilled the
international aim of keeping government development aid at or
above 0.7 percent of GDP in 2016. International remittances totaled
$613 billion in 2017, with 76% invested in poorer nations. The bond
market for sustainable businesses is expanding as well. Global green
bond issuance was $155.5 billion in 2018, a 78 percent increase over
2017. Humanitarian crises caused by conflict or natural catastrophes
have continued to necessitate more financial resources and relief.
Nonetheless, many nations require formal development aid to
promote growth and commerce. The worldwide progress map for
SDG 17 reveals that considerable and serious issues continue to exist
in the majority of the world. Many economically powerful regions,
such as the United States and much of Europe, score very poorly.
 Chapter- 3

Analysis of Challenges and Initiatives

⚫ Challenges:
1. By “Startup Talky”: Unilever presented an enormous challenge to
Marico at a vital point in its growth path. Marico's coconut hair oil
brand, Parachute, was the single greatest contributor to the company's
portfolio at the time. Hindustan Unilever established and aggressively
promoted their own brand Nihar in order to take the market away
from Parachute. The aggression of HU was clear in its advertising
effort, in which it outspent Marico at every step and drowned out
Marico in the media with its thunderous voice. Then, from the field,
came some disturbing news: Marico salesmen reported "green walls
at retail outlets." Parachute was a blue brand, while Nihar was green.
Visions of green barriers become nightmares for Mariconians. [ "Our
goal has always been to focus significantly on brands; investing in
brands in terms of what is proper for the brands, which develops long
term preference for the brand," Sameer Satpathy, Head of Marketing,
explained. So, basically, we will continue to do so, and I feel that it is
more vital not just during times of slowdown, but also during times of
boom."]
2. Marico India takes on the challenging times head by “Tanseem
Limbdiwala” (Exchange4Media): This year, the company
introduced two new products: skincare and breakfast cereal. The key
question is whether or not the most recent brand expansions will be
successful. The shelves in Saugata Gupta's cabin, CEO of Marico's
consumer goods business, are overcrowded. Products are competing
for shelf space, with the occasional one sliding off. Contrary to
popular belief, the state of the CEO's shelves indicates the company's
strategy far better than analyst calls. Analysts feel the company's
portfolio is similarly complex, with items ranging from body lotion to
basmati rice. The more generous viewpoint is that Marico excels at
developing new goods and categories, and it doesn't matter if some
fail. Marico has stayed true to its track record of introducing new
items every year by launching two new products this year as well. At
the beginning of the year, the company decided to dabble in the
skincare sector by testing-marketing a natural coconut milk-based
body lotion in Kolkata. In September, it was released nationally under
the Parachute Advanced brand. In India, the skincare business is
worth close to Rs 5,000 crore, while the body care market is about Rs
1,300 crore. Another area in which the corporation is interested is the
oats market, the entire size of which is Rs 150 crore. Marico is testing
the market in South India with an Indianized version of "masala" oats.
Marico released oats a while ago, but it's expecting to create a splash
with its ready-to-eat masala oats, which come in two flavours: masala
& coriander and curry & pepper. Marico, principally a hair oil
(Parachute coconut oil) and food oil (Saffola) firm, has been battling
for some time to improve its income mix. Hair oils currently account
for 44% of total sales of Rs 3,130 crore. Parachute is the most well-
known brand in the hair-oil industry. Coconut oil alone accounts for
31% of the whole income mix. Edible oils, on the other hand, account
for 15% of total income, with Saffola being the most well-known
brand. By gradually expanding its Parachute and Saffola franchises,
the business has attempted to gain a foothold in several consumer
segments. It has opted to concentrate its efforts on the wellness and
health sector. This idea will be reflected in all brand expansions.
Because the Sweekar brand did not align with the company's health
and wellness strategy, it was sold. According to Gupta, the non-edible
oils portfolio (Saffola Arise rice, oats, and cholesterol control atta)
will provide 25% of Saffola's income over time. Many within the
corporation believe that the company has learned from previous
mistakes of entering smaller or newer industries that lacked size.
Even still, the health and wellness pillar is not simple. Many of the
corporation's extensions have not produced much, and the company
has since defocused from the areas. For example, Marico released
Saffola Zest, a healthy baked snack, but Gupta says the experiment
taught the business that consumers don't appreciate sacrificing taste.
Another example of a failed health positioning strategy is the fortified
atta or cholesterol management atta mix known as Saffola Cholesterol
Management. While kirana stores make a fortune selling multigrain
atta mix, Marico now feels that catering to a niche that does not exist
is a mistake.In order to improve the revenue mix, the corporation has
raced to introduce a slew of new goods or versions, many of which
have already faded from view. For example, despite the fact that
various varieties of Parachute hair oil were debuted with much
hoopla, nothing is known about them. According to Himani Singh,
analyst at Elara Capital, "Marico launches goods on a regular basis,
but its emphasis on making them a long-term success isn't strong
enough." Success is difficult in emerging categories dominated by
huge MNC players (such as skin care). Furthermore, certain
categories, such as oats, cholesterol-control flour, and so on, are
relatively tiny." Analysts believe the corporation lacks the desire and
 big funds to invest in new goods and brands. It's not that the
categories aren't intriguing or that there isn't growth, but the
organisation must have the patience and funds to support brands over
time. For example, the multinationals (HUL, Garnier, Procter &
Gamble, and Nivea) dominate the skin-care sector where the firm has
goals, and none of the incumbent companies will give in without a
struggle. Marico must have a long-term vision and money to invest if
it is to flourish. Another complaint levelled at the firm is that it
prefers to operate in tiny and specialty markets where growth is
impossible. A typical example is a product designed to prevent colour
bleeding. The product was inventive, but it lacked scalability,
therefore it was phased out. Another example is enriched cholesterol
atta, which is a specialty item. At Rs 150 crore, the oats market is also
thought to be tiny. Even if the firm is successful in capturing a
considerable share of this market by substituting masala oats for
upma, the scale of the market does not justify the high entry costs.
3. Innovations can play a key role in addressing challenges faced by
India- Marico chairman by “The Economic Times”: Marico
chairman Harsh Mariwala said on Thursday that innovations may
help the country handle significant difficulties in three areas:
education, health care, and agriculture. Mariwala believes that with
increasing mobile phone penetration and a robust digital ecosystem,
the timing is right for many more innovations to occur in India and to
address important concerns confronting the country. "I am certain that
innovation can play a significant role in expediting our path to
address these three big concerns," said Mariwala, who also founded
the Marico Innovation Foundation (MIF). He was effectively
addressing a gathering of MIF's main effort, the "Scale-Up Program."
"We've seen what technologies have done in pandemic times to
improve health-care delivery and link people. As of now, we are at
the stage when so many new technologies are pouring in and it is a
tremendous chance to leverage in," he added. Marico Innovation
Foundation was founded in 2003, when CEOs were not thinking
about innovation. "However, in the last 18 -19 years, the climate has
changed, and now, if you ask the CEO of a global firm or any
significant organisation, innovation is an invariable component of
their primary emphasis," he continued. Because of the dynamic nature
of business today and the ever-changing market realities, he noted,
innovation is and will continue to be the lifeblood of every firm.
Mariwala reflected on his 30-year adventure, saying: "We were the
first to arrive and establish a market. The most important lesson I've
learned is that innovating and creating chances is the way ahead."
Mariwala founded MIF, a non-profit part of the FMCG firm Marico Ltd,
with the goal of nurturing and propelling innovation. MIF has assisted
various groups in scaling up since the program's start.

It has had a great influence on their business not just in terms of healthy
revenue growth, regional and strategic expansion, but also in terms of
assuring operational efficiency while optimising their business for
profitability.

"With the rate of growth in our nation and the sheer amount of ideas, I
believe it is more crucial than ever for innovators to have access to an
ecosystem that not only fosters the brilliant ideas but also facilitates the
idea's path towards producing real impact," he added.
⚫ Initiatives in alignment with SDGs by UNESCO:

"On the question of food safety, we have widened and deepened our
involvement with the government and social institutions." -Harsh
Mariwala
Chairman

"As a responsible corporation, we intend to include sustainable practises

into our fundamental business plan." -Saugata Gupta
MD and CEO

Strategy And Focus Areas:-

Overview
Climate change, sustainable development, and ecological consciousness
are global concerns that have influenced major policy decisions made by
international leaders as well as the United Nations. Marico, as a
responsible corporate, is committed to the global agenda and has
developed a precise and targeted framework for attaining it within the
constraints of company operations.

Their Stakeholders Engaging with a wide set of stakeholders in ongoing,

long-term communication is a critical component of the business. They
are adamant that a true and continuous stakeholder engagement strategy
has several benefits in terms of cooperation and long-term growth, as well
as having a big beneficial influence on their business and sustainability
goals.

Sustainability Focus Areas

Marico's sustainability goal is to provide industry-leading value with
brands and goods that consumers prefer, while also saving resources,
safeguarding the environment, and improving social situations for those in
need.

Sustainable Procurement:-

Marico's Procurement Excellence Framework is built around ensuring

long-term supply. They have been able to create solid and long-lasting
relationships with their partners as part of their business goals.
❖ Farmer First Program
Marico's primary materials are primarily agricultural products. Their
"Farmer First" initiative was started a few years ago with the goal of
addressing urgent difficulties while also empowering farmers for the
future. The effort has assisted farmers in increasing agricultural
production and output on a long-term basis.
❖ Coconut: Boosting Tradition with Technology
They are continuously in contact with coconut producers, training
them in agricultural management. Marico is happy to have performed
over 150 sessions, teaching over 4500 farmers and engaging over 500
farmers in scientific practise implementation.
❖ Safflower productivity development
Marico, as a responsible player in the safflower value chain, stepped
in with its Safflower Extension Programme to assist. The strategy was
comprehensive, with the goal of enhancing many areas of the value
chain.

Efficient Manufacturing:-

Green Manufacturing is their environmental stewardship strategy - a

holistic approach that includes energy efficiency, decreased water use,
waste management, renewable energy, and greener manufacturing
methods and technology. Marico is infused with a sense of sustainability
and a real commitment to conserve and preserve environment.

Their Impacts
1. All manufacturing units are ISO 14001 and OSHAS 18001 certified.
2. Their BADDI unit secured GREENCO GOLD certificate.
3. PERUNDURAI unit operates on 100% renewable energy.
4. 80% reduction in fossil fuel use.
5. 32% reduction in energy intensity.
6. 74% energy is through renewable source.
7. 86% fuel used is AGRO-WASTE.
8. 54% reduction in GHG emission intensity.
9. 22% reduction in specific water consumption.

Care for communities:-

Marico’s CSR Vision is anchored in its core

purpose, i.e. to “make a difference” to the
lives off all its stakeholders to help them
achieve their full potential.

At Marico, the concept of social responsibility is considered as a moral

and ethical duty rather than an obligation. They investigate their
commitment to 'Make a difference' across the board, from efforts that
improve lives in their own areas to ambitious programmes that drive
corporate growth and have an influence on the economy.
S.W.O.T Analysis Of Marico:-

A SWOT analysis is a method of determining a company's strengths,

weaknesses, opportunities, and threats. It is a management tool that
enables organisations like Marico to assess their own operations, the
performance of their rivals, and the overall state of the industry. Let's take
a look at Marico's SWOT analysis:

Strengths Of Marico
Strengths are the distinctive qualities of a firm or organisation that
provide it an edge in obtaining greater market share, attracting more
consumers, and maximising profitability. Marico's strong points are:

⚫ Strategy: Marico's history is one of strategy assisting a brand's

progression through a flurry of successful goods that have migrated
from large markets to specialised markets. Marico evolved from an
Indian firm to a worldwide brand by focusing on value-added
products and adopting the appropriate set of tactics.
⚫ Targeting: In congested market areas, Marco's brands tend to focus on
narrow segments. In the congested edible oil industry, for example,
Saffolla concentrates on heart health, Mediker on lice eradication, and
Livon on silky hair. All of them, as well as the company's other best-
sellers, are geared at successfully meeting specialised demands.
⚫ Focus on unwanted categories: Marico constantly attempts to look
into categories that international firms would not be interested in,
such as anti-lice shampoo, fabric conditioner, or ethnic hair care
categories. What corporations consider to be peripheral categories are
targeted as key categories by the firm, allowing them to avoid
unwanted competing pressures.
⚫ Parachute:Marico attributes much of its success to the coconut oil
brand Parachute, which established the firm as a household name and
improved consumer and stakeholder confidence and goodwill. The
firm used the oil and began producing a range of versions for it,
including hair oils, oil-based hair gels and serums, and so on, using
this well-known brand to build a footing in a variety of industries.
⚫ Diversification: The bulk of Maricos' product categories have been
rapidly diversifying. Hair oil, hair creams, anti-dandruff creams,
shampoos, hair gels, and serums are among the products offered by
the firm. Saffola, which started as an edible oil, now includes salt,
wheat flour additions, and even oats.
Weaknesses Of Marico
Weaknesses are areas of the business or brand that need to be improved.
Marico’s main flaws are as follows:

⚫ Failed Products: Marico has a history of product failures, including

Parachute Hot Oil and Saffola Snacks. These errors have been costly
to the firm, resulting in losses.
⚫ Too many new products are introduced: Marico has always made it a
point to launch many new products each year, and this tendency is set
to continue. Marico, on the other hand, today has too many goods and
a presence in too many industries, making it more difficult to focus
and channel resources into all of them.
⚫ Inability to establish a premium image: Through a series of new
product releases and acquisitions, Marco has endeavoured to create a
position in the market's premium categories.

Opportunities For Marico

Opportunities are potential areas that a company could target to improve
results, increase sales, and ultimately profit.

⚫ Growth in new markets: Marico's growth efforts have generally

concentrated on emerging areas such as Egypt, Vietnam, and
Bangladesh, rather than on established markets. All categories of fast
moving consumer products have the potential for rapid growth in
these areas.
⚫ E-Commerce and Social Media Oriented Business Models: Marico
can use an e-commerce business strategy to build worldwide
connections with local suppliers and logistical providers. Marico can
cut the cost of entering new markets and reaching customers with a
substantially smaller marketing spend thanks to the proliferation of
social media. It can also lead to crowdsourcing different services and
consumer-oriented marketing based on data and buying behaviour.
⚫ Developments in Artificial Intelligence: Marico can employ advances
in artificial intelligence to better estimate customer demand, cater to
specific segments, and build stronger recommendation engines.
Threats To Marico
Threats are environmental factors that can be detrimental to the growth of a
business. Among the threats are the following:

⚫ Chemical-based content: Customers all across the world are

concerned about the hazards of utilising chemical additives in
consumer goods, which has resulted in a preference for organic
products. This will be a future challenge for FMCG firms.
⚫ Buyers’ bargaining power is increasing: Customers' negotiating
power at Marico has grown dramatically over time, placing
downward pressure on pricing. To consolidate and boost efficiency,
the organisation might attempt horizontal integration.
⚫ Competition: Marico has a plethora of rivals, including HUL, P&G,
Nestle, and ITC. Because of a good SWOT analysis, the brand has
been able to stay at the top of its game, and with this, we have ended
the Marico case study. Let us now wrap things up in the part below.
 Chapter- 4

Findings

They have focused on six material categories that are crucial to their
business in today's environment.

1. Sustainable Procurement
Because Marico's material and service requirements vary, long-term
procurement becomes crucial for the company. They seek
commercially feasible commodities that benefit the organisation,
consumers, society, and the environment.
2. Energy Management
As a responsible corporation, they try to cut energy use and
implement environmentally friendly manufacturing technology.
3. Water Management
Water availability is a worldwide concern today, and as part of their
continued commitment to sustainability, they seek to create new
norms in this material area of the organisation.
4. Waste Management
Trash management is a top priority for their company, and they are
devoted to reducing waste year after year and having a strong waste
recycling and reuse system in place.
5. Product Responsibility
People use the items they create on a daily basis, and their customers
want them to be ecologically and socially responsible. As a result,
 they strive to deliver items that are natural and do not harm the
environment or community while keeping high quality standards.
6. Future-ready capability building
Developing competences is a progressive process; in a changing
environment, developing future-ready capabilities for company and
human success becomes vital.
 Chapter- 5

Conclusions

Marico is a prominent consumer products company in India that operates

in the worldwide beauty and wellness industry. Marico had a revenue of
INR 7734 crores (USD 1.05 billion) in 2018-19 from its goods marketed
in India and selected countries in Asia and Africa.
Marico's portfolio of products, which includes Parachute, Parachute
Advansed, Saffola FITTIFY Gourmet, Hair & Care, Nihar Naturals,
Livon, Set Wet Studio X range, Coco Soul, Kaya Youth O2, Mediker,
and Revive, affects the life of one out of every three Indians. With brands
such as Parachute, Parachute Advansed, HairCode, Fiancée, Caivil,
Hercules, Black Chic, Code 10, Ingwe, Sedure, X-Men, and Thuan Phat,
the International division accounts for about 22% of the Group's sales.
Marico's focus on generating sustainable business and profits
development has resulted in a good shareholder return of 25% CAGR
since its first public offering in 1996.
Marico LTD's SWOT analysis aided in brand positioning and gaining a
competitive advantage. Identifying Marico's strengths and possibilities is
the first step toward utilising them to improve Marico's market prospects.
Marico's SWOT analysis examines the brand's strengths, weaknesses,
opportunities, and threats. The internal components in Marico SWOT
Analysis are the strengths and weaknesses, while the exterior factors are
the opportunities and threats.
SWOT Analysis is a tried-and-true management paradigm that allows a
company like Marico to compare its business and performance to that of
its competitors. Marico is a well-known brand in the FMCG industry.

SWOT analysis is one of the most extensively utilised strategic analysis

methods. According to a study conducted by Harvard Business School,
more than 75% of strategy department decision makers employed SWOT
analysis for strategic analysis. Marico strategists can use SWOT to
achieve the following goals:

✓ Marico's Strategic Planning Using SWOT Analysis:- The nature of

strategic planning in Personal & Household Products has changed
over the years. Decision makers use SWOT not just for short term
planning but also for long term strategic planning. It will provide
decision makers a better grasp of the market, the company, and the
rivals.
✓ Using SWOT Analysis to Improve Performance:- In the near term,
SWOT analysis is a useful technique for improving business
processes, parts of businesses, or both. SWOT analysis assists Marico
management in identifying areas of vulnerability in the organization's
operations. Marico's future growth may be fueled by managing and
removing these flaws.
✓ Using SWOT Analysis to Determine Venture Feasibility, New Project
Viability, and New Product Launch:- Project management and
feasibility analysis have grown in complexity. SWOT analysis may
still assist Marico decision makers in determining the advantages and
drawbacks of a new project, its initial feasibility, and long-term scope
while keeping rivals' strategies and macro-environment development
in mind.
✓ Using SWOT Analysis to Overcome Competitive
Challenges:- Because of their limited emphasis on the industry,
decision makers frequently overlook macro-environmental
developments. It may happen to Marico right now in the
Consumer/Non-Cyclical. To handle these competitive difficulties and
macro-environmental trends, Marico decision makers can utilise
SWOT analysis to identify particular risks and devote resources to
address those concerns.
✓ Setting Corporate Goals and Key Objectives Using SWOT
Analysis:- Marico's preferred usage of SWOT analysis is to develop
strategic goals, define important target areas, and achieve desired
results. This can lead to a time-based SWOT analysis activity in
which Marico officials perform SWOT at regular intervals and
analyse what needs to be tweaked to meet the stated goals.
 Chapter- 6

Limitation

Secondary data is used.

✓ Sample selection and research sample issues
✓ The sample size is inadequate for statistical measures.
✓ Data collecting techniques, tools, and procedures
✓ Data availability is limited since we do not have access to paid
websites or connections.
✓ There are time constraints.
✓ A lack of available and/or accurate data will almost likely cause you
to limit the scope of your study, the size of your sample, or it will be a
big hurdle to detecting a pattern and a meaningful relationship. You
must not only report these limitations, but also provide persuasive
reasons why you feel data is missing or untrustworthy. Don't just
throw your hands up in disgust; instead, use this as an opportunity to
establish a future research requirement based on building a new data
gathering technique.
✓ Lack of past research studies on the issue – discussing previous
research studies helps as the foundation for your literature review and
aids in comprehending the research problem you're investigating.
Depending on the relevance or breadth of your study topic, there may
be little or no existing research. Lack of past research studies on the
issue – discussing previous research studies helps as the foundation
for your literature review and aids in comprehending the research
problem you're investigating. Depending on the relevance or breadth
of your study topic, there may be little or no existing research.
✓ Measures used to gather data – it's not unusual to discover after
you've completed interpreting the findings that the method you
employed to collect data limited your ability to conduct a thorough
analysis of the results. For example, you may bemoan the deletion of
a survey item that, in retrospect, may have benefited in the resolution
of an issue that arose later in the research. Recognize the problem by
emphasising the necessity for future researchers to adapt the precise
data gathering process.
✓ • Self-reported data is constrained by the fact that it is rarely
independently checked, regardless of whether you rely on pre-existing
data or undertake a qualitative research study and collect the data
yourself.
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 Annexure

Some other Analysis of Marico Ltd.:

Fig. 1 Technical Analysis

 Fig. 2 Technical Analysis

Fig. 3 Moving Average Analysis

Fig. 4 Price Change Analysis
Fig. 5 Volume Analysis
Fig. 6 Pivot Level and Candlesticks

Fig. 7 Beta
Fig. 8 Technical Screeners
 Fig. 9 Fully Paid Ord. Shrs

Fig. 10 Stock Price- Personal Care

Fig. 11 Revenue and Profit Growth

 Fig. 12 Doubled Market Shares of Marico LTD

Fig. 13 Balance sheet (Financial Analysis)

Fig. 14 Shareholder Pattern and Share Performance on Stock Exchange

Fig. 15 Share price Performance