ITC Report and Accounts 2021

Nation First: Sab Saath Badhein
REPORT AND ACCOUNTS 2021

Contents
ITC: The Next Horizon
Agility. Purposeful Innovation. Compassion.
Board of Directors and Committees 01
Report on Corporate Governance (including Shareholder Information) 10
Report of the Board of Directors & Management Discussion and Analysis 36
Secretarial Auditor’s Report 144
CEO and CFO Compliance Certificate 145
Standalone Financial Statements
Balance Sheet 146
Statement of Profit and Loss 147
Statement of changes in equity 148
Cash Flow Statement 150
Notes to the Financial Statements 152
Independent Auditor’s Report 220
Guide to Subsidiaries, Joint Ventures & Associates 230

Salient Features of the Financial Statements of
Subsidiaries, Joint Ventures & Associates (AOC-1) 233
Consolidated Financial Statements 237
Ten Years at a Glance 328
Financial Highlights
Business Responsibility Report I-XVI
Business Update: lTC lnfotech
Creating Enduring Institutions
Awards & Accolades
The mnemonic for this year’s Report and Accounts symbolises ITC’s nurturing of multiple drivers of
growth. A vibrant and synergistic portfolio of businesses with a growing presence across all three sectors of
the economy - agriculture, manufacturing and services. The arched hands with multiple leaves
also emphasise ITC’s commitment to making a Triple Bottom Line contribution by creating economic, social
and environmental capital for the nation. The organic elements of the mnemonic highlight the thrust towards
creating a brighter and more inclusive future through agility, purposeful innovation and compassion.
All ITC facilities have implemented the highest standards of hygiene and safety. Some of the pictures in the report were taken prior to the COVID-19
pandemic and therefore may not depict the current pandemic related measures.
ITC: The Next Horizon

Agility. Purposeful Innovation. Compassion.
As the mid-year dawns on 2021, the pandemic that swept across ITC’s next horizon will be defined by its hallmarks of agility,
the globe continues to be of concern. In India, the second wave purposeful innovation and compassion, honed to new levels of
became yet another reminder of the fragility of human lives and excellence with the rapid learning from the experiences of the
livelihoods. The Government at the Centre and States, businesses, recent past. These will find expression in leveraging
institutions and civil society organisations rose as one to address opportunities that lie in the intersection of defining trends of
the myriad and unprecedented challenges. Doctors, healthcare digital, sustainability and the synergistic enterprise strengths of
professionals and workers fought in unimaginable circumstances the Company nurtured over time. ITC’s presence across the
and selfless ways to save lives, even as the deluge tested every agriculture, manufacturing and services sector provides a unique
sinew of their tireless endeavours. The future continues to be opportunity to make a larger contribution to the country across
threatened by the possibility of more virus outbreaks. However, economic, social and environmental dimensions. Its world-class
hope is pinned on the pace of vaccination, responsible Indian brands that anchor inclusive value chains and retain larger
value in the economy, its ’Make in India’-inspired investments in
COVID-appropriate behaviour from citizens and the augmentation
state-of-the-art manufacturing and iconic hospitality assets, its
of the healthcare infrastructure. In such united purpose, spirit and
focus on cutting-edge R&D-led innovation, its contribution to
action indeed lie hope for a healthier tomorrow for the people, for the competitiveness of next generation agriculture, the pace of
enterprises and for the nation. its rapid digitalisation across all aspects of operations and its
ITC’s credo of ‘Nation First – Sab Saath Badhein’ finds expression in efforts to achieve its even more ambitious Sustainability 2.0 goals
the enterprise’s constant quest to build ‘Responsible will be the drivers of the next horizon.
Competitiveness’ even in the face of adversity. Responding to the The pages that follow, provide a glimpse of the multidimensional
unprecedented disruption, ITC pivoted with agility and resilience interventions powered by agile innovation that led to the
to meet the ever evolving circumstances with sharp strategies, launching of 120 products in record time, serving emerging
strength of innovation and robust execution. What was also of consumer needs, expanding reach in existing and newer markets
paramount importance to ITC was the imperative need to take and in working with rural communities and millions of farmers to
compassionate action in multi-faceted ways for its stakeholders in secure livelihoods in these trying times. They also provide
society, particularly those who were rendered vulnerable by the highlights of the action taken during the second wave to
pandemic. Despite several operational challenges, the Company’s augment the country’s oxygen availability and facilitate the
resolve to adapt to the new normal and reimagine the next setting up of medical facilities to supplement the healthcare
normal led to hardwiring of agility in every sphere of operation, infrastructure, among others.
leveraging purposeful innovation, realigning supply chains, In this journey to the next horizon, ITC takes pride in its
building partnerships and collaborations as well as accelerating dedicated talent that have displayed enormous commitment
the pace of digital technologies, processes and systems to more and courage to help build an even more inclusive future for
effectively serve consumers, communities and the country. all our stakeholders.
ITC: Creating Enduring Value

for the Nation
ITC’s leading businesses create multiple drivers
of growth across all 3 sectors of the Economy
Agriculture Manufacturing Services

Multiplying State-of-the-art Iconic Luxury
Farmers’ Income facilities contributing to Hotel Properties
‘Make in India’ 107 properties. 10,200+ rooms
Empowering ITC Infotech: Leading global
4 million farmers More than
technology services
200 factories & solutions provider
ITC Agri Business Making in India ITC Hotels

 Value added agriculture  Creating world-class manufacturing  Iconic hotel properties
 Pioneering e-Choupal ecosystem facilities  WeAssure - Platinum-rated hygiene
 Distributed manufacturing to serve and safety protocols
Indian markets efficiently
 Enriching India’s tourism landscape
ITC Life Sciences ITC’s Winning Brands

& Technology Centre  25 mother brands
 Creating Intellectual  ITC’s brands create,

Property for India capture and retain
 Over 900 patent value in India
applications filed
Contributing to National Priorities and ‘Atmanirbhar Bharat’

ITC: An Exemplar in Triple

Bottom Line Performance
The only Company in the world to be:
Gross Sales Value*

Carbon Positive: Water Positive: Solid Waste
`74,979 Cr 16 years 19 years Recycling Positive:
14 years
for the year ended
31st March, 2021
Renewable
Sustainable Energy:
Livelihoods: Over 41% of
Over 6 million total energy
consumption
Among the
Top 3 e-Choupal:
4 million farmers
Afforestation:
Over 875,000
Watershed
Development:
contributors to the empowered acres greened Over 1,200,000
Exchequer in the acres covered
private sector in India
Livestock Solid Waste

Management:
Development: Well Being Out of Waste
Over 330,000 (WOW) programme
farmers covers over
ITC’s FMCG benefitted 1.5 crore
citizens
products reach over
150 million Women

Empowerment:
Skilling and
Vocational
Primary
Education:
households in India Over 77,000 Training: Reaching over
Over 90,000 800,000
poor women
youth children
benefitted enrolled
‘AA’ rating Health &

Sanitation:
Pioneer of Green
Building Movement
by
in India:
Over 38,000 33 Platinum-rated
toilets built green
MSCI-ESG buildings
Highest amongst
global tobacco * Gross Sales Value includes GST, GST Compensation Cess as applicable for the reported periods
companies ITC Hotels is the First Hotel chain in the world to receive Platinum level certification under
DNV’s My Care Infection risk management programme for ‘WeAssure’ hygiene protocol.
ITC's Paperboards unit at Kovai was awarded the Platinum rating by the Alliance for Water Stewardship Standards, highest recognition
for water stewardship in the world. The unit is the first site in India and the first paper mill in the world to achieve this recognition.
ITC’s Multiple Drivers of Growth

ITC continuously strives to widen its contribution to the Indian economy by creating multiple drivers of growth. This
strategy is anchored on developing a portfolio of globally benchmarked businesses that serve emerging consumer
needs with differentiated products and solutions. ITC derives its competitive ability, agility and future readiness
from internal synergies that blend diverse skills and capabilities residing in its various businesses; and strategic
investments in infrastructure and digitalisation towards accelerating growth & value creation. ITC’s aspiration to be
a leader in each of its businesses forms the robust foundation for creating sustained value for all stakeholders.
FMCG: One of the fastest Agri Business:

growing in the country Empowering farmers
 ITC is India’s leading FMCG marketer  ITC is a pioneer in rural transformation
 Portfolio of 25 mother brands in Foods, Personal Care &  Encompasses over 3 million tonnes in 22 States
Hygiene Products, Education & Stationery Products, and over 20 agri value chain clusters
Agarbattis & Matches  One of India’s largest exporters of agricultural
 Powered by world class quality, superior consumer commodities
insights, cutting edge innovation and purpose led brands  ITC e-Choupal empowered 4 million farmers in India
 Strategic investments in creating a new core  e-Choupal 4.0: Creating phygital ecosystem for farmers
 Anchoring agri value chains  Multiplying farmers' incomes
ITC: A Snapshot
13 Over Over
4 ITC’s FMCG
businesses in 120 100 million
products are
available in
new product
5 launches in
countries where
ITC exports
farmers 6 million
segments 2020-21 empowered retail outlets
Paperboards and
Packaging: Global Icon in
Environmental Stewardship
 Clear leader in Value Added Paperboards
 World-class environmental performance
 Developing alternatives to single use plastics
 Contributing to ‘Make in India’ and
Import Substitution
 Anchoring local forestry value chains;
empowering farmers
Hotels: Trailblazer in
'Responsible Luxury'
 ITC Hotels is one of India’s pre-eminent
and fastest growing hospitality chains
 107 hotel properties in over 70 locations
 Trailblazer in ‘Responsible Luxury’ & Sustainability
 ‘Largest Chain of Hotels in the World, with maximum
LEED® Platinum Certified Properties’, as per USGBC
 ITC Hotels is the First Hotel chain in the world to receive
Platinum level certification under DNV’s My Care Infection risk
management programme for ‘WeAssure’ hygiene protocol
 ITC Windsor, First Hotel in the World to achieve LEED®
Zero Carbon Certification
 Iconic Cuisine Brands
ITC Infotech: Delivering

Business-friendly Solutions
 Wholly-owned subsidiary of ITC Limited
 Leading global technology services and
solutions provider
 Presence across 5 continents
 Providing Business-friendly Solutions
to enterprise clients across Banking,
Financial Services, Consumer Packaged
Goods, Manufacturing, Travel,
Hospitality and Healthcare
ITC: A Snapshot
Over Over
900
Over More than
26,000 200 107 6 million
manufacturing hotel sustainable
patents filed employees properties livelihoods
units
supported
ITC’s World-class Indian Brands

Delighting Consumers, Creating & Retaining Value in India
Driven by the belief that it is mission critical to create, nurture and own intellectual capital in India, ITC has built a
portfolio of 25 world-class Indian brands. Today, the Company's vibrant portfolio of brands represents an annual
consumer spend of over `22,000 crores.
These winning home-grown trademarks ensure greater value capture and retention in the country, besides
creating sustainable livelihoods. With growing consumer franchise, such world-class Indian brands can create
value streams in perpetuity and prevent avoidable outflow of foreign exchange & royalty payments.
Annual consumer
spend of over
`22,000 crores
25 in aggregate ITC’s FMCG
mother brands products reach over
creating larger 150 million
value for India Indian households
Brand Leadership
Bingo! is
Savlon is
Aashirvaad is No.1 Sunfeast is
No.1
Classmate is
No.1 in the Bridges segment
of Snack Foods
No.1 in Surface
No.1
in the Cream in Notebooks
in Branded Atta (No.2 overall in Snacks Disinfectant Spray
Biscuits segment
& Potato Chips)
Fiama is Mangaldeep Engage is

YiPPee! is
No. 2 No. 2 is
No. 2 No. 2
in Liquid Bodywash in Deodorants
in Noodles in Agarbattis (No.1 in
Category
Dhoop segment)
Combating COVID-19: Contributing

to National Efforts
Responding to the unprecedented humanitarian crisis caused by the COVID-19 pandemic, ITC has put in place several measures that were
not only aimed at providing relief and succour to the most vulnerable but also to support value-chains that could generate livelihoods
during these trying times and beyond. The two phases of the pandemic have demanded different responses and ITC’s endeavours have
also been calibrated to the need of the hour.
ITC set up a `215 crores

COVID-19 Contingency Fund
to provide relief to the vulnerable
sections of the society
Distributing Over 3.8 lakh farmers and
5 lakh cooked meals 18,000 Government and frontline
to the needy and vulnerable personnel trained online
Phase 1
Additional income generation Health & hygiene products
of `700 crores through distributed to communities,
rural engagements benefitting including 1.65 lakh doctors in
2.8 lakh households more than 3,600 hospitals
Schemes under MGNREGA
generated over
5.5 million man-days
of employment in 16 states
Phase 2
Importing 24 cryogenic oxygen containers, 1200 concentrators and 22 generators

to ease supply
Supporting setting up of Bhadrachalam unit supplying oxygen

600 hospital beds in 3 States to identified Government hospitals
In-kind relief support in 29 States Vaccination planned for communities

and Union Territories and eco-system partners
Select Welcomhotels offered PPE kits and masks provided

quarantine facilities to frontline hospital workers
Building ‘Smart’ Businesses

Cutting-edge digital technologies continue to be deployed towards
strengthening ITC's real-time operations and execution platform
Digital@ITC
Strategic Impact Areas
Consumer Supply Chain & Insights Employee

Experience Manufacturing Platforms Engagement
Digital-First Culture, DigiNext/ Young Digital Leaders Forum
Integrated Real Time Operations Execution Platform

 Integrated & Synchronised Next generation agile
planning processes Synchronised Agile Supply FMCG supply chain*
 Advanced demand & Planning Chain  Automated end-to-end
forecasting models processes
 Planning Control watch  Flexible design
tower + Data Visualisation
tools Smart  Supply Chain Cockpit
Operations
 Mobile Apps for Salesmen  Digital Factory
 Retailer Apps Real-time monitoring of
Smart

 Data driven optimisation Smart process & products
of last mile delivery, Demand Capture Manufacturing performance
and Sourcing  Digital Sourcing platforms
Smart Consumer
Personalised Consumer Journey across Touchpoints
Superior Consumer Insights & Innovation Impactful Brand Campaigns & Engagement
Enhanced Shopper Experience Continuous Tracking & Feedback
ITC Sixth Sense  Direct-to-Consumer channel operational Moment Marketing

Command Center in 11 cities Contextual Communication
 AI-powered hyper  & Consumer Promotion
personalised platform  Socialises Premium & Niche Brand  2000+ Content Assets created
 Strong partner ecosystem with consumers Consumer Data Hub

for content & data
Harvesting insights &
new product development
Distribution Excellence through

Digital and Analytics
ITC continued to embrace the best of digital & analytics solutions to enable agility & excellence in the sales & distribution operations.
Retail Digitisation Digital Consumer Connect

enabling online ordering ITC Store for online ordering & Store Locator
& engagement with trade partners to search nearby outlets for ITC products
Digitally Empowered Empowering Employees

Frontline using advanced analytics with Artificial
mobile enabled with sharp actionable Intelligence & Machine Learning capabilities
information and nudges
9:41 AM 100%
WD All Category Dashboard
Sales in 1000 Base UOM Qty Plan Nos. is for Entire Month
Atta
LMTD 25.10
7.29 CMTD 213.27
CURRENT VALUE
PLAN 309.02
Biscuits
LMTD 10.62
3.49 CMTD 30.71
CURRENT VALUE
PLAN 60.62
Confectionery
LMTD 0.46
0.03 CMTD 0.50
CURRENT VALUE
PLAN 1.85
Juices
LMTD 0.47
0.00 CMTD 0.20
CURRENT VALUE
PLAN 1.59
Noodles
LMTD 0.31
0.01 CMTD 0.83
CURRENT VALUE
PLAN 1.48
ITC e-Choupal 4.0: Catalysing

NextGen Agriculture
A Phygital Model
Physical Digital
Choupal Crop Monitoring
Pradarshan Khet Farmer & Advisory
Demonstrate Best The Central Figure Weather Forecast,
Farming Practices Remote Sensing,
Realtime Analytics
Sanchalaks Plug & Play Platform

Assisted Access to Digital Powering Outreach of
Solutions for Farmers Ag-Tech Companies
FPOs Digital Forums

Aggregation for Farmer to Farmer
Deriving Efficiency Learning
Call Center Online Marketplace

Anytime, Anywhere, Price Discovery and e-Commerce
Anyone Access of Farm Inputs & Output
Hyperlocal, yet Scalable Model
• Demand-responsive
Production System
Better Prices, Lower Wastage
• Precision Farming
More Crop per Drop,
Lower Production Costs
• Multi-stakeholder
Partnerships
End-to-end Integrated Solutions
Driving Cutting-edge Product Innovation
ITC Life Sciences & Technology Centre

The globally benchmarked, state-of-the-art ITC Life Sciences and included the launch of Vivel Neem Bodywash, Charmis Deep
Technology Centre (LSTC) in Bengaluru is at the core of driving Radiance Skin Cream and biodegradable Dermafique Face
science-led product innovation to support and build the Masques. Unique competencies in materials and packaging were
Company’s portfolio of world-class products and brands. The leveraged on delivering innovative recyclable flexible packaging
LSTC team comprising over 350 highly qualified scientists with and bio-compostable coating solutions in line with the
over 900 patents have a mandate to work on future-ready environmental sustainability agenda. Advances in materials
science platforms, design differentiated products to address chemistry, agronomy and process science have led to indigenous
unique needs and deliver superior benefits to Indian consumers. development and replacement of imported bamboo with alternate
Centres of Excellence in Biosciences, Agrisciences and Materials, wood species for manufacture of incense sticks (Agarbattis).
continuously drive world-class innovations that are supported by
In the Agrisciences domain, LSTC has an ambitious R&D
platforms in Health & Wellness, Beauty & Hygiene, Agroforestry &
programme to address future demand of food security,
Crops, Sustainable Packaging Materials, Consumer & Sensory, and
Measurement Sciences. Rigorous systems, processes and improving yields & quality, and developing new varieties.
industry-best practices have enabled securing global quality Research on wheat and potato varietal securitisation are at
certifications - a key driver in delivering products that follow advanced stages to achieve raw material flexibility in sourcing,
the highest standards in quality, safety and efficacy to the creation of region-specific blends and to ensure robust
Indian consumers. agro-climatic adaptability. LSTC, in collaboration with the Agri
Business Division endeavours to ensure that contemporary
LSTC researchers and product development teams continue to science outcomes are fully integrated across the value chain from
enable Foods and Personal Care businesses deliver a range of farm to factory. Scientific platforms in Agroforestry have led to
differentiated and superior quality products. Innovative pioneering work on new clones in tandem with Paperboards
science-based programmes over the past few years have and Specialty Papers Division (PSPD) to enhance wood
culminated in the development of new technologies to reduce salt, productivity and pulp quality for sustainable raw materials
sugar and fat from the recipes of packaged food products. A and farmer profitability.
systematic reduction in salt, sugar and fat without compromising
on sensory attributes, guided by deep science-based approaches In its quest to be an innovation engine and to be future-ready,
are being progressively implemented. Leading-edge scientific LSTC is developing and deploying bespoke tools & dashboards
platforms in hygiene, health & wellness, and immunity continue to for quality performance analytics and competition
power innovation and develop next generation product offerings benchmarking using Artificial Intelligence & Machine Learning
to serve emergent consumer needs. These include Savlon technological platforms to strengthen the quality management
Multisurface Disinfectant Sprays, Savlon Clothes Disinfectant Spray, systems (via product/process optimisation). Going forward, ITC
Savlon Masks, Savlon Wipes, Nimeasy Dishwash Liquid, B Natural will continue to identify opportunities to create new value
Immunity Soups, Jelimals with Immunity Benefits, to name a few. chains, leveraging R&D insights emerging from contemporary
Differentiated offerings in the Personal Wash and Skin Care spaces sciences and ITC’s diverse core competencies.
Branded Packaged Foods

Staples
NEW
LAUNCHES
 Organic atta and pulses

 Iodized crystal salt and blended masalas
 Chapatis
Select variants from existing portfolio


Spices
IO
N
IT
IS
QU
AC
W
NE

Health & Wellness
NEW
LAUNCH
 Low sodium salt


Health & Wellness
NEW
LAUNCHES
 High fibre digestive biscuits - 5-seed, Veda & Nuts
NEW
LAUNCHES
NEW
LAUNCH
 Immunity boosting jellies

 Immunity range of juices with clinically proven ingredient

Fruit & Dairy Products
NEW
LAUNCHES
 Superior milk with quality report card

 Thick, tasty flavoured curd and lassi
NEW
LAUNCHES
Select variants from existing portfolio Select variants  A special twist to milkshake flavours
from existing portfolio

Convenience Foods
NEW
NEW LAUNCHES
LAUNCHES

 Veg soups - Warm delicious winter snacks
 Unique red coloured noodles and hot pour-over instant meals
NEW
LAUNCHES

 Instant meals that taste like home
food - Idlis, Poha, Upma & Suji Halwa
NEW
LAUNCHES
 Pre-cooked gravies and cooking pastes


Snacking
NEW
LAUNCHES
Select variants from existing portfolio  Namkeen in popular formats
NEW
LAUNCHES

 Potato biscuits and nut cookies
NEW
NEW LAUNCHES
LAUNCHES
 Moulded chocobar with rich milk chocolaty taste
 Unique, indulgent chocolate experiences

Value-added Agri Products
Leveraging its institutional capabilities and linkages with 4 million Chains, Attribute-based and Identity Preserved Deliveries, Traceable
farmers, ITC's Agri Business, apart from providing structural Organic and Food Safe Offerings with Global Certifications, End-use
competitive advantage to its Food Brands, has also been providing linked Customised Commodities and Speciality Derivatives,
value added offerings to its customers and consumers in India and Products higher up in the Value Ladder, and Branded products for
abroad. On the basis of market and customer demand (Produce B2B and B2C space; and of course the intangible value of Credibility
the Buy), the streams of value addition include Sustainable Value and Reliability nurtured through decades of experience.
For Export Markets
Certified; speciality and

Coffee: customised blends Rice: Processed to end-user
specifications Spices: Sterilised; certified;
blended; attribute-based
Fruits: Fresh; processed;

frozen; dehydrated Prawns: Value-added
ready-to-cook products Wheat: Certified; attribute-specific
Branded Offerings for the Domestic B2B and B2C Markets

Personal Care Products

Health & Hygiene
NEW
LAUNCHES


Home Care Range with the Power of Neem
NEW
LAUNCHES
NEW
LAUNCHES
NEW
LAUNCHES


Skin Care
NEW
LAUNCHES
NEW
LAUNCHES


Personal Wash
NEW
LAUNCHES
NEW
LAUNCHES


Fragrances
NEW
LAUNCHES

Education & Stationery Products

Education Aids
NEW
LAUNCHES
 Interaktiv Series with Origami Sheets

Agarbatti & Safety Matches

Devotional Needs
NEW
LAUNCHES
Mangaldeep Devotional App:

now available in 5 countries  Fragrance Innovation in Agarbatti, Dhoop and Sambrani
Matches

ITC – Towards the Next Horizon

in Sustainability
ITC’s journey over a quarter of a century has been immensely more inclusive and sustainable. Reimagining sustainability to
satisfying as it has traversed several defining milestones in its address the imperatives of the new and next normal, and
quest to be a global exemplar in sustainability. This voyage has building further on the exemplary sustainability performance
been inspired by ITC’s vision to put ‘Nation First’, making over the years, ITC has set an ambitious agenda for the
sustainability the bedrock of its corporate strategy. The
Company’s innovative business models that synergise the next horizon in sustainability enshrined in its Sustainability
building of economic, environmental and social capital as a 2.0 targets.
unified strategy have enabled it to implement large-scale ITC’s Sustainability 2.0 agenda is aligned to the need to craft
sustainability initiatives that have yielded encouraging outcomes. inclusive strategies that can not only combat the urgent
Some key milestones:
challenges of climate change, but can also address the critical
necessity to support livelihoods, which has become even more
accentuated due to the pandemic. An overarching aspiration to
raise the bar has also found expression in the need to find
innovative ways to define new pathways that will enable the
transition to a net zero economy. ITC is pursuing a low carbon
ITC is water, carbon and growth strategy through extensive decarbonisation programmes
ITC’s businesses support
solid waste recycling positive across its value chain. These include increasing the share of
over 6 million sustainable
for the past 19, 16 and renewable energy, reduction of specific energy, construction of
livelihoods
14 years, respectively green buildings, greening logistics and promoting regenerative
agriculture practices in agri value chains. The Sustainability 2.0
agenda also aims to enhance carbon sequestration by expanding
its forestry initiatives. ITC’s Sustainability 2.0 also endeavours to
ensure water security in its catchments, create an effective
circular economy for post-consumer packaging waste, and
protect and restore biodiversity, that’s critical for existence of life
Over 41% of energy To date, 33 buildings of on the planet.
consumed at ITC ITC have achieved Platinum
ITC believes that agility in thought and action, meaningful
is from renewable sources certification by USGBC/IGBC
public-private-people partnerships and its enterprise strengths
like deep engagement with farmers, superior capabilities in R&D,
innovation and digital readiness will act as drivers of this new
Building Back Better with agenda. With this bold Sustainability 2.0 agenda, ITC has once
Sustainability 2.0 again committed to making a meaningful contribution to global
Black swan events like the pandemic also present unique aspirations as well as national priorities. ITC’s Sustainability 2.0
opportunities to build back better and create a world that is ambitions include:
ITC’s Goals for 2030
Combating Climate Change

 Enhance share of renewable energy usage to
50% of total energy consumption
 Meet 100% of purchased grid electricity
requirements from renewable sources
 Reduce specific energy consumption by 30%
and specific GHG emissions by 50% as
compared to a 2018-19 baseline
 Sustain and enhance carbon sequestration by
expanding forestry projects on wastelands
through ITC’s Social and Farm Forestry
programme and other initiatives
Water Stewardship
 Achieve 40% reduction in specific water
consumption as compared to a 2018-19 baseline
 Create rainwater harvesting potential equivalent
to over 5 times the net water consumption
 Ensure certification of all sites in high
water-stressed areas as per the international
water stewardship standard by Alliance for
Water Stewardship by 2035
 Improve crop water use efficiency in agri value
chains through demand side management
interventions and enable savings of
2,000 million kilolitres of water
Plastic Waste & Circular Economy

 Ensure 100% of company’s packaging is reusable,
recyclable or compostable by 2028
 Enable sustainable management of waste in
excess of the amount of packaging utilised by
FY 2021-22
Sustainable Agriculture
 Promote Climate Smart Village approach in
core Agri Business catchments covering over
3 million acres
Biodiversity Conservation
 Revive & sustain ecosystem services and
products provided by nature, through adoption
of nature-based solutions and biodiversity
conservation covering over 250,000 acres
Sustainable Livelihoods
 Supporting sustainable livelihoods for
10 million people
ITC’s Sustainability Initiatives –

The Journey So Far
ITC’s sustainability initiatives have focused on addressing the twin objectives of
supporting sustainable livelihoods and combating climate change.
Supporting sustainable livelihoods, empowering rural communities
ITC e-Choupal
 A globally acknowledged model of farmer
empowerment
 Addressing core needs of farmers – productivity
improvement, climate smart agricultural
practices, replenishing natural resources and
providing market access
 Strengthening Organic/Traceable Value Chains
 Operations encompass over 3 million tonnes in
22 States and over 20 agri-value chain clusters
 The 'Choupal Pradarshan Khet', brings the benefits
of agricultural best practices to small and marginal
farmers. Backed by intensive research and Partnership with NITI Aayog
knowledge, this initiative provides Agri-extension  Initiative under Aspirational Districts Programme
services to ensure productivity gains
 Improvement of agriculture in 27 backward districts
 Empowered over 4 million farmers
 2.5 million farmers trained
 Farmer incomes increased upto 60% for paddy and
Baareh Mahine Hariyali soyabean cultivated in the Kharif season of 2020
 Integrated agri interventions to multiply farmers’  During the year, 3.8 lakh farmers brought onto
income digital training platforms through 4,836
WhatsApp groups in 5,000 villages
 Introduction of agronomic practices, right
varieties, cropping intensity and diversification,
shared mechanised farming equipment Medicinal and Aromatic
 Covered over 200,000 farmers in 4 districts of UP Plants Project
and Bihar  100 acre demo farm for Medicinal & Aromatic
 Income doubled for over 35,000 farmers Plants in Madhya Pradesh
 Crop development through cluster formation
approach
 Farmers in 500 villages educated on medicinal
Livestock Development plant cultivation
 Income diversification
 Over 330,000 farmers benefitted
Women’s Empowerment
 Income diversification
 Over 77,000 women empowered
economically
Primary Education
 Over 800,000 rural children covered
Skilling & Vocational Training

 Over 90,000 youth enrolled
ITC’s Environmental Stewardship – Combating Climate Change
Social and Farm Forestry Initiative Water Stewardship Mission

 Over 875,000 acres greened  Watershed development in over 1.2 million
 Carbon sequestration, top soil retention, acres in 14 States
water recharge  Nearly 22,000 water harvesting structures
 Supporting about 160 million person-days of built; net water storage of 41.95 million CuM
employment for rural households, including  Benefitted over 360,000
poor tribal and marginal farmers  7.3 million person-days of livelihood supported
 Agro-forestry covers over 123,000 acres  Demand side management interventions
cover 300,000 acres in 6 States
Climate Smart Villages

Programme
 Covered over 1,600 villages across 14 States
 Reduced GHG emissions of soya and wheat
by 37% and 47%, respectively as per
assessment done in 2018-19
 Increase in yield of soya & wheat by 65% and
20% respectively; net returns by 70% and
45% respectively as per assessment in 2018-19
 ITC’s Climate Smart Agriculture covered
over 2.54 lakh farmers, over 8.8 lakh acres
and 21 major crops in 8,000 villages across
17 States in 2020-21
Waste Management
 Well Being Out of Waste (WOW), covers over
1.5 Cr citizens; Livelihoods for nearly
17,000 waste collectors
 Solid Waste Management Programme
operational in 17 districts of 11 States covering
731,000 households
 A circular economy pilot programme for MLP
collection and recycling in Pune
 Achieved almost total recycling of waste
generated in operations
 Green Temple Initiative processing waste from
temples to provide biogas for kitchen and
compost for gardens expanded to 188 temples
Green Building Movement Health & Sanitation

 Pioneered the Green Building Movement in India  Over 38,000 Individual Household Toilets
 To date, 33 buildings of ITC have achieved constructed in 15 States
Platinum certification by USGBC/IGBC  Over 220,000 beneficiaries covered under
 All premium luxury hotels are LEED® Mother and Child Health Initiative
Platinum certified
Board of Directors
Chairman & Managing Director Non-Executive Directors
Sanjiv Puri Shilabhadra Banerjee Nirupama Rao
Hemant Bhargava Ajit Kumar Seth
Executive Directors Arun Duggal Meera Shankar
Nakul Anand Sunil Behari Mathur David Robert Simpson
Sumant Bhargavan Anand Nayak
Rajiv Tandon
Board Committees
Audit Committee CSR and Sustainability Nomination &
A Duggal Chairman Committee Compensation Committee
S Banerjee Member S Puri Chairman S Banerjee Chairman
H Bhargava Member H Bhargava Member A Nayak Member
S B Mathur Member N Rao Member S Puri Member
R Tandon Invitee A K Seth Member M Shankar Member
S Dutta Invitee M Shankar Member R K Singhi Secretary
M Ganesan Invitee D R Simpson Member
(Head of Internal Audit) R K Singhi Secretary
Representative of Invitee
the Statutory Auditors
R K Singhi Secretary Securityholders Independent Directors
Relationship Committee Committee
A Nayak Chairman S Banerjee Member
B Sumant Member A Duggal Member
R Tandon Member S B Mathur Member
R K Singhi Secretary A Nayak Member
N Rao Member
A K Seth Member
M Shankar Member
Corporate Management Chief Financial Officer

Supratim Dutta
Committee Executive Vice President & Company Secretary
S Puri Chairman Rajendra Kumar Singhi
N Anand Member General Counsel
Angamuthu Shanmuga Sundaram
B Sumant Member
Investor Service Centre
R Tandon Member 37 Jawaharlal Nehru Road, Kolkata 700 071, India
S Dutta Member Telephone nos. : 1800-345-8152 (toll free)
033 2288 6426 / 0034
H Malik Member
Facsimile no. : 033 2288 2358
A K Rajput Member e-mail : [email protected]
S Rangrass Member Statutory Auditors
S K Singh Member S R B C & CO LLP
Chartered Accountants, Mumbai
S Sivakumar Member
Registered Office
R K Singhi Secretary Virginia House
37 Jawaharlal Nehru Road, Kolkata 700 071, India
Telephone no. : 033 2288 9371
CIN : L16005WB1910PLC001985
ITC Corporate Website : www.itcportal.com
ITC Limited REPORT AND ACCOUNTS 2021 1

Your Directors
S. Puri States to promote agri-exports, and a Member of the
technology discussion group constituted by the
Sanjiv Puri (58), DIN: 00280529, is the Chairman &
NITI Aayog on ‘Farm to Table – driving India’s
Managing Director of ITC Limited.
agriculture sector digitally’. Puri currently serves as
Puri was appointed as a Wholetime Director on the a Member of the Advisory Council constituted by the
Board of ITC with effect from December 6, 2015, Odisha State Government for promoting manufacturing
Chief Executive Officer in February 2017 and
ecosystem in the State, and a Member of the
re-designated as the Managing Director in
Expert Group constituted by the Punjab State
May 2018. He was also appointed as the Chairman
Government to recommend short and medium-term
effective May 13, 2019. He is an alumnus of the
action plan to revive the State’s economy in the aftermath
Indian Institute of Technology, Kanpur, and
of COVID-19 crisis. He has also been appointed as a
Wharton School of Business.
Member of the BRICS Business Council.
Puri joined ITC in January 1986. During his career of
Presently, Puri also serves on the National Executive
over three decades at ITC and its subsidiaries, he has
Committees of CII and FICCI as well as on the
held several business leadership positions and
Steering Committee of FICCI. He is the Chairman of
also handled a wide range of responsibilities in
the Advisory Council of the CII-ITC Centre of Excellence
manufacturing, operations and information &
for Sustainable Development. He is also the Chairman
digital technology. Puri served as Chief Operating
Officer of ITC between July 2016 and January 2017, of the CII National Council on Agriculture and a
and prior to that as President, FMCG Businesses - Member of the CII Economic Affairs Council, besides
Cigarettes, Foods, Personal Care, Education & being a Director on the Board of US-India Strategic
Stationery Products, Matches and Agarbattis, since Partnership Forum.

December 2014. Earlier, he was the Divisional He was conferred the ‘Distinguished Alumnus Award
Chief Executive of the Tobacco Division since 2009, of the year 2018’ by the Indian Institute of Technology,
with additional responsibility for the Company’s
Kanpur.
Trade Marketing & Distribution Vertical. He led
ITC Infotech India Limited, a wholly owned subsidiary
Other Directorships
of ITC, as its Managing Director from May 2006 to Name of the company Position
August 2009. Puri served between 2001 and 2006 as ITC Infotech India Limited Chairman &
the Managing Director of Surya Nepal Private Limited, Non-Executive Director
a joint venture subsidiary company of ITC in Nepal. ITC Infotech Limited, UK * Chairman &
Non-Executive Director
Earlier, Puri has also been a Director on the Board of
The Tobacco Institute of India, a Member of the ITC Infotech (USA), Inc. * Chairman &
Board of Governors of the Media Research Users
Council, and has served on the Executive Council of Surya Nepal Private Limited * Chairman &
The Indian Society of Advertisers. Non-Executive Director
Indian School of Business Member,

Puri was the Chairman of the Expert Group constituted
Executive Board
by the Fifteenth Finance Commission for
recommending performance based incentives for Committee Membership of other companies: Nil
2 ITC Limited REPORT AND ACCOUNTS 2021

Your Directors
N. Anand Member of the National Culture Fund, Ministry of

Culture, Government of India, and a Member of the
Nakul Anand (64), DIN: 00022279, was appointed as
Senior Advisory Council of the Sustainability
a Wholetime Director on the Board of ITC effective
Hospitality Alliance.
January 3, 2011. He oversees the Hospitality, Travel &
Tourism, and Lifestyle Retailing Businesses of ITC. In acknowledgement of his outstanding contribution
to the hospitality industry, Anand was recognised
An Economics Honours Graduate from Delhi University
as the ‘Corporate Hotelier of the World 2019’ by
with an AMP Degree from the Bond University,
Hotels Magazine USA.
Australia, Anand joined erstwhile ITC Hotels Limited as
Other Directorships
a Management Trainee in 1978. He has also served
Name of the company Position
as the Managing Director of that company during
the period 2003 to 2005. International Travel Chairman &
House Limited # Non-Executive Director
In a career that spans more than four decades,
Gujarat Hotels Limited # Chairman &
Anand has been acknowledged for his vision, Non-Executive Director
commitment and for his role as a thought leader to the
Landbase India Limited Chairman &
tourism and hospitality industry. Building on ITC’s ethos Non-Executive Director
as an exemplar in sustainability, he has passionately
Fortune Park Hotels Limited Chairman &
advocated the imperative for a sustainable business Non-Executive Director
model of hoteliering. Leveraging the significant WelcomHotels Lanka Chairman &
learnings of sustainable excellence within ITC, (Private) Limited * Non-Executive Director
he has led the team at ITC Hotels to pioneer the Srinivasa Resorts Limited Vice-Chairman &
concept of ‘Responsible Luxury’ in the hospitality Non-Executive Director
industry. This commitment has won global recognition Bay Islands Hotels Limited Non-Executive Director
for ITC Hotels as the largest chain of hotels in the
Maharaja Heritage Resorts Non-Executive Director
world having the maximum number of LEED ® Platinum Limited
certified properties as per the stringent norms of the
Committee Membership of other companies
U.S. Green Building Council.
Name of the company Committee Position
Anand has been a past President of the Hotel
International Travel Nominations & Member
Association of India and past Chairman of the House Limited Remuneration
CII National Tourism Committee. Anand is presently Committee
a Member of the National Tourism Advisory Council Gujarat Hotels Limited Nominations and Member
constituted by the Ministry of Tourism, Government Remuneration
of India, Chairman of the Federation of Associations Committee
in Indian Tourism & Hospitality, and a Member of the Landbase India Limited Audit Committee Member
Executive Committee of the Hotel Association of India. Fortune Park Hotels Corporate Social Chairman
He is also a Member of the India-Sri Lanka CEOs Limited Responsibility
Committee
Forum, Council Member & Executive Committee

Your Directors
B. Sumant R. Tandon
Sumant Bhargavan (57), DIN: 01732482, was Rajiv Tandon (67), DIN: 00042227, was appointed
appointed as a Wholetime Director on the Board of as a Wholetime Director on the Board of ITC effective
ITC effective November 16, 2018. He is responsible January 22, 2016. He is responsible for Finance,
Accounting, Internal Audit & IT Functions and also
for overseeing the FMCG Businesses of the
for the Investment Subsidiaries of the Company.
Company viz., Cigarettes, Personal Care, Education &
He was also the Chief Financial Officer of the Company
Stationery Products, Matches and Agarbattis.
for a period of over 11 years till September 4, 2020.
Sumant, an alumnus of the National Institute of
A Fellow Member of the Institute of Chartered
Technology, Durgapur, joined ITC in January 1986,
Accountants of India with over four decades of
and has handled a wide range of responsibilities experience, Tandon has held various positions in
across several businesses. ITC including Executive Vice President - Finance & MIS
Prior to his appointment as a Director on the of the Tobacco Division, Executive Vice President -
Corporate Finance, Finance Advisor and Member of the
Board of ITC, he was President, FMCG Businesses
Management Committee of Agri Business and Tobacco
since April 2016. He also held additional responsibility
Divisions. He joined ITC in January 1987.
of Trade Marketing & Distribution Vertical as its
Chief Executive for a period of one year from Tandon was named the ‘Best CFO in India’ by Business
October 2016. He spent his first 19 years with ITC Today in 2013. He has held several important positions
in various industry bodies including Member,
in Manufacturing operations of the Tobacco Division
Managing Committee, The Bengal Chamber of Commerce
and has worked in four production units as well as
& Industry, Chairman of the Expert Committee on
at the Head Office. In October 2004, he moved to the
Banking and Finance, Indian Chamber of Commerce, and
Foods Business and set up the Snack Food category
Member, Taxation and Company Law Committee, CII.
under the brand name ‘Bingo!’. He has led ITC Infotech
He is currently a Member of the CII National Committee
India Limited, a wholly owned subsidiary of ITC, as its for CFOs, CII National Committee on Financial
Managing Director from September 2009 to Reporting, and also of the Capital Markets Committee
October 2014. He has also been on the Boards of of FICCI.
ITC Infotech’s wholly owned subsidiaries in the UK
Other Directorships
and the USA. He was the Divisional Chief Executive of
the Tobacco Division before his elevation as
Russell Credit Limited Chairman &
President, FMCG Businesses. Non-Executive Director
Sumant has been a Director on the Board of The Tobacco Greenacre Holdings Limited Chairman &
Institute of India. Presently, he serves as a Member of Non-Executive Director
the CII Eastern Region Council. Gold Flake Corporation Limited Chairman &
Other Directorships
ITC Investments & Holdings Chairman &
Name of the company Position Limited Non-Executive Director
Surya Nepal Private Limited * Non-Executive Director
Wimco Limited Chairman &
Committee Membership of other companies: Nil

Your Directors
Other Directorships (Contd.) Queen Elizabeth House, University of Oxford, UK.

Name of the company Position Banerjee also served on the Board of the Company
Landbase India Limited Non-Executive Director from February 2010 to March 2014.
ITC Infotech India Limited Non-Executive Director Banerjee does not hold directorship of any other company.
ITC Infotech Limited, UK * Non-Executive Director
ITC Infotech (USA), Inc. * Non-Executive Director
Committee Membership of other companies H. Bhargava

Name of the company Committee Position Hemant Bhargava (61), DIN: 01922717, joined the
Russell Credit Limited Audit Committee Chairman ITC Board as a Non-Executive Director effective
CSR Committee Chairman July 28, 2018, representing the Life Insurance
Nomination and Member Corporation of India (‘LIC’). He is a Masters in

Remuneration Economics and has studied Masters in Financial
Committee Management from the Jamnalal Bajaj Institute
Wimco Limited Nomination and Member of Management Studies.
Remuneration Bhargava joined LIC as a Direct Recruit Officer in 1981
Committee
and retired as its Managing Director in July 2019.
Landbase India Limited Audit Committee Chairman During his long tenure of 38 years, he worked across
ITC Infotech India Audit Committee Chairman diverse set of roles both in India and abroad, building
Limited multi-dimensional experience in different capacities,
especially in Marketing, International Operations and
new ventures. He was the first chief of International
S. Banerjee Operations SBU and was involved in setting up the
Shilabhadra Banerjee (72), DIN: 02922331, joined micro insurance vertical of LIC, besides being a founder
the ITC Board as a Non-Executive Director effective of LIC Cards Services Limited. He had the privilege of
July 24, 2014 and was appointed as an Independent heading two prestigious zones of LIC covering more
Director effective July 30, 2014. than 15 states of India. His tenure as Managing Director,
and later as Chairman in-charge, of LIC was marked
Banerjee, a Masters in History from St. Stephen’s
College, Delhi, Post Graduate Diploma holder in by his creative leadership with new ideas enriched by
Public Administration from the Indian Institute of Public the extensive experience gained in overseeing several
Administration, New Delhi, and an M. Phil in Social functions including Marketing, Finance, Personnel,
Sciences from the University of Panjab, began his Investments, Alternate channels etc.
career in the Indian Administrative Service in 1971. Other Directorships
In a career spanning over 37 years, he has held several
eminent positions including that of Joint Secretary in
The Tata Power Company Nominee Director
the Ministry of Petroleum and Natural Gas and the then #
Limited
Ministry of Urban Development. Banerjee was Director
Larsen & Toubro Limited # Nominee Director
General (Acquisition) in the Ministry of Defence and
retired as Secretary, Ministry of Tourism in Voltas Limited # Non-Executive
Director
October 2008. He has been a Visiting Fellow at the

Your Directors
Committee Membership of other companies Committee Membership of other companies

Name of the company Committee Position Name of the company Committee Position
The Tata Power Stakeholders Member ICRA Limited Audit Committee Member
Company Limited Relationship Stakeholders Member
Committee Relationship
Committee
A. Duggal
Arun Duggal (74), DIN: 00024262, joined the ITC Board S. B. Mathur
as a Non-Executive Independent Director effective Sunil Behari Mathur (76), DIN: 00013239, has been
September 15, 2014. on the ITC Board since July 29, 2005, first as a
Duggal, a Mechanical Engineer from the Indian Institute representative of LIC and then in his individual capacity
as a Non-Executive Independent Director.
of Technology, Delhi (‘IIT Delhi’), and an MBA from the
Indian Institute of Management, Ahmedabad A qualified Chartered Accountant, Mathur retired from
(‘IIM Ahmedabad’), is an international banker with LIC in October 2004 as its Chairman. Subsequently, the
global experience in financial strategy, M&A and capital Government of India appointed him as the Administrator
raising. His professional career includes 26 years of the Specified Undertaking of the Unit Trust of India in
with Bank of America (‘BoA’), primarily in the USA, December 2004, up to December 2007.
Hong Kong and Japan, with his last assignment as
Mathur took over as Chairman of LIC at a time when
Chief Executive of BoA, India, from 1998 to 2001. the insurance sector had just opened up. Under his
He was the Chief Financial Officer of HCL Technologies leadership, LIC successfully rose to the challenges of a
Limited, India, from 2001 to 2003. He has also been competitive environment by enhancing product offerings.
the Chairman of the American Chamber of Commerce, He joined LIC in 1967 as a Direct Recruit Officer and
India, and on the Board of Governors of the rose to the rank of Chairman. He held various positions
National Institute of Bank Management. in LIC including Senior Divisional Manager of Gwalior
Duggal is involved in several initiatives in social & Division, Chief of Corporate Planning, General Manager
educational sectors and is founder of FICCI’s of LIC (International) E.C., Zonal Manager in-charge of
‘Women on Corporate Boards’ Programme and of the Western Zone and Executive Director.
‘Centre of Excellence for Research on Clean Air’ (CERCA) Other Directorships
at IIT Delhi. He is also the Chairman of the Endowment
Fund Board of IIT Delhi, and a recipient of Distinguished
DCM Shriram Industries Chairman &
Alumnus Awards from IIT Delhi and IIM Ahmedabad.
Limited # Independent Director
Other Directorships UltraTech Cement Limited # Independent Director
Name of the company Position Thomas Cook (India) Limited # Independent Director
ICRA Limited # Chairman & QRG Enterprises Limited Independent Director
Independent Director National Collateral Independent Director
IIT Delhi Endowment Non-Executive Director Management Services
Management Foundation Limited
Jubilant Pharma Limited, Independent Director Travel Corporation Non-Executive Director
Singapore * (India) Limited

Your Directors
Committee Membership of other companies from where he graduated in 1973. He joined ITC the
Name of the company Committee Position same year and served for more than 42 years until his
DCM Shriram Industries Audit Committee Member retirement in December 2015.
Limited Nomination & Member
During his long tenure with the Company, Nayak
Remuneration
held various portfolios and worked across several
Committee
businesses as well as at Corporate Headquarters where
UltraTech Cement Audit Committee Chairman
he headed the Human Resources Function from 1996
Limited Stakeholders Chairman
to 2015. He also served on the Corporate Management
Relationship
Committee Committee of ITC for over 18 years from 1997 to 2015.
Thomas Cook (India) Audit cum Risk Member He was also responsible for overall management of
Limited Management Social Sector initiatives under the CSR agenda of ITC
Committee and mentored the Mission Sunehra Kal team in crafting
Stakeholders Member enduring sustainability solutions for rural India.
Relationship
Nayak does not hold directorship of any other company.
Committee
Nomination and Member
Remuneration
Committee
N. Rao
QRG Enterprises Audit Committee Member
Limited Nomination and Member Nirupama Rao (70), DIN: 06954879, was appointed as
Remuneration a Non-Executive Independent Director on the Board of
Committee ITC effective April 8, 2016.
Corporate Social Member
A Post Graduate in English Literature, she is also a
Responsibility
Fellow - Harvard University (1992-93), Fellow - Brown
Committee
National Collateral Nomination & Member University (2014-16), Jawaharlal Nehru Fellow, and a
Management Services Remuneration recipient of the Degree of Doctor of Letters (Honoris
Limited Committee Causa) from the Pondicherry University. She was
Travel Corporation Audit Committee Chairman conferred with the Vanitha Ratna by the Government
(India) Limited Nomination & Member of Kerala in 2016. She is currently a Global Fellow of
Remuneration The Wilson Center in Washington, D.C., a Councillor
Committee
of the World Refugee & Migration Council, and a
CSR Committee Member
Member on the Board of US-India Business Council.
She is also a Member of the Board of Governors of the
Indian Institute of Management, Bangalore, a Trustee
A. Nayak of the Museum of Art & Photography and of the Indian
Anand Nayak (69), DIN: 00973758, joined the Music Experience, both situated in Bengaluru,
ITC Board as a Non-Executive Independent Director and the Chairperson of the India Trustee Board of the
effective July 13, 2019. American India Foundation, besides being a Member
Nayak is a Post Graduate in Personnel Management of the Board of Governors of the Indian Council for
and Industrial Relations from XLRI, Jamshedpur, Research on International Economic Relations.

Your Directors
A career diplomat from the Indian Foreign Service University and a Masters in Development Finance
from 1973 to 2011, she served the Government in from the University of Birmingham, UK. In 2015,
several important positions including that of the Foreign the University of Birmingham conferred upon him a
Secretary of India. She has represented India in several Doctorate Honoris Causa.
countries during her distinguished career and was the
Seth is a retired IAS officer with administrative
first Indian woman to be appointed High Commissioner
experience of more than 41 years. He retired in
to Sri Lanka and Ambassador to China. She was
June 2015 as the Cabinet Secretary of the Government
also the first woman spokesperson of the Ministry of
of India, the highest position in civil services. Thereafter,
External Affairs. After her retirement, she was appointed
he was appointed Chairman of the Public Enterprises
Ambassador of India to the United States for a period of
Selection Board. In a varied and distinguished career,
two years from 2011 to 2013.
his past assignments include postings in the Ministry of
Other Directorships
Commerce, the Permanent Mission of India to the
United Nations at Geneva (dealing with GATT / UNCTAD)
KEC International Limited # Independent Director
and the Ministry of Textiles. Earlier, in Uttar Pradesh,
JSW Steel Limited # Independent Director
he served as Principal Secretary - Rural Development,
Adani Ports and Special Independent Director
Special Secretary - Industries, Divisional Commissioner
Economic Zone Limited #
of Kumaon Division (Nainital), and District Magistrate
Committee Membership of other companies Collector, Lucknow.
Name of the company Committee Position
Seth does not hold directorship of any other company.
JSW Steel Limited CSR Committee Chairperson
Stakeholders Member
Relationship
Committee
M. Shankar
Nomination & Member
Remuneration Meera Shankar (70), DIN: 06374957, was appointed
Committee as a Non-Executive Independent Director on the Board
Adani Ports and Special Nomination and Member of ITC effective September 6, 2012.
Economic Zone Limited Remuneration
Committee A Post Graduate in English Literature, she joined the
Indian Foreign Service in 1973 and had an illustrious
career spanning 38 years. She served in the Prime
Minister’s Office for six years from 1985 to 1991
A. K. Seth
working on foreign policy and security matters.
Ajit Kumar Seth (69), DIN: 08504093, joined the Thereafter, she led the Commercial Wing in the Indian
ITC Board as a Non-Executive Independent Director Embassy in Washington as Minister (Commerce) till
effective July 13, 2019.
1995. She returned as Director General of the Indian
An alumnus of St. Stephen’s College, Delhi, from where Council of Cultural Relations overseeing India’s cultural
he did his post graduation in Chemistry, Seth obtained diplomacy. She has had extensive experience in
an M. Phil in Life Sciences from the Jawaharlal Nehru South Asia having worked on Bangladesh, Sri Lanka and

Your Directors
Maldives as Under Secretary and Deputy Secretary in D. R. Simpson

the Ministry of External Affairs. Later, as Joint Secretary
David Robert Simpson (64), DIN: 07717430, was
she headed divisions dealing with neighbours,
appointed as a Non-Executive Director on the
Nepal and Bhutan, and the South Asian Association
Board of ITC effective January 27, 2017, as a
for Regional Cooperation (‘SAARC’). As Additional
representative of Tobacco Manufacturers (India)
Secretary, she handled the UN and international
Limited, a subsidiary of British American Tobacco p.l.c.
security issues. She served as Ambassador of India In addition to holding a Masters Degree from
to Germany from 2005 to 2009 and then to the the University of Cambridge, he is a qualified lawyer
United States from 2009 to 2011. from the Guildford College of Law.
Other Directorships Simpson started his career in 1979 and has held
Name of the company Position various leadership positions with major corporates
Pidilite Industries Limited # Independent Director including the investment banking arm of
Adani Transmission Limited # Independent Director Barclays PLC and the Global Head of M&A at KPMG
JK Tyre & Industries Limited # Independent Director LLP. He is currently a Director of the British Geological
Survey. Simpson has a wide range of expertise
Committee Membership of other companies and understanding of diverse sectors spanning
Name of the company Committee Position Investment Banking and Private Equity, Infrastructure,
Pidilite Industries Limited Corporate Social Member Energy, Transport, Healthcare, Education,
Responsibility Investment Risk Assessment etc.
Committee
Other Directorships
Adani Transmission Audit Committee Member
Limited Name of the company Position
Nomination and Member
Remuneration Ecofin Global Utilities and Chairman &
Committee Infrastructure Trust plc, UK * Non-Executive Director
JK Tyre & Industries Corporate Social Member M&G Credit Income Investment Chairman &
Limited Responsibility Trust plc, UK * Non-Executive Director
Committee
Committee Membership of other companies: Nil
* Denotes foreign company

# Denotes listed Indian company whose securities are listed on a recognised stock exchange
Notes:
1. Other Directorships and Committee Memberships of Directors are as on 1st June, 2021.
2. Committee Memberships cover Committees under the Companies Act, 2013 viz., Audit Committee, Stakeholders Relationship Committee,
Nomination and Remuneration Committee and CSR Committee of Indian companies.

Report on
Corporate Governance
The Directors present the Company’s Report on process should ensure that these resources are utilised
Corporate Governance pursuant to the Securities and in a manner that meets stakeholders’ aspirations
Exchange Board of India (Listing Obligations and societal expectations. This belief is reflected
and Disclosure Requirements) Regulations, 2015 in the Company’s deep commitment to contribute
(‘Listing Regulations’). to the “triple bottom line”, namely conservation and
ITC Limited has been one of the frontrunners in India development of the nation’s economic, social and
to have put in place a formalised system of Corporate environmental capital.
Governance. Its governance framework enjoins the ITC’s Corporate Governance structure, systems and
highest standards of ethical and responsible conduct processes are based on two core principles:
of business to create value for all stakeholders.
(i) Management must have the executive freedom
NATIONAL AWARDS FOR EXCELLENCE IN to drive the enterprise forward without undue
CORPORATE GOVERNANCE restraints, and
ITC Limited was adjudged as the ‘Best Governed (ii) This freedom of management should be exercised
Company’ by the Institute of Company Secretaries within a framework of effective accountability.
of India (‘ICSI’) at the 20th ICSI National Awards for ITC believes that any meaningful policy on
Excellence in Corporate Governance, 2020 in the Corporate Governance must empower the executive
‘Listed Segment: Large Category’, in recognition of its management of the Company. At the same time,
robust governance model anchored on the values Governance should create a mechanism of checks
of trusteeship, transparency and ethical corporate
and balances to ensure that the decision-making
citizenship. The Award was adjudged by an eminent jury
powers vested in the executive management are used
chaired by Justice A. K. Sikri, Former Judge,
with care and responsibility to meet stakeholders’
Supreme Court of India, and International Judge,
aspirations and societal expectations.
Singapore International Commercial Court.
From this definition and core principles of Corporate
THE COMPANY’S GOVERNANCE Governance emerge the cornerstones of ITC’s
PHILOSOPHY governance philosophy, namely trusteeship,
ITC defines Corporate Governance as a systemic transparency, ethical corporate citizenship,
process by which companies are directed and empowerment & accountability and control.
controlled to enhance their wealth-generating capacity. ITC believes that the practice of each of these creates
Since large corporations employ a vast quantum of the right corporate culture that fulfils the true purpose
societal resources, ITC believes that the governance of Corporate Governance.
The cornerstones of ITC’s governance philosophy are

trusteeship, transparency, ethical corporate citizenship,
empowerment & accountability and control.

Report on Corporate Governance
Trusteeship recognises that large corporations, which represent a coalition of interests, namely
those of the shareholders, other providers of capital, business associates and employees,
have both an economic and a social purpose, thereby casting the responsibility on the
Trusteeship Board of Directors to protect and enhance shareholder value, as well as fulfil obligations to
other stakeholders. Inherent in the concept of trusteeship is the responsibility to ensure equity,
namely, that the rights of all shareholders, large or small, are protected.
Transparency means explaining the Company’s policies and actions to those to whom
it has responsibilities. Externally, this means maximum appropriate disclosures without
Transparency jeopardising the Company’s strategic interests and internally, this means openness
in the Company’s relationship with its employees and in the conduct of its business.
ITC believes transparency enhances accountability.
Ethical Corporate Citizenship means setting exemplary standards of ethical behaviour,

Ethical both internally within the organisation, as well as in external relationships. ITC believes
Corporate that unethical behaviour corrupts organisational culture and undermines stakeholder value.
Citizenship Governance processes in ITC continuously reinforce and help realise the Company’s belief in
ethical corporate citizenship.
Empowerment is a process of unleashing creativity and innovation throughout the organisation

by truly vesting decision-making powers at the most appropriate levels and as close to the scene
of action as feasible, thereby helping actualise the potential of its employees. Empowerment
Empowerment is an essential concomitant of ITC’s first core principle of governance that management must
have the freedom to drive the enterprise forward. ITC believes that empowerment combined
with accountability provides an impetus to performance and improves effectiveness, thereby
enhancing shareholder value.
Control ensures that freedom of management is exercised within a framework of checks and
balances and is designed to prevent misuse of power, facilitate timely management of change
Control and ensure effective management of risks. ITC believes that control is a necessary concomitant
of its second core principle of governance that freedom of management should be exercised
within a framework of appropriate checks and balances.
THE GOVERNANCE STRUCTURE (b) Strategic management of the Company,

The practice of Corporate Governance in ITC takes uncluttered by the day-to-day tasks of executive
place at three interlinked levels: management, remains focused and energised; and
Strategic supervision by the Board of Directors (c) Executive management of the divisional business
Strategic management by the Corporate Management free from collective strategic responsibilities for
Committee
ITC as a whole, remains focused on enhancing the
Executive management by the Divisional Chief Executive
assisted by the Divisional quality, efficiency and effectiveness of the business
Management Committee to achieve best-in-class performance.
The three-tier governance structure ensures that: The core roles of the key entities flow from this
(a) Strategic supervision (on behalf of the Shareholders), structure. These roles, in turn, determine the core
being free from involvement in the task of strategic responsibilities of each entity. In order to discharge
management of the Company, can be conducted
by the Board with objectivity, thereby sharpening such responsibilities, each entity is empowered
accountability of management; formally with requisite powers.

The structure, processes and practices of governance Chairman: The Chairman is the Chief Executive of the
are designed to support effective management of Company. He is the Chairman of the Board and the
multiple businesses while retaining focus on each CMC, and also presides over General Meetings of
one of them. Shareholders. His primary role is to provide leadership
to the Board and the CMC for realising Company
The Governance Document that sets out the structure, goals in accordance with the charter approved by the
policies and practices of governance is available on the Board. He is responsible, inter alia, for the working
Company’s corporate website www.itcportal.com . of the Board and the CMC, for ensuring that all
relevant issues are on the agenda and for ensuring
ROLES OF VARIOUS ENTITIES that all Directors and CMC Members are enabled and
Board of Directors (‘Board’): The primary role of the encouraged to play a full part in the activities of the
Board and the CMC, respectively. He keeps the Board
Board is that of trusteeship to protect and enhance
informed on all matters of importance. He is also
shareholder value through strategic supervision of
responsible for balance of membership of the Board,
ITC and its wholly owned subsidiaries. As trustees,
subject to Board and Shareholder approvals.
the Board ensures that the Company has clear goals
aligned to shareholder value and its growth. The Board Non-Executive Director: Non-Executive Directors,
sets strategic goals and seeks accountability for including Independent Directors, play a critical role
their fulfilment. The Board also provides direction in imparting balance to the Board processes by
bringing independent judgement on issues of strategy,
and exercises appropriate control to ensure that
performance, resources, standards of Company
the Company is managed in a manner that fulfils
conduct etc.
stakeholders’ aspirations and societal expectations.
The Board, as part and parcel of its functioning, Executive Director: The Executive Director assists
annually reviews its role, evaluates its performance the Board in realising its role of strategic supervision
and also that of the Board Committees and the Directors. of the Company in pursuit of its purpose and goals.
As a member of the CMC, the Executive Director
Board Committees: The roles of the Board Committees contributes to the strategic management of the
are determined by the Board from time to time, Company’s businesses within Board approved
details of which are provided below, under the direction / framework. An Executive Director
heading ‘Committees of the Board’. accountable to the Board for a business, assumes
overall responsibility for its strategic management,
Corporate Management Committee (‘CMC’): The
including governance processes and top management
primary role of the CMC is strategic management effectiveness. Similarly, as Director accountable
of the Company’s businesses within Board approved to the Board for a corporate function, the overall
direction / framework and realisation of Company goals. strategic responsibility for its performance forms part
The CMC also assesses the performance of the of the Executive Director’s role. In the context of the
businesses and allocates resources, and operates under multi-business character of the Company, an Executive
the strategic supervision and control of the Board. Director is in the nature of a Managing Director for
those businesses and functions reporting to him.
Divisional Management Committee (‘DMC’): The
primary role of the DMC is executive management of CMC Member: The CMC Member contributes to the
the business to realise tactical and strategic objectives strategic management of the Company’s businesses
in accordance with Board approved plan. within Board approved direction / framework.
A CMC Member accountable for a business, assumes
The Executive Committee for Business Vertical within responsibility for its strategic management, including
the Division is responsible to deliver comprehensive governance processes and top management
business results under the overall direction and effectiveness. Similarly, where accountable for a
supervision of the Divisional Chief Executive corporate function, the overall strategic responsibility for
supported by the DMC. its performance forms part of the CMC Member’s role.

Divisional Chief Executive: The Divisional Chief

Director Category No. of No. of Membership(s) /
Executive for a business has the executive responsibility other Chairmanship(s) of
for its day-to-day operations and provides leadership Directorship(s) * Audit Committee /
to the DMC in its task of executive management of the Stakeholders
business and the Verticals within the Division. Relationship
Committee of other
The Chief Operating Officer of Business Vertical is Indian public limited
responsible for providing leadership to the Vertical and companies
realising the tactical and strategic objectives of the
S. Puri Chairman & 5 Nil
respective business area.
Managing Director
BOARD OF DIRECTORS N. Anand Executive Director 8 1
Composition
B. Sumant Executive Director 1 Nil
The ITC Board is a balanced Board, comprising
R. Tandon Executive Director 9 3
Executive and Non-Executive Directors.
[also as Chairman]
The Non-Executive Directors include independent
professionals. At least half of the total strength of the S. Banerjee Independent Director Nil Nil
Board is required to comprise Independent Directors.
A. Duggal Independent Director 4 3
The Governance Policy of the Company, inter alia,
S. B. Mathur Independent Director 7 8
requires that Non-Executive Directors be drawn from
[including 3 as
amongst eminent professionals, with experience Chairman]
in business / finance / law / public administration
and enterprises. The Board Diversity Policy of the A. Nayak Independent Director Nil Nil
Company requires the Board to have balance of N. Rao Independent Director 3 1
skills, experience and diversity of perspectives
appropriate to the Company. The skills, expertise and A. K. Seth Independent Director Nil Nil
competencies of the Directors, identified by the Board, M. Shankar Independent Director 3 1
are provided in the Annexure forming part of this
Report; the Directors of the Company possess H. Bhargava Non-Executive Director - 3 1
such skills, expertise and competencies. Representative of Life
Insurance Corporation
In terms of the Articles of Association of the Company, of India as Investor
the strength of the Board shall not be fewer than five nor
A. Jerath 1 Non-Executive Director - 2 Nil
more than eighteen. The present strength of the Representative of
Board is thirteen, including the Chairman, three other General Insurers’
Executive Directors and seven Non-Executive (Public Sector)
Independent Directors, of which two are Association of India
as Investor
Women Directors.
D. R. Simpson Non-Executive Director - 2 Nil
Composition of the Board as on 31st March, 2021:
Representative of
Tobacco Manufacturers
(India) Limited, a
Executive Directors - 4 subsidiary of British
21%
29% American Tobacco p.l.c.
Non-Executive Independent Directors - 7 as Investor
Other Non-Executive Directors - 3 50%
* Details with respect to other Directorships are provided under the section ‘Your Directors’
in the Report and Accounts.
1. Resigned w.e.f. 1st May, 2021. Mr. Jerath was not a Director of any other listed company.

Meetings and Attendance S

ignificant court judgement or order passing
The Company’s Governance Policy requires the Board strictures, if any, on the conduct of the Company
to meet at least five times a year. The intervening or a subsidiary of the Company or any
period between two Board Meetings was well within employee, which could negatively impact the
the maximum gap of 120 days prescribed under the Company’s image.
Listing Regulations. The tentative annual calendar of Product liability claims of a substantial nature, if any.
meetings is broadly determined at the beginning of D
efault, if any, in payment of dues to any major
each year. creditor.
Board Agenda W
rite-offs / disposals of fixed assets, inventories,
Meetings are governed by a structured agenda. The receivables, advances etc. on a half-yearly basis.
Board members, in consultation with the Chairman, S
ignificant development in Human Resources /
may bring up any matter for the consideration of Industrial Relations.
the Board. All major agenda items are backed by N
on-compliance of any regulatory or listing requirements
comprehensive background information to enable the and in relation to shareholders’ services.
Board to take informed decisions. Agenda papers are
generally circulated seven to fourteen days prior to the Post-meeting follow-up system
Board Meeting. The Governance processes in the Company include
an effective post-meeting follow-up, review and
Information placed before the Board
reporting process for action taken / pending on
In terms of the Company’s Governance Policy, all decisions of the Board, the Board Committees, the
statutory and other significant & material information CMC and the DMCs.
are placed before the Board to enable it to discharge
its responsibility of strategic supervision of the Details of Board Meetings during the financial year
Company as trustees of Shareholders. During the financial year ended 31st March, 2021,
In addition to the above, the following are also six meetings of the Board were held, as follows:
tabled for the Board’s approval / periodic review or Sl. Date Board Strength No. of
information: No. Directors
A
nnual operating plans & budgets and periodic present
review of the Company’s businesses. 1 29th May, 2020 14 14
Q
uarterly performance including business-wise 2 26th June, 2020 14 14
financials. 3 24th July, 2020 14 13
E
xternal Audit Management Reports (through the 4 4th September, 2020 14 13
Audit Committee). 5 6th November, 2020 14 14
Status of safety and legal compliance. 6 11th February, 2021 14 14
S
tatus and effectiveness of risk management
Attendance at Board Meetings and at Annual General
plans. Meeting (‘AGM’) during the financial year
S
uccession to senior management (through the
Director No. of Board Attendance at
Nomination & Compensation Committee).
Meetings attended last AGM
S
tatutory compliance reports from business
S. Puri 6 Yes
units / corporate functions.
N. Anand 6 Yes
S
how cause / demand / prosecution / adjudication
B. Sumant 6 Yes
notices, if any, from revenue authorities which are
R. Tandon 6 Yes
considered materially important, including any
S. Banerjee 6 Yes
exposure that exceeds 1% of the Company’s
net worth, and their outcome. H. Bhargava 6 Yes

Attendance at Board Meetings and at AGM during the The role of the Committee includes the following:
financial year (Contd.)
(a) To oversee the Company’s financial reporting
Director No. of Board Attendance at process and the disclosure of its financial
Meetings attended last AGM information to ensure that the financial statements
A. Duggal 6 Yes are correct, sufficient and credible;
A. Jerath 4 Yes (b) To recommend the appointment, remuneration
and removal of Statutory and Cost Auditors;
S. B. Mathur 6 Yes
A. Nayak 6 Yes (c) To recommend the appointment of the
Chief Financial Officer of the Company;
N. Rao 6 Yes
A. K. Seth 6 Yes (d) To approve transactions of the Company with
related parties;
M. Shankar 6 Yes
D. R. Simpson 6 Yes (e) To evaluate the Company’s internal financial
controls and risk management systems;
COMMITTEES OF THE BOARD (f) To review with the management the following:
Currently, there are five Board Committees – the (i) Annual financial statements and
Audit Committee, the Nomination & Compensation Auditor’s Report thereon before submission
Committee, the Securityholders Relationship to the Board for approval;
Committee, the CSR and Sustainability Committee (ii) Quarterly financial statements before
and the Independent Directors Committee. submission to the Board for approval;
The terms of reference of the Board Committees are
(g) To review the following:
determined by the Board from time to time, other than
the Independent Directors Committee the terms of (i) Management discussion and analysis of
reference of which have been adopted as prescribed financial condition & results of operations,
under law. Meetings of Board Committees are normally and matters required to be included in the
convened by the respective Committee Chairman. Directors’ Responsibility Statement;
Matters requiring the Board’s attention / approval, (ii) Adequacy of internal control systems and the
as emanating from the Board Committee Meetings, Company’s statement on the same prior to
are placed before the Board with clearance of the endorsement by the Board, such review to be
Committee Chairman. All the recommendations made done in consultation with the management,
by Board Committees during the year were accepted Statutory and Internal Auditors;
by the Board. Minutes of Board Committee Meetings
(iii) Adequacy and effectiveness of internal
are placed before the Board for its information.
control systems laid down in the Company for
The role and composition of these Committees, including
compliance with the provisions of the Securities
the number of meetings held during the financial year
and Exchange Board of India (Prohibition of
and the related attendance, are provided below.
Insider Trading) Regulations, 2015;
I. AUDIT COMMITTEE (iv) Internal Audit Reports and discussion with
The Audit Committee of the Board provides Internal Auditors on any significant findings
reassurance to the Board on the existence of an and follow-up thereon;
effective internal control environment that ensures: (v) Statutory Auditors’ independence and
e
fficiency and effectiveness of operations, both performance, and effectiveness of the
domestic and overseas. audit process;
s afeguarding of assets and adequacy of provisions (vi) System for storage, retrieval, security etc.
for all liabilities. of books of account maintained in the
r eliability of financial and other management electronic form;
information and adequacy of disclosures. (vii) Functioning of Whistleblower mechanism in
compliance with all relevant statutes. the Company;

(viii) Financial statements, including investments, of Attendance at Audit Committee Meetings during
subsidiary companies; the financial year
(ix) Utilisation of loans and / or advances and Member No. of Meetings attended
investments by the Company to / in the
A. Duggal 1 8
subsidiary companies.
S. Banerjee 8
Composition H. Bhargava 8
The Audit Committee presently comprises four S. B. Mathur 2 8
Non-Executive Directors, three of whom are
1. Appointed Chairman w.e.f. 5th September, 2020.
Independent Directors. The Chairman of the
2. Ceased to be Chairman w.e.f. 5th September, 2020.
Committee is an Independent Director. The Executive
Director representing the Finance function, II. NOMINATION & COMPENSATION COMMITTEE
the Chief Financial Officer, the Head of Internal Audit The Nomination and Remuneration Committee
and the representative of the Statutory Auditors are of the Board, under the nomenclature ‘Nomination &
Invitees to the meetings of the Audit Committee. Compensation Committee’, inter alia, identifies persons
The Head of Internal Audit is the Coordinator qualified to become Directors, and recommends to the
and the Company Secretary is the Secretary to the Board the appointment, remuneration and removal of
Committee. The representatives of the Cost Auditors the Directors and senior management. The Committee’s
are invited to meetings of the Audit Committee role also includes formulation of criteria for evaluation
whenever matters relating to cost audit are considered. of performance of the Directors & the Board as a
All members of the Committee are financially literate; whole, and administration of the Employee Stock
three members, including the Chairman of Option Schemes of the Company.
the Committee, have accounting and financial
Composition
management expertise.
The Nomination & Compensation Committee
The names of the members of the Audit Committee, presently comprises three Independent Directors and
including its Chairman, are provided under the section the Chairman of the Company. The Chairman of the
‘Board of Directors and Committees’ in the Report Committee is an Independent Director. The Company
and Accounts. Secretary is the Secretary to the Committee.
Meetings and Attendance The names of the members of the Nomination &
Compensation Committee, including its Chairman, are
Details of Audit Committee Meetings during the provided under the section ‘Board of Directors and
financial year Committees’ in the Report and Accounts.
During the financial year ended 31st March, 2021, Meetings and Attendance
eight meetings of the Audit Committee were held,
Details of Nomination & Compensation Committee
as follows:
Meetings during the financial year
Sl. Date Committee No. of During the financial year ended 31st March, 2021,
No. Strength Members five meetings of the Nomination & Compensation
present
Committee were held, as follows:
1 21st May, 2020 4 4
Sl. Date Committee No. of
2 11th June, 2020 4 4
No. Strength Members
3 26th June, 2020 4 4 present
4 24th July, 2020 4 4 1 25th May, 2020 4 4
5 29th August, 2020 4 4 2 25th June, 2020 4 4
6 6th November, 2020 4 4 3 3rd September, 2020 4 4
7 21st December, 2020 4 4 4 5th November, 2020 4 4
8 11th February, 2021 4 4 5 10th February, 2021 4 4

Attendance at Nomination & Compensation Non-Executive Directors, including Independent

Committee Meetings during the financial year Directors, are entitled to remuneration by way of
commission for each financial year, ranging between
Member No. of Meetings attended ` 70,00,000/- and ` 1,00,00,000/- individually, as
S. Banerjee 5 approved by the Shareholders. Non-Executive Directors’
A. Nayak 5 commission is determined by the Board, based inter alia
S. Puri 5 on Company performance and regulatory provisions,
and is payable on a uniform basis to reinforce the
M. Shankar 5
principle of collective responsibility. Non-Executive
Remuneration Policy Directors are also entitled to sitting fees for attending the
meetings of the Board and its Committees. The sitting
ITC’s Remuneration Policy aims at attracting and
fees as determined by the Board are ` 1,00,000/- for
retaining high calibre talent. The Remuneration each meeting of the Board, ` 50,000/- for each meeting
Policy, therefore, is market-led and takes into account of the Audit Committee, Nomination & Compensation
the competitive circumstance of each business so Committee, CSR and Sustainability Committee and
as to attract and retain quality talent and leverage Independent Directors Committee, and ` 10,000/- for
performance significantly. The Company adopts a each meeting of the Securityholders Relationship
comprehensive approach to remuneration in order to Committee. Non-Executive Directors are also entitled
support a superior quality of personal and work life, to coverage under Personal Accident Insurance.
combining both cash and non-cash components / benefits Details of Remuneration paid to the Directors
in a manner which judiciously balances short term and during the financial year ended 31st March, 2021
long term priorities.
(` in Lakhs)
The Company’s Policy on remuneration of Directors, Director Basic / Perquisites / Performance Sitting Total
Key Managerial Personnel and other employees, Consolidated other Bonus and Fees
as approved by the Board, may be accessed on its Salary Benefits Long Term
Incentives /
corporate website at https://www.itcportal.com/about-
Commission
itc/policies/remuneration-policy.pdf .
S. Puri 264.00 48.05 698.16 - 1,010.21
There has been no change in the Policy during the year.
N. Anand 156.00 83.75 310.70 - 550.45
Remuneration of Directors B. Sumant 156.00 31.04 297.95 - 484.99
Remuneration of the Chairman and the other R. Tandon 156.00 30.33 296.73 - 483.06
Executive Directors is determined by the Board on the S. Banerjee - - 66.50 13.00 79.50
recommendation of the Nomination & Compensation H. Bhargava - - 66.50 * 11.50 78.00
Committee, subject to the approval of the Shareholders. A. Duggal - - 66.50 10.50 77.00
1
The Chairman and the other Executive Directors are A. Jerath - - 11.08 * 5.50 * 16.58
entitled to performance bonus for each financial S. B. Mathur - - 66.50 10.50 77.00
year up to a maximum of 300% and 200% of their A. Nayak 2 - - 47.79 9.90 57.69
basic / consolidated salary, respectively, as may be N. Rao - - 66.50 8.00 74.50
determined by the Board on the recommendation of A. K. Seth 2 - - 47.79 8.00 55.79
the Nomination & Compensation Committee; such M. Shankar - - 66.50 10.50 77.00
remuneration is linked to the performance of the D. R. Simpson - - 66.50 7.50 74.00
Company inasmuch as the performance bonus is based Y. C. Deveshwar 3 - - 7.45 @ - 7.45
on various qualitative and quantitative performance J. Pulinthanam 4 - - 48.33 * - 48.33
criteria. The Chairman and the other Executive
S. S. H. Rehman 5 - - 30.34 - 30.34
Directors are also entitled to Long Term Incentives,
* Paid to the Public Financial Institution the Director represents / represented.
annual value of which is limited to 0.10% and 0.05%, @ Paid to Mrs. B. Deveshwar, spouse of Late Y. C. Deveshwar.
respectively, of the net profits of the Company for 1. Appointed Non-Executive Director w.e.f. 31st January, 2020 and resigned w.e.f. 1st May, 2021.
2. Appointed Independent Director w.e.f. 13th July, 2019.
the immediately preceding financial year, as may be 3. Passed away on 11th May, 2019.
4. Resigned as Non-Executive Director w.e.f. 23rd December, 2019.
determined by the Board on the recommendation of 5. Ceased to be Independent Director w.e.f. 15th September, 2019.
the Nomination & Compensation Committee. Note: Disclosure with respect to Non-Executive Directors - Pecuniary relationship or transaction: None.

Employee Stock Option Schemes Service Contract, Severance Fee and Notice Period
The Company granted 7,37,900 Options during The appointment of the Chairman and the other
the financial year to certain eligible employees and Executive Directors is governed by resolutions
Directors of the Company. passed by the Board and the Shareholders of the
Company, which cover the terms and conditions of
Each Option entitles the holder thereof to apply for
such appointment read with the service rules of the
and be allotted ten Ordinary Shares of the Company
Company. A separate Service Contract is not entered
of ` 1/- each upon payment of the exercise price
into by the Company with those elevated to the Board
during the exercise period. The exercise period
from the management cadre, since they already
commences from the date of vesting of the Options
have a Service Contract with the Company. Letters
and expires at the end of five years from the date of
of appointment have been issued by the Company to
such vesting.
the Independent Directors, detailing their roles, duties,
Options granted vest as per the following schedule: responsibilities etc., which have been accepted by them.
On completion of 12 months from There is no separate provision for payment of

the date of grant of the Options : 30% vests severance fee under the resolutions governing the
appointment of Executive Directors who have all been
On completion of 24 months from
drawn from the management cadre. The statutory
the date of grant of the Options : 30% vests
provisions will however apply. With respect to
On completion of 36 months from notice period of Directors, the statutory provisions
the date of grant of the Options : 40% vests will also apply.
Shares and Options of Directors Performance Evaluation
Director No. of Ordinary Shares No. of Options granted Performance evaluation of the Board, the Board
of ` 1/- each held during the Committees and the individual Directors was carried
(singly / jointly) financial year out by the Board in accordance with the Policy
as on 31st March, 2021 approved by the Nomination & Compensation
S. Puri 1,12,500 1,09,700 Committee in this regard, synopsis of which is
N. Anand Nil 54,850 provided in the ‘Report of the Board of Directors &
Management Discussion and Analysis’, forming part of
B. Sumant 4,27,057 54,850
the Report and Accounts.
R. Tandon 1,90,750 54,850
S. Banerjee Nil Nil III. SECURITYHOLDERS RELATIONSHIP COMMITTEE
H. Bhargava Nil Nil The Stakeholders Relationship Committee of the Board,
A. Duggal Nil Nil under the nomenclature ‘Securityholders Relationship
A. Jerath 200 Nil Committee’, primarily oversees redressal of
S. B. Mathur 1,70,500 Nil shareholder and investor grievances, approves
transmission of shares, sub-division / consolidation /
A. Nayak 10,66,825 Nil
renewal of share certificates, issue of duplicate
N. Rao Nil Nil
share certificates, and allots shares upon exercise of
A. K. Seth 1,32,480 Nil Options under the Company’s Employee Stock Option
M. Shankar 45,000 Nil Schemes. The Committee also reviews adherence
D. R. Simpson Nil Nil to the service standards adopted by the Company
Note: Options were granted at ‘market price’ as defined under the Securities and Exchange Board in respect of its in-house share registration and
of India (Share Based Employee Benefits) Regulations, 2014. related activities.
Inherent in the concept of trusteeship is the responsibility

to ensure equity, namely, that the rights of all shareholders,
large or small, are protected.

Composition triple bottom line objectives. The Committee seeks to

The Securityholders Relationship Committee presently guide the Company in crafting unique models
to support creation of sustainable livelihoods together
comprises three Directors. The Chairman of the
with environmental re-generation, and formulates &
Committee is an Independent Director. The Company
monitors the CSR Policy. The Committee also
Secretary is the Secretary to the Committee.
reviews the annual CSR Action Plan and the
The names of the members of the Securityholders Business Responsibility Report of the Company, and
Relationship Committee, including its Chairman, are recommends the same to the Board for approval.
provided under the section ‘Board of Directors and
Composition
Committees’ in the Report and Accounts.
The CSR and Sustainability Committee presently
Meetings and Attendance comprises the Chairman of the Company and
Details of Securityholders Relationship Committee five Non-Executive Directors, three of whom are
Meetings during the financial year Independent Directors. The Chairman of the Company
is the Chairman of the Committee. The Company
During the financial year ended 31st March, 2021,
Secretary is the Secretary to the Committee.
nine meetings of the Securityholders Relationship
Committee were held, as follows: The names of the members of the CSR and
Sustainability Committee, including its Chairman, are
Sl. Date Committee No. of provided under the section ‘Board of Directors and
Committees’ in the Report and Accounts.
present
1 18th June, 2020 3 3 Meetings and Attendance
2 16th July, 2020 3 3 Details of CSR and Sustainability Committee
3 30th July, 2020 3 3 Meetings during the financial year
4 6th August, 2020 3 3 During the financial year ended 31st March, 2021,
three meetings of the CSR and Sustainability
5 15th September, 2020 3 3
Committee were held, as follows:
6 23rd December, 2020 3 3
7 19th January, 2021 3 3
8 25th February, 2021 3 3 present
9 20th March, 2021 3 3 1 25th May, 2020 7 7
2 25th June, 2020 7 7
Attendance at Securityholders Relationship
3 5th November, 2020 7 7
Committee Meetings during the financial year
Member No. of Meetings attended Attendance at CSR and Sustainability Committee

A. Nayak 9 Meetings during the financial year
B. Sumant 9 Member No. of Meetings attended
R. Tandon 9 S. Puri 3
H. Bhargava 3
IV. CSR AND SUSTAINABILITY COMMITTEE A. Jerath 1 3
N. Rao 3
The role of the CSR Committee of the Board,
A. K. Seth 3
under the nomenclature ‘CSR and Sustainability
Committee’, is inter alia, to review, monitor and M. Shankar 3
provide strategic direction to the Company’s CSR D. R. Simpson 3
and sustainability practices towards fulfilling its 1. Ceased to be Member w.e.f. 1st May, 2021.

V. INDEPENDENT DIRECTORS COMMITTEE RISK MANAGEMENT COMMITTEE

The statutory role of the Independent Directors The role of the Risk Management Committee,
Committee of the Board is to review the performance constituted pursuant to the Listing Regulations is,
of the non-Independent Directors, including inter alia, to approve the strategic risk management
framework of the Company, and review the risk
the Chairman of the Company, and the Board, and
mitigation strategies and results of risk identification,
also to assess the quality, quantity and timeliness
prioritisation & mitigation plans for all business
of flow of information between the Company
units / corporate functions, as also the measures
management and the Board. taken for cyber security. The Committee also
reviews implementation, effectiveness and
Composition
adequacy of the risk management plans & systems
The Independent Directors Committee comprises all of the Company.
the Independent Directors of the Company, whose
Composition
names are provided below.
The Risk Management Committee presently
Meetings and Attendance comprises all the Executive Directors,
Details of Independent Directors Committee some senior members of management and
one Independent Director (Mr. A. Duggal).
Meeting during the financial year
The Chairman of the Company is the Chairman
During the financial year ended 31st March, 2021, of the Committee. The Head of Internal Audit and
one meeting of the Independent Directors Committee the Chief Financial Officer are Invitees to the
was held, as follows: meetings of the Committee. The Chief Risk Officer
is the Secretary to the Committee.
No. Strength Members The names of the members of the Risk Management
present Committee, including its Chairman, are provided
below.
1 11th June, 2020 7 7
Meetings and Attendance
Attendance at Independent Directors Committee
Details of Risk Management Committee Meetings
Meeting during the financial year
during the financial year
Member Attendance at the Meeting During the financial year ended 31st March, 2021,
S. Banerjee Yes three meetings of the Risk Management Committee
were held, as follows:
A. Duggal Yes
Sl. Date Committee Strength No. of Members
S. B. Mathur Yes
No. (including Invitees) & Invitees
A. Nayak Yes present
N. Rao Yes 1 10th August, 2020 7 7
A. K. Seth Yes 2 8th December, 2020 7 7
M. Shankar Yes 3 29th March, 2021 8 8
The CSR and Sustainability Committee provides strategic

direction to the Company’s CSR and Sustainability practices
towards fulfilling its Triple Bottom Line objectives.

Attendance at Risk Management Committee Meetings

Meetings during the financial year The CMC normally meets once a month. Matters
requiring the Board’s attention / approval, as emanating
Member No. of Meetings attended from the CMC Meetings, are placed in the form of
S. Puri (Chairman) 3 notes from the relevant Executive Director, backed by
comprehensive background information. Minutes of
N. Anand 3 CMC Meetings are placed before the Board for
its information.
B. Sumant 3
SUBSIDIARY COMPANIES
R. Tandon 3
All subsidiaries of the Company are managed by their
S. K. Singh 3 respective Board of Directors in the best interest of
those companies and their shareholders. The Minutes
S. Sivakumar 3
of Board Meetings of the subsidiary companies and
Invitee No. of Meetings attended details of significant transactions & arrangements
entered into by them are placed before the Board
M. Ganesan 3 of Directors of the Company. The annual financial
statements of the subsidiary companies are reviewed
S. Dutta 1 1
by the Audit Committee of the Company. Performance
1. Appointed Invitee to the Committee w.e.f. 11th February, 2021. review reports of wholly owned subsidiaries are also
placed before the Board of Directors of the Company
CORPORATE MANAGEMENT COMMITTEE on a half-yearly basis.
The primary role of the CMC is strategic management The Company does not have any material subsidiary.
The Company’s Policy for determination of a material
of the Company’s businesses within Board approved
subsidiary, as approved by the Board, may be
direction / framework and realisation of Company
accessed on its corporate website at
goals. The CMC, inter alia, formulates the Company’s https://www.itcportal.com/about-itc/policies/policy-
business plans and organisational policies, systems on-material-subsidiaries.aspx .
& processes, reviews business performance against
FAMILIARISATION PROGRAMME FOR
approved plans, allocates resources, and operates
DIRECTORS
under the strategic supervision and control of
ITC believes that a Board, which is well
the Board.
informed / familiarised with the Company and its
affairs, can contribute significantly to effectively
Composition
discharge its role of trusteeship in a manner that fulfils
The CMC presently comprises all the Executive stakeholders’ aspirations and societal expectations.
Directors and six senior members of management. In pursuit of this, the Directors of the Company are
The Chairman of the Company is the Chairman updated on changes / developments in the
domestic / global corporate and industry scenario
of the Committee. The composition of the CMC is
including those pertaining to statutes / legislations &
determined by the Board on the recommendation of economic environment, and on matters significantly
the Nomination & Compensation Committee. affecting the Company, to enable them to take well
The Company Secretary is the Secretary to the CMC. informed and timely decisions. Visits to Company
facilities are also organised for the Directors. Further
The names of the members of the CMC, including
details may be accessed on the Company’s corporate
its Chairman, are provided under the section website at https://www.itcportal.com/about-
‘Board of Directors and Committees’ in the itc/leadership/images/directors-familiarisation-
Report and Accounts. programme.pdf .

MEANS OF COMMUNICATION The Report of the Board of Directors, forming part
Timely disclosure of consistent, comparable, relevant of the Report and Accounts, includes all aspects of
and reliable information on corporate financial Management Discussion and Analysis as required
performance is at the core of good governance. under the Listing Regulations.
Towards this end -
ITC CODE OF CONDUCT
T
he Company’s corporate website
www.itcportal.com provides comprehensive The ITC Code of Conduct, as adopted by the Board,
information on ITC’s portfolio of businesses, is applicable to the Directors, senior management
CSR & sustainability initiatives, EHS performance, and employees of the Company. The Code is
shareholding pattern, key Company Policies, derived from three interlinked fundamental principles
and contact details of the Company’s employees viz., good corporate governance, good corporate
responsible for assisting investors & handling citizenship and exemplary personal conduct in
investor grievances. The website has entire
relation to the Company’s business and reputation.
sections dedicated to ITC’s profile, history and
The Code covers ITC’s commitment to CSR and
evolution, its core values, corporate governance
sustainable development, concern for occupational
and leadership. An exclusive section on
‘Shareholder Value’ serves to inform and service health, safety and environment, a gender friendly
Shareholders, enabling them to access information workplace, transparency and auditability, legal
at their convenience. The entire Report and compliance and the philosophy of leading by personal
Accounts as well as the quarterly, half-yearly and example. The Code is available on the Company’s
annual financial results, along with the corporate website.
Media Statements, presentations and FAQs on
such results, are available in downloadable formats
under the said section as a measure of added Declaration as required under the Listing
convenience to the Investors. The ‘Media Centre’ Regulations
section includes all major media releases from the

Company and relevant media reports. All Directors and senior management of the Company
have affirmed compliance with the ITC Code of Conduct
T
he quarterly financial results of the Company
for the financial year ended 31st March, 2021.
were announced within forty-five days from the end
of the quarter. The audited annual results for the
S. Puri
financial year ended 31st March, 2020, along with
the results for the fourth quarter, were announced Chairman &
within ninety days from the end of the financial year. New Delhi, 1st June, 2021. Managing Director
Extracts of these results were published, inter alia,
in ‘The Times of India / Business Standard’ and
‘Aajkal / Bartaman’ from Kolkata, and on an all WHISTLEBLOWER POLICY
India basis in major newspapers, and also in
Synopsis of the Whistleblower Policy of the Company
‘Luxemburger Wort’, Luxembourg. Annual financial
is provided in the ‘Report of the Board of Directors
results were also sent to the GDR holders at their
& Management Discussion and Analysis’, forming
registered addresses. Further, quarterly results,
shareholding pattern, presentations made to the part of the Report and Accounts. The Whistleblower
institutional investors, and other material events & Policy may be accessed on the Company’s corporate
important information relating to the Company website at https://www.itcportal.com/about-
were submitted to the Stock Exchanges. itc/values/index.aspx#sectionb5 .

POLICY ON RELATED PARTY TRANSACTIONS N

one of the Directors of the Company has been
debarred or disqualified from being appointed
The Policy, as approved by the Board, may be
or continuing as a Director by SEBI / Ministry of
accessed on the Company’s corporate website at
Corporate Affairs / Statutory Authorities; this has
https://www.itcportal.com/about-itc/policies/policy- also been confirmed by Messrs. Vinod Kothari &
on-rpt.aspx . Company, Practising Company Secretaries.
ITC CODE OF CONDUCT FOR PREVENTION D
etails with respect to secretarial audit of
OF INSIDER TRADING - 2019 the Company, and confirmation by the Board
with respect to the Independent Directors, are
The ITC Code of Conduct for Prevention of Insider
provided in the ‘Report of the Board of Directors
Trading - 2019, as approved by the Board, inter alia,
& Management Discussion and Analysis’, forming
prohibits trading in securities of the Company by part of the Report and Accounts.
the Directors and employees while in possession of
D
isclosures in relation to the Sexual Harassment of
unpublished price sensitive information in relation to
Women at Workplace (Prevention, Prohibition and
the Company.
Redressal) Act, 2013 are provided in the ‘Business
OTHER DISCLOSURES Responsibility Report’, forming part of the Report
and Accounts.
D
etails of non-compliances, penalties and
strictures by Stock Exchanges / SEBI / Statutory Information with respect to ‘Commodity Price Risk
Authorities on any matter related to capital markets or Foreign Exchange Risk and Hedging Activities’
is provided in the ‘Report of the Board of Directors
during the last three years:
& Management Discussion and Analysis’ and in the
None ‘Notes to the Financial Statements’, forming part of
Inter-se relationships between the Directors and the Report and Accounts.
Key Managerial Personnel of the Company: In view of the diversified business portfolio of the
None Company, its exposure in none of the individual
commodities which are sourced either for use
M
aterially significant related party transactions as inputs in its businesses or for agri-commodity
which may have potential conflict with the interests trading, is material in the context of its overall
of the Company at large: operations, and also in terms of the ‘Policy
None for determination of materiality of events and
information for disclosure to the Stock Exchanges’,
M
aterial financial and commercial transactions of as approved by the Board. Accordingly, the
senior management, where they may have had disclosure requirements prescribed under the
personal interest, and which had potential conflict SEBI Circular dated 15th November, 2018 are not
with the interests of the Company at large: applicable for the Company.
None T
he total fees paid during the year by
C
redit rating(s) obtained by the Company for any the Company and its subsidiaries to
Messrs. S R B C & CO LLP, Statutory Auditors,
debt instrument, fixed deposit programme or any
and all entities in the network firm / network
other scheme involving mobilisation of funds:
entities which are part of the network of which the
None Statutory Auditors are a member firm, aggregate
D
etails of utilisation of funds raised through ` 7.66 Crores.
preferential allotment or qualified institutions Compliance Officer under the Listing Regulations:
placement: R. K. Singhi, Executive Vice President &
Not Applicable Company Secretary

DISCRETIONARY REQUIREMENTS UNDER i.e. without any qualification. The Statutory Auditors
THE LISTING REGULATIONS have issued an unmodified audit opinion on the
Company’s financial statements for the year ended
The status of compliance with the discretionary
31st March, 2021.
requirements under the Listing Regulations is
provided below: 4. Internal Audit: The Head of Internal Audit reports
to the Audit Committee of the Board.
1. Non-Executive Chairman’s Office: The Chairman
of the Company is an Executive Chairman. GENERAL SHAREHOLDER INFORMATION
2. Shareholder Rights: The quarterly, half-yearly and Provided in the ‘Shareholder Information’ section of
annual financial results of the Company are posted the Report and Accounts.
on the Company’s corporate website and extracts
of these results are published in the newspapers CONFIRMATION OF COMPLIANCE
on an all India basis. Significant events are also
It is confirmed that the Company has complied with
posted on the Company’s website under the
the requirements prescribed under Regulations 17 to 27
‘Media Centre’ section. The complete Annual Report
and clauses (b) to (i) of sub-regulation (2) of
and the financial results, along with the Media
Regulation 46 of the Listing Regulations. The
Statements, presentations & FAQs on such results,
Statutory Auditors’ Certificate that the Company has
are sent to the Shareholders of the Company.
complied with the conditions of Corporate Governance
3. Audit Opinion: It has always been the is annexed to the ‘Report of the Board of Directors &
Company’s endeavour to present financial Management Discussion and Analysis’, forming part of
statements with unmodified audit opinion, the Report and Accounts.
Notes:
1. Reference to Division / Divisional Business includes Strategic Business Unit (SBU), Business Vertical and Shared Services.
2. Reference to Divisional Management Committee includes SBU Management Committee, Shared Services Management Committee and Executive Committee for
Business Vertical.
3. Reference to Divisional Chief Executive includes Heads of SBU, Business Vertical and Shared Services.
The ITC Code of Conduct is derived from three interlinked

fundamental principles - good corporate governance,
good corporate citizenship and exemplary personal conduct.

ANNEXURE TO THE REPORT ON CORPORATE GOVERNANCE Ability to appreciate and critique the need for in-depth
specialisation across business critical areas such as
SKILLS, EXPERTISE AND COMPETENCIES OF DIRECTORS manufacturing, marketing, legal, information technology,
public advocacy etc., as well as the breadth of general
ITC believes that it is the collective effectiveness of the Board
management capabilities.
that impacts Company performance and therefore members
of the Board amongst themselves should have a balance of 4. Stakeholder Value Creation
skills, experience and diversity of perspectives appropriate to Ability to understand processes for shareholder value creation
the Company. and its contributory elements and critique interventions towards
Given the Company’s size, scale and diversified nature of its value creation for the other stakeholders.
businesses, the Directors should possess one or more of the 5. Commercial Acumen
following skills, expertise and competencies:
Commercial acumen to critique the Company’s financial
1. Organisational Purpose performance and evaluate the Company’s strategies and
Ability to comprehend the socio-economic, political, regulatory action plans in the context of their financial outcomes.
and competitive environment, both domestic and global, 6. Risk Management and Compliance
in which the Company is operating and insight to identify
Ability to appreciate key risks impacting the Company’s
opportunities and threats for the Company’s businesses.
businesses and contribute towards development of systems
Ability to contribute towards creating an inspiring Vision for the and controls for risk mitigation & compliance management and
Company with superordinate societal goals and appreciate the review and refine the same periodically.
Company’s triple bottom line philosophy of building synergy
7. Policy Evaluation
between serving the society and creating economic value for
the Company. Ability to comprehend the Company’s governance philosophy
and contribute towards its refinement periodically.
2. Strategic Insight
Ability to evaluate policies, systems and processes in the
Ability to evaluate competitive corporate and business strategies
context of the Company’s businesses, and review the
and, based thereon, contribute towards progressive refinement
same periodically.
of the Company’s strategies for fulfilment of its goals.
8. Culture Building
Ability to comprehend strategy of organisation of a diversified
company like ITC, in the context of its unique sources Ability to contribute to the Board’s role towards promoting an
of competitive advantage and assess its strengths and ethical organisational culture, eliminating conflict of interest,
weaknesses. and setting & upholding the highest standards of ethics,
integrity and organisational conduct.
3. Organisational Capacity Building
9. Board Cohesion
Acumen to evaluate organisational capacity and readiness
across relevant parameters and provide guidance on bridging Ability to comprehend the statutory roles and responsibilities of
gaps in capacity building. a Director and of the Board as a whole.
Ability to understand the talent market and the Company’s Ability to encourage and sustain a cohesive working environment
talent quotient so as to help finetune strategies to attract, retain and to listen to multiple views and thought processes and
and nurture competitively superior talent. synergise a range of ideas for organisational benefit.
*******************

Shareholder Information
Details of Annual General Meeting (‘AGM’) Share and Debenture Transfer Committee
Transfer of shares of a listed company from
Date Wednesday, 11th August, 2021 1st April, 2019 are to be effected only in dematerialised
form in terms of the SEBI (Listing Obligations and
Venue Not applicable as the AGM will be
Disclosure Requirements) Regulations, 2015. However,
held on electronic platform
share transfers lodged prior to the said date but returned
Time 10.30 a.m. due to deficiency(ies) were permitted to be re-lodged
for transfer up to 31st March, 2021. The processing
Record Date Friday, 11th June, 2021 activities with respect to such requests received were
completed within five working days. There were no
Dividend Payment Date Friday, 13th August, 2021
share transfers pending as on 31st March, 2021.
The Share and Debenture Transfer Committee of the

Share Transfer Agent (in-house) Company comprising the following, met two times during
The Investor Service Centre of the Company (‘ISC’), the financial year to approve share transfers:
accredited with ISO 9001:2015 certification, is registered
R. Tandon, Executive Director - Chairman
with the Securities and Exchange Board of India (‘SEBI’)
R. K. Singhi, Executive Vice President & - Member
as Category II Share Transfer Agent for providing
Company Secretary
in-house share registration and related services to the
Shareholders and Investors. ISC continues to focus on T. K. Ghosal, Assistant Secretary and Head of ISC,
providing best-in-class services to the Shareholders and is the Secretary to the Committee. He is also the
Investors of the Company, while ensuring compliance Compliance Officer under the SEBI (Registrars to an
Issue and Share Transfer Agents) Regulations, 1993.
with the applicable statutory requirements.
Dematerialisation of Shares and Liquidity
Shareholder / Investor complaints
The shares of the Company are available for trading
The Company attends to Shareholder / Investor
in the dematerialised form under both the Depository
complaints within five working days except where
Systems in India - NSDL and CDSL. The International
constrained by disputes or legal impediments.
Securities Identification Number (‘ISIN’) allotted to the
During the financial year, one investor complaint Company’s shares under the Depository System is
relating to dividend, in terms of the Complaint INE154A01025.
Identification Policy of the Company approved by the During the financial year, 56,60,526 shares of the
Securityholders Relationship Committee, was received Company, covered in 649 requests and constituting
and promptly resolved. 0.05% of the Issued and Subscribed Share Capital
of the Company, were dematerialised. The processing
National Stock Exchange of India Limited, BSE Limited
activities with respect to requests received for
and The Calcutta Stock Exchange Limited have
dematerialisation were generally completed within
confirmed that there were no investor complaints
five working days.
pending against the Company at the end of each quarter
The Company’s shares are amongst the most liquid and
as also on 31st March, 2021; the same position was
actively traded shares on the Indian Stock Exchanges
also reflected on SCORES, the web based complaint
and consistently rank among the top frequently
redressal system of SEBI.
traded shares. The Company’s market capitalisation
The e-mail ID earmarked by the Company for investor stood at ` 2,68,948 Crores (US$ 36.79 Billion) as on
complaints is [email protected] . 31st March, 2021.

Distribution of Shareholding as on 31st March, 2021
No. of Shares No. of Shareholders No. of Shares

Slab
Physical Demat Total % Physical Demat Total %
1 – 5000 24,655 21,19,205 21,43,860 97.60 1,61,01,403 53,50,73,270 55,11,74,673 4.48
5001 – 10000 1,732 21,871 23,603 1.07 1,29,41,671 16,01,44,814 17,30,86,485 1.41
10001 – 20000 1,102 12,785 13,887 0.63 1,49,29,065 18,05,95,146 19,55,24,211 1.59
20001 – 30000 488 5,134 5,622 0.26 1,20,41,019 12,71,77,073 13,92,18,092 1.13
30001 – 40000 157 2,241 2,398 0.11 53,45,835 7,76,86,870 8,30,32,705 0.67
40001 – 50000 107 1,568 1,675 0.08 47,90,475 7,08,77,092 7,56,67,567 0.61
50001 – 100000 211 2,673 2,884 0.13 1,48,43,220 18,60,64,830 20,09,08,050 1.63
100001 and above 79 2,467 2,546 0.12 3,63,51,44,390 7,25,50,88,058 10,89,02,32,448 88.48
Total 28,531 21,67,944 21,96,475 100.00 3,71,61,37,078 8,59,27,07,153 12,30,88,44,231 100.00
Categories of Shareholders as on 31st March, 2021
Category No. of %
Shares held
(A) Institutional Shareholding
Financial Institutions, Insurance Companies, Mutual Funds, Banks and Others 5,22,53,18,453 42.45
Foreign Portfolio Investors and Foreign Institutional Investors 1,57,27,62,436 12.78
Sub-Total (A) 6,79,80,80,889 55.23
(B) Non-Institutional Shareholding
Foreign Companies 3,61,99,88,420 29.41
NRIs, OCIs and Foreign Nationals 10,06,37,206 0.82
Bodies Corporate 14,42,83,970 1.17
Public and Others 1,63,13,51,721 13.25
Sub-Total (B) 5,49,62,61,317 44.65
Public Shareholding (A+B) 12,29,43,42,206 99.88
Shares underlying Global Depository Receipts 1,45,02,025 0.12
Total 12,30,88,44,231 100.00
Global Depository Receipts

Pursuant to the offer of Global Depository Receipts (‘GDRs’) made in 1993 by the Company, 1,45,02,025 GDRs,
representing 1,45,02,025 underlying shares i.e. 0.12% of the Issued and Subscribed Share Capital of the Company, were
outstanding as on 31st March, 2021.
The Company’s GDRs are listed on the Luxembourg Stock Exchange (Code: 004660919) at Societe de la Bourse de
Luxembourg S.A., 35A Boulevard Joseph II, L-1840, Luxembourg.

Listing of Shares on Stock Exchanges with Stock Code

Stock Exchange Stock Code
National Stock Exchange of India Limited (‘NSE’) ITC
Exchange Plaza, Plot No. C/1, G Block
Bandra-Kurla Complex, Bandra (E)
Mumbai 400 051
Telephone nos. : 022-2659 8100 / 14
Facsimile no. : 022-2659 8120
e-mail : [email protected]
Website : www.nseindia.com
BSE Limited (‘BSE’) 500875
Phiroze Jeejeebhoy Towers, Dalal Street
Mumbai 400 001
Telephone nos. : 022-2272 1233 / 34
Facsimile no. : 022-2272 1919
Website : www.bseindia.com
The Calcutta Stock Exchange Limited (‘CSE’) 10000018
7, Lyons Range
Kolkata 700 001
Telephone no. : 033-4025 3000
Facsimile no. : 033-4025 3030
Website : www.cse-india.com
Stock Exchange Reuters Code Bloomberg

NSE ITC.NS ITC IS
BSE ITC.BO ITC IB
The Listing Fees for the financial year 2021-22 have been paid to NSE, BSE and CSE. The Listing Fee for the
calendar year 2021 has also been paid to the Luxembourg Stock Exchange (‘LSE’).
Monthly High and Low Quotes and Volume of Shares traded on NSE & BSE and GDRs on LSE
NSE BSE LSE
Year & Month High Low Volume High Low Volume High Low Volume
in 000’s in 000’s in 000’s
(`) (`) (Nos.) (`) (`) (Nos.) (US$) (US$) (Nos.)
2020 APRIL 193.75 164.55 5,35,728 193.65 164.55 18,859 N.A. N.A. Nil
MAY 198.00 157.10 5,54,415 198.00 157.10 20,028 N.A. N.A. Nil
JUNE 209.40 180.70 7,64,238 209.25 180.70 35,455 2.68 2.38 2
JULY 208.50 191.50 6,04,238 208.45 191.55 28,094 N.A. N.A. Nil
AUGUST 207.70 190.00 5,67,655 207.60 190.30 25,594 N.A. N.A. Nil
SEPTEMBER 193.25 166.15 6,46,324 193.20 166.15 29,961 2.62 2.20 33
OCTOBER 175.20 163.35 5,27,591 175.20 163.40 30,638 N.A. N.A. Nil
NOVEMBER 197.95 164.45 6,63,129 198.00 164.40 39,338 N.A. N.A. Nil
DECEMBER 218.60 192.40 6,50,964 218.50 192.40 44,263 N.A. N.A. Nil
2021 JANUARY 222.00 200.25 7,71,143 221.95 200.30 44,963 N.A. N.A. Nil
FEBRUARY 239.20 201.80 9,98,527 239.15 200.20 49,363 N.A. N.A. Nil
MARCH 228.10 201.60 8,41,770 228.10 201.60 40,630 3.12 2.82 6
There was no trading in the Company’s shares on CSE during the financial year 2020-21.

ITC Share Price vis-à-vis Nifty 50
350 16000
250 14000
ITC Share Price (`)
Nifty 50
200 12000
150 10000
100 8000
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Jan-21
Feb-21
Mar-21
ITC Share Price Nifty 50
Note: Indicates monthly closing positions.
ITC Share Price and Volume traded on NSE
350 1200000
Volume Traded (’000 Shares)

250 1000000
ITC Share Price (`)
200 800000
150 600000
100 400000
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Jan-21
Feb-21
Mar-21
Highest Lowest Volume Traded
Note: Indicates monthly high & low share price and volume.

Dividend History (Last 10 years)

As one of India’s foremost private sector companies, the Company has performed consistently for over a century and has
rewarded Shareholders since inception with uninterrupted dividends.
Financial Year Dividend per Share Dividend Dividend Total Dividend
(`) (` in Crores) Distribution Tax including Dividend
(` in Crores) Distribution Tax,
where applicable
(` in Crores)
5.75 * 7,077.59 N.A. 7,077.59
2020-21 #
5.00 6,152.68 N.A. 6,152.68
2019-20 10.15 12,476.63 N.A. 12,476.63
2018-19 5.75 7,048.71 1,448.88 8,497.59
2017-18 5.15 6,285.21 1,291.94 7,577.15
2016-17 4.75 $ 5,770.01 1,174.64 6,944.65
2015-16 8.50 ^ 6,840.13 1,392.48 8,232.61
2014-15 6.25 5,009.71 1,019.86 6,029.57
2013-14 6.00 4,771.91 810.99 5,582.90
2012-13 5.25 4,148.46 705.03 4,853.49
2011-12 4.50 3,518.29 570.75 4,089.04
* Final Dividend subject to the approval of the Shareholders.
# Interim Dividend declared by the Board of Directors of the Company on 11th February, 2021.
$ On expanded Share Capital arising out of Bonus Shares issued in the ratio of 1:2.
^ Includes Special Dividend of ` 2.00 per share.
Financial Calendar
Financial Year 2021-22
(1st April - 31st March)
1 First Quarter Results July / August 2021
2 Second Quarter and Half-Year Results October / November 2021
3 Third Quarter Results January / February 2022
4 Fourth Quarter and Annual Results May 2022
Particulars of past three AGMs

AGM Financial Year Venue Date Time Special Resolution(s) passed
Not applicable as the • Re-appointment of Ms. N. Rao as
109th 2019-20 AGM was held on 04/09/2020 10.30 a.m. Independent Director with effect from
electronic platform 8th April, 2021.
• Re-appointment of Mr. A. Duggal,
Mr. S. B. Mathur and Ms. M. Shankar as
108th 2018-19 12/07/2019
Independent Directors with effect from
15th September, 2019.
• Approval to remuneration of
Science City Late Y. C. Deveshwar * for the period from
JBS Haldane Avenue 1st April, 2019 to 4th February, 2020.
10.00 a.m.
Kolkata 700 046 • Approval to continuation of
Mr. S. S. H. Rehman as Independent
107th 2017-18 27/07/2018
Director for the period from
20th March, 2019 to 14th September, 2019.
• Re-appointment of Mr. S. Banerjee as
Independent Director with effect
from 30th July, 2019.
* Passed away on 11th May, 2019.

Postal Ballot through E-voting

During the financial year, the special resolution for adoption of the new Articles of Association of the Company was
passed by the Shareholders by requisite majority by way of postal ballot through e-voting. Brief particulars of the
postal ballot are provided below:
• The Board of Directors of the Company appointed Mr. R. L. Auddy, Senior Solicitor and Partner, Messrs. Sandersons
& Morgans, Advocates & Solicitors, as the Scrutinizer for scrutinizing the postal ballot through e-voting;
• Despatch of the Postal Ballot Notice dated 6th November, 2020, along with the Explanatory Statement,
to the Shareholders of the Company was completed on 19th November, 2020;
• E-voting commenced on 20th November, 2020 and ended on 19th December, 2020;
• Based on the Scrutinizer’s Report, the results of the postal ballot through e-voting were declared on
21st December, 2020, as follows:
Votes in favour of the Resolution Votes against the Resolution

Special Resolution No. of Shares % of votes to total No. of Shares % of votes to total
for which valid number of valid for which valid number of valid
votes cast votes cast votes cast votes cast
Adoption of the new Articles of Association 10,26,45,16,617 99.99 5,58,886 0.01
of the Company
No special resolution is proposed to be passed by postal ballot.
Plant Locations
Nanjangud Tribeni
CIGARETTE FACTORIES
3. Thandya Industrial Area 4. Village & Post Chandrahati
Bengaluru Immavu & Adakanahalli Villages District Hooghly
1. Meenakunte Village Nanjangud Taluk, District Mysuru West Bengal 712 504
Jala Hobli Karnataka 571 302
Bengaluru North Taluk FOODS FACTORIES
Karnataka 562 157 PACKAGING & PRINTING FACTORIES
Agra
Kolkata Chennai 1. 13.2 Km. Stone, Shamshabad Road
2. 93/1, Karl Marx Sarani 1. Tiruvottiyur Village - Naufri
Kolkata Chennai Post Shyamo, Agra
West Bengal 700 043 Tamil Nadu 600 019 Uttar Pradesh 283 125
Haridwar
Munger Bikaner
2. Plot No. 1, Sector - 11
3. Basdeopur P.O. 2. Plot No. F-16
Integrated Industrial Estate
District Munger Bichhawal Industrial Area
Haridwar
Bihar 811 202 Phase II, Bikaner
Uttarakhand 249 403
Rajasthan 334 006
Pune Munger
4. Plot No. B - 27, MIDC 3. Basdeopur P.O. Haridwar
Ranjangaon District Munger 3. Plot No. 1, Sector - 11
Taluka Shirur Bihar 811 202 Integrated Industrial Estate
District Pune Haridwar
Maharashtra 412 220 Uttarakhand 249 403
PAPER & PAPERBOARD MILLS
Bollaram Jaitpura
Saharanpur
1. Anrich Industrial Estate 4. Plot Nos. F-170-171 & G-172-173
5. Sardar Patel Marg
Bollaram Municipality, Jinnaram Mandal Jaitpura Industrial Area, Jaipur
Saharanpur
District Sangareddy Rajasthan 303 704
Uttar Pradesh 247 001
Telangana 502 325 Kamrup
GREEN LEAF THRESHING PLANTS Sarapaka 5. NH - 37, Bortejpur
2. Sarapaka Village Mouza Rampur
Anaparti Burgampahad Mandal Kukurmara, District Kamrup
1. Anaparti District Bhadradri Kothagudem Assam 781 134
District East Godavari Telangana 507 128
Andhra Pradesh 533 342 Kapurthala
Thekkampatty 6. Plot Nos. A-1-A & A-1-B
Chirala 3. Thekkampatty Village Integrated Mixed Use Industrial Park
2. Chirala Vivekanandapuram Post Village Jhalthikriwal
District Prakasam Mettupalayam Taluk, District Coimbatore District Kapurthala
Andhra Pradesh 523 157 Tamil Nadu 641 113 Punjab 144 601

Malur Khordha Mumbai

7. Survey Nos. 15/1 & 15/2 3. Integrated Consumer Goods 14. ITC Maratha
Madivala Gram Panchayat Manufacturing and Logistics Facility Sahar, Mumbai
Yeshwanthpura Village, District Kolar IDCO Plot No. 4 Maharashtra 400 099
Karnataka 563 130 Kholadwara Industrial Area
15. ITC Grand Central
District Khordha
Munger 287, Dr. B. Ambedkar Road
Odisha 752 050
8. Sitakund Industrial Area Parel, Mumbai
Village Nandlalpur, District Munger Medak Maharashtra 400 012
Bihar 811 202 4. Integrated Consumer Goods
New Delhi
Manufacturing and Logistics Facility
Nanjangud 16. ITC Maurya
Village Manhorabad, District Medak
9. Survey No. 77/3 Sardar Patel Marg
Telangana 502 336
Thandya Industrial Area Diplomatic Enclave
Immavu & Adakanahalli Villages New Delhi 110 021
HOTELS
Nanjangud Taluk, District Mysuru
17. Sheraton New Delhi
Karnataka 571 302 Owned Hotels District Centre, Saket
Panchla Agra New Delhi 110 017
10. Mouza Kulai, J. L. No. 26 1. ITC Mughal
P.S. Panchla, District Howrah Taj Ganj Licenced Hotels
West Bengal 711 322 Agra Ahmedabad
Pudukkottai Uttar Pradesh 282 001 18. Fortune Park, Ahmedabad
11. Vadugapatti & Velur Villages Amritsar Ellis Bridge, Ahmedabad
Taluk Illupur, District Pudukkottai 2. Welcomhotel Amritsar Gujarat 380 006
Tamil Nadu 621 316 Raja Sansi, Ajnala Road Gurugram
Pune Amritsar 19. ITC Grand Bharat
12. Plot No. D - 1, MIDC Punjab 143 101 P.O. Hasanpur, Tauru
Ranjangaon, Taluka Shirur Bengaluru District Mewat, Gurugram
District Pune 3. ITC Gardenia Haryana 122 105
Maharashtra 412 220 1, Residency Road, Bengaluru Kota
Reengus Karnataka 560 025 20. WelcomHeritage Umed Bhawan Palace
13. F-122 & F-126 4. ITC Windsor Palace Road, Kota
Shree Khatu Shyam Industrial Area 25, Windsor Square Rajasthan 324 001
Reengus, District Sikar Golf Course Road, Bengaluru Port Blair
Rajasthan 332 404 Karnataka 560 052 21. Welcomhotel Bay Island
Sankrail 5. Welcomhotel Bengaluru Marine Hill, Port Blair
14. F-21, Sudharas Food Park 46, Richmond Road, Bengaluru Andaman & Nicobar Islands 744 101
Kandua Gram Panchayat Karnataka 560 025
Vadodara
P.S. Sankrail, Howrah Chennai 22. Welcomhotel Vadodara
West Bengal 711 302 6. ITC Grand Chola R. C. Dutt Road, Alkapuri
Uluberia 63, Mount Road, Guindy Vadodara
15. Mouza Amraberia, J. L. No. 8 Chennai Gujarat 390 007
P.S. Uluberia, District Howrah Tamil Nadu 600 032
West Bengal 711 303 Hotels under Operating Services
7. Welcomhotel Chennai
Cathedral Road, Chennai Ahmedabad
PERSONAL CARE PRODUCTS FACTORIES Tamil Nadu 600 086 23. Welcomhotel Ahmedabad
Haridwar Coimbatore 15 Ashram Road, Dandi Kuch Circle
1. Plot No. 1, Sector - 11 8. Welcomhotel Coimbatore Ahmedabad
Integrated Industrial Estate, Haridwar 1266/14, West Club Road Gujarat 380 013
Uttarakhand 249 403 Race Course Area, Coimbatore Aurangabad
Tamil Nadu 641 018 24. Welcomhotel Rama International
Kamrup
2. NH - 37, Bortejpur Goa R - 3, Chikalthana, Jalna Road
Mouza Rampur 9. ITC Grand Goa Resort & Spa Aurangabad
Kukurmara, District Kamrup Arossim Beach Road, Cansaulim Maharashtra 431 003
Assam 781 134 Goa 403 712 Chennai
Manpura Hyderabad 25. Welcomhotel GST Road Chennai
3. Village Manpura 10. ITC Kohenur 1, GST Road, SP Koil
Tehsil Baddi, District Solan Plot No. 5, Hyderabad Knowledge City Maraimalai Nagar
Himachal Pradesh 174 101 Madhapur, Hyderabad Tamil Nadu 603 204
Telangana 500 081 Hyderabad
PLANTS UNDER CONSTRUCTION Jaipur 26. ITC Kakatiya
11. ITC Rajputana 6-3-1187, Begumpet
Ambarnath
Palace Road, Jaipur Hyderabad
1. Integrated Consumer Goods
Rajasthan 302 006 Telangana 500 016
Manufacturing Facility
Off Kalyan Badlapur Road Kolkata Jodhpur
Ambarnath, District Thane 12. ITC Sonar 27. Welcomhotel Jodhpur
Maharashtra 421 505 1, JBS Haldane Avenue Khasra No. 53
Kolkata Uchiyarda Village, Jodhpur
Guntur
West Bengal 700 046 Rajasthan 342 027
2. Spices Processing Facility
Plot Nos. 1, 2 & 2A, Spices Park 13. ITC Royal Bengal Khimsar
Mydavolu Village, Edlapadu Mandal 1, JBS Haldane Avenue 28. Welcomhotel Khimsar Fort & Dunes
District Guntur Kolkata P.O. Khimsar, District Nagaur
Andhra Pradesh 522 233 West Bengal 700 046 Rajasthan 341 025

Mamallapuram Bahraich Mhow

29. Welcomhotel Kences Palm Beach 3. Khasra Nos. 475-476, 477 (Part), 14. Survey Nos. 188/2, 189/1, 189/2, 189/4,
No. 53, Devaneri Village, East Coast Road 496-kha (Part), 497, 498 (Part), 190/1,191 & 192/2
District Kanchipuram, Mamallapuram 500-Mi, 501-505, 507 & 509 Patwari Halka No. 20
Tamil Nadu 603 104 Village Mohammad Nagar Village Gawli Palasia, Vikaskhand Mhow
Mashobra Tehsil, Pargana & District Bahraich Tehsil Mhow, District Indore
30. Welcomhotel Shimla Uttar Pradesh 271 801 Madhya Pradesh 453 441
Village Patengali (Tarapur) Chandouli Nagda
P.O. Mashobra, Shimla 4. Khasra Nos. 57-62 & 641 15. Khasra Nos. 1393 (Part), 1394 (Part),
Himachal Pradesh 171 007 Village Muhabatpur, Ganj Khwaja 1396/1 & 1397/1
Mussoorie Pargana Dhoos, Tehsil Mughal Sarai Patwari Halka No. 18, Village Padliya Kala
31. Welcomhotel The Savoy District Chandouli Tehsil Nagda, District Ujjain
Library Bazar, Gandhi Chowk Uttar Pradesh 232 104 Madhya Pradesh 456 335
P.O. Savoy, Mussoorie Chindwara Parbhani
Uttarakhand 248 179 5. Survey Nos. 16/1-16/2 & 16/4-16/7 16. Gat No. 803
New Delhi Settlement No. 7 Village Asola, Tehsil & District Parbhani
32. Welcomhotel Dwarka Patwari Halka No. 34, R. I. Circle Maharashtra 431 401
Plot No. 3, Sector - 10, District Centre, Dwarka Village Imaliya Bohata, Chindwara - I Pilibhit
New Delhi 110 075 Tehsil & District Chindwara 17. Khasra No. 261
Pahalgam Madhya Pradesh 480 001 Village Sandiya Mustakil
33. Welcomhotel Pine-n-Peak Dewas Tehsil, Pargana & District Pilibhit
Aru Road, Near Amusement Park, Pahalgam 6. Survey Nos. 294/2 & 295 Uttar Pradesh 262 001
Jammu & Kashmir 192 126 Patwari Halka No. 26 Ratlam
Panchkula Village Lohar Pipliya 18. Survey Nos. 107/1-107/3
34. Welcomhotel Bella Vista Tehsil & District Dewas R. I. Circle No. 5, Moondri
SM - 8, City Center, Sector - 5, Panchkula Madhya Pradesh 455 001 Patwari Halka No. 31
Haryana 134 109 Dhar Village Kharakhedi, Tehsil & District Ratlam
Visakhapatnam 7. Survey No. 438, Patwari Halka No. 13 Madhya Pradesh 457 001
35. Welcomhotel Devee Grand Bay Village Jaitpura, Tehsil & District Dhar Sehore
Beach Road, Visakhapatnam Madhya Pradesh 454 001 19. Khasra Nos. 208-209
Andhra Pradesh 530 002 Gonda Patwari Halka No. 36
8. Arazi Nos. 420 (Part), 421-424, 427-428, Village Rafiqganj, Tehsil & District Sehore
HOTELS UNDER CONSTRUCTION 431, 433-434, 442-446, 447 (Part), Madhya Pradesh 466 001
Ahmedabad 448 (Part), 450-456, 456 (kha) & 457 (Part) Ujjain
1. ITC Narmada Village Haripur, Tehsil & District Gonda 20. Survey Nos. 433/3, 456 & 458
902, Shivalik High Street Building Uttar Pradesh 271 001 R. I. Circle No. 2, Patwari Halka No. 19
Vastrapur, Ahmedabad
Hardoi Village Kamed
Gujarat 380 015
9. Arazi Nos. 658 & 659 Tehsil Ghattia, District Ujjain
Bhubaneswar Village Korriyan, Pargana Gopamau Madhya Pradesh 456 001
2. Welcomhotel Bhubaneswar Tehsil & District Hardoi Vidisha
D/1, Mz. Dumuduma, District Khordha Uttar Pradesh 241 001 21. New Revenue Survey Nos. 18 & 18/2
Bhubaneswar
Odisha 751 019 Hathras Patwari Halka Nos. 35 & 45
10. Khasra No. 21, Village Srinagar Village Bais, Tehsil & District Vidisha
Guntur Tehsil Sasni, District Hathras Madhya Pradesh 464 001
3. Welcomhotel Guntur Uttar Pradesh 204 216
4-5-10 Vidyanagar Ring Road, Guntur Wardha
Andhra Pradesh 522 007 Itarsi 22. Survey Nos. 151/1 & 151/4
11. Survey Nos. 309/1, 310/2 & 310/3 Mouza No. 17, Mouza Inzapur
CHOUPAL SAAGARS – Patwari Halka No. 11, Village Raisalpur Tehsil & District Wardha
RURAL SERVICES CENTRES Tehsil Itarsi, District Hoshangabad Maharashtra 442 001
Madhya Pradesh 461 111 Washim
Amravati
1. Old Survey Nos. 12/5A, 12/6 & 12/7 Jagdishpur 23. Survey No. 104
Gat No. 19, 12. Khasra Nos. 2377-2380 Patwari Halka No. 10
Patwari Halka No. 48 Village Kathura, Pargana Jagdishpur Mouza Zakalwadi
Mouza Degaon, Pargana Nandgaon Peth Tehsil Musafirkhana, District Amethi Taluka & District Washim
Taluka & District Amravati Uttar Pradesh 227 817 Maharashtra 444 505
Maharashtra 444 901 Mandsaur Yavatmal
Badaun 13. Survey Nos. 30-33 24. Bhumapan Kramank 15
2. Arazi Nos. 10 & 12/3 (Part) Patwari Halka No. 14, Village Azizkhedi Bhumapan Kramank Upvibhag 2A
Village Khunak, Tehsil & District Badaun Tehsil & District Mandsaur Village Parwa, Taluka & District Yavatmal
Uttar Pradesh 243 601 Madhya Pradesh 458 001 Maharashtra 445 001
Shareholder Referencer
Service of Documents
The Company sends Notices, Report and Accounts and other communications in electronic mode to those Shareholders
who have registered their e-mail addresses with the Company or with the Depositories, and in physical mode to the
other Shareholders.
However, in view of the prevailing circumstances due to the COVID-19 pandemic, and also in conformity with the
applicable regulatory requirements, the Notice of the 110th Annual General Meeting of the Company and the
Report and Accounts 2021 are being sent this year, as in the last year, only through electronic mode to those
Shareholders who have registered their e-mail addresses with the Company or with the Depositories.

Dividend
The Company provides the facility for remittance of dividend to Shareholders through RTGS (‘Real Time Gross
Settlement’) / NACH (‘National Automated Clearing House’) / NEFT (‘National Electronic Funds Transfer’).
Shareholders who have not opted for remittance of dividend through electronic mode and wish to avail the same,
are required to provide their bank details, including IFSC (‘Indian Financial System Code’) and MICR (‘Magnetic Ink
Character Recognition’), to their respective Depository Participants (‘DPs’), in case shares are held in the
dematerialised form, or to the Investor Service Centre of the Company (‘ISC’), where shares are held in the certificate form.
Shareholders holding shares in the certificate form may use the prescribed form for this purpose, which may be
accessed on the Company’s corporate website at https://www.itcportal.com/about-itc/shareholder-value/investor-
relations/images/NECS-form.pdf , or can be furnished by ISC on request.
Pursuant to the Income-tax Act, 1961, as amended, dividend income is taxable in the hands of the Shareholders with
effect from 1st April, 2020 and the Company is required to deduct tax at source from such dividend at the prescribed
rates. A communication providing information and detailed instructions with respect to tax on the Final Dividend for the
financial year ended 31st March, 2021 is being sent separately to the Shareholders.
Address and Bank Details
Shareholders holding shares in the certificate form are requested to promptly advise ISC of any change in their
address / mandate / bank details etc. to facilitate better servicing.
Shareholders are advised that as a measure of protection against fraudulent encashment, their bank details or address,
as available with the Company, will be printed on the dividend warrants or demand drafts, where dividend cannot be
remitted through electronic mode.
Permanent Account Number (‘PAN’)
Shareholders holding shares in the certificate form are requested to send copies of their PAN Cards to ISC to facilitate
better servicing. Furnishing of PAN Card is mandatory as follows:
i) Legal heirs’ / Nominees’ PAN Cards for transmission of shares,
ii) Surviving joint holders’ PAN Cards for deletion of name of deceased Shareholder, and
iii) Joint holders’ PAN Cards for transposition of shares.
Nomination Facility
Shareholders who hold shares in the certificate form and wish to make any nomination or change nomination made earlier
in respect of their shareholding in the Company, should submit to ISC the prescribed forms. The forms for making nomination
or for changing nomination may be accessed on the Company’s corporate website at https://www.itcportal.com/about-
itc/shareholder-value/investor-relations/images/nomination.pdf and https://www.itcportal.com/about-itc/shareholder-
value/investor-relations/images/cancellation.pdf , respectively; these forms can also be furnished by ISC on request.
Transfer of unclaimed dividend and shares to the Investor Education and Protection Fund
During the financial year 2020-21, unclaimed dividend for the financial year 2012-13 aggregating ` 14,73,45,942/- and
7,43,853 shares in respect of which dividend entitlements remained unclaimed for seven consecutive years, were
transferred by the Company to the Investor Education and Protection Fund established by the Central Government
(‘IEPF’), pursuant to the provisions of Section 124 of the Companies Act, 2013 read with the Investor Education and
Protection Fund Authority (Accounting, Audit, Transfer and Refund) Rules, 2016.
Shareholders may claim their unclaimed dividend for the years prior to and including the financial year 2012-13 and the
shares from the IEPF Authority by applying in the prescribed Form No. IEPF-5. This Form can be downloaded from the
website of the IEPF Authority at http://www.iepf.gov.in/IEPF/corporates.html .
The due dates for transfer of unclaimed dividend and the shares to the IEPF for the subsequent financial years are given
in the table below. Attention in particular is drawn that the unclaimed dividend for the financial year 2013-14 and the
shares in respect of which dividend entitlements remain unclaimed for seven consecutive years will be due for transfer
to the IEPF on 5th September, 2021, for which purpose communication has been sent to the concerned Shareholders
advising them to write to ISC to claim their dividend. Notices in this regard have also been published in the newspapers.
Details of such unclaimed dividend and shares are available on the Company’s corporate website at http://info-
dividend-shares.itcportal.com/popup_new.aspx and http://info-dividend-shares.itcportal.com/popupiepf.aspx,
respectively.

Transfer of unclaimed dividend and shares to the Investor Education and Protection Fund (Contd.)
Financial Dividend Date of Total Dividend Unclaimed Dividend Due date for
Year Identification declaration (`) as on 31/03/2021 transfer to IEPF
No. of Dividend
(`) %
2013-14 84th 30th July, 2014 47,71,90,97,700 17,71,61,844 0.37 5th September, 2021*
2014-15 85th 31st July, 2015 50,09,70,66,528 18,53,95,672 0.37 5th September, 2022
2015-16 86th 22nd July, 2016 68,40,13,10,170 29,40,32,068 0.43 27th August, 2023
2016-17 87th 28th July, 2017 57,70,01,46,310 27,11,21,494 0.47 2nd September, 2024
2017-18 88th 27th July, 2018 62,85,22,11,487 28,04,02,314 0.45 27th August, 2025
2018-19 89th 12th July, 2019 70,48,72,63,716 25,22,40,049 0.36 12th August, 2026
2019-20 90th 4th September, 2020 1,24,76,63,21,288 40,08,28,354 0.32 5th October, 2027
2020-21 Interim Dividend 11th February, 2021 61,52,68,08,755 21,11,74,704 0.34 15th March, 2028
* ISC will not be able to entertain any claim received after 3rd September, 2021.
Unclaimed Shares
The status of unclaimed shares of the Company transferred to the demat account, ‘ITC Limited - Unclaimed Suspense
Account’, in accordance with the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, is as follows:
Particulars No. of No. of
Shareholders Shares
Aggregate number of Shareholders and outstanding shares held in the Unclaimed Suspense Account as 6,703 68,45,693
on 1st April, 2020
Number of Shareholders who approached the Company during the year for transfer of shares from the 47 1,53,973
Unclaimed Suspense Account
Number of Shareholders to whom shares were transferred from the Unclaimed Suspense Account upon 46 1,28,573
receipt and verification of necessary documents
Number of shares in respect of which dividend entitlements remained unclaimed for seven consecutive 34 34,440
years and transferred from the Unclaimed Suspense Account to the IEPF
Aggregate number of Shareholders and outstanding shares held in the Unclaimed Suspense Account as 6,657 66,82,680 *
on 31st March, 2021
* Voting rights in respect of these shares will remain frozen till the time such shares are transferred from the Unclaimed Suspense Account to the
concerned Shareholders.
Depository Services
Shareholders may write to the respective Depository or to ISC for guidance on depository services. The contact details of
the Depositories are given below:
National Securities Depository Limited Central Depository Services (India) Limited
Trade World, ‘A’ Wing, 4th Floor Marathon Futurex, ‘A’ Wing, 25th Floor
Kamala Mills Compound Mafatlal Mills Compound
Senapati Bapat Marg, Lower Parel N. M. Joshi Marg, Lower Parel
Mumbai 400 013 Mumbai 400 013
Telephone no. : 022-2499 4200 Telephone no. : 022-2302 3333
Facsimile no. : 022-2497 6351 Facsimile no. : 022-2300 2035
e-mail : [email protected] e-mail : [email protected]
Website : www.nsdl.co.in Website : www.cdslindia.com
Address for Correspondence with ISC
Investor Service Centre
ITC Limited
37 Jawaharlal Nehru Road
Kolkata 700 071
Telephone nos. : 1800-345-8152 (toll free), 033-2288 6426 / 0034
Facsimile no. : 033-2288 2358
Website : www.itcportal.com
Shareholders holding shares in the dematerialised form should address their correspondence to the respective DPs,
other than for dividend and Report and Accounts, which should be addressed to ISC.
In all correspondence with ISC, DP ID & Client ID numbers / Registered Folio numbers should be furnished to facilitate
prompt response. Shareholders are requested to also provide their e-mail addresses and contact numbers.
*****************
Report of the Board of Directors
&
Management Discussion and Analysis
For the Financial Year Ended 31st March, 2021
SOCIO-ECONOMIC ENVIRONMENT As per IMF estimates, aggregate global economic

growth is expected to record a sharp rise of 6.0%
The year 2020 proved to be a tumultuous one for
in 2021, mainly off a low base in 2020. Advanced
the global economy in the wake of the COVID-19
Economies are projected to grow by 5.1% with
pandemic that unleashed unprecedented disruption to
major economies such as United States, Euro Area,
human life and economic activity the world over. The
United Kingdom and Japan set for a strong rebound.
global economy, which was already decelerating prior
Emerging Market and Developing Economies are
to the pandemic, suffered a massive recessionary
estimated to grow by 6.7%, led by the Chinese
shock and contracted by 3.3% in 2020 – the sharpest
economy which is expected to grow by 8.4%.
drop since the Second World War. Most major
economies, barring China, witnessed contraction. While many economies are on the path to recovery
Advanced Economies were amongst the most affected on the back of measures towards virus containment,
by the pandemic, contracting by 4.7% in 2020, with vaccination drives, stimulus packages etc., the outlook
the United States and Euro Area degrowing by remains challenging on account of divergence in the
3.5% and 6.6% respectively. Emerging Markets and shape and pace of recovery as well as the potential
Developing Economies contracted for the first time in for medium-to-long term economic scarring from
60 years, registering a degrowth of 2.2% in 2020. the crisis. ‘Multispeed’ recoveries are underway
across regions and income groups, marked by stark
The depressed economic conditions and deterioration
differences in the pace of vaccine rollout, extent
of business and consumer sentiment prompted a
of economic policy support, and structural factors
series of interventions by governments across the
such as reliance on contact-intensive sectors such
world. Central banks across countries responded
as tourism in the case of certain countries. Amongst
synchronously, effecting sharp cuts in policy interest
Advanced Economies, the United States is expected
rates, boosting liquidity and undertaking large asset
to surpass its pre-Covid GDP level in 2021, while for
purchase programmes to help stimulate economic
many others in the group, such recovery is expected
activity and alleviate tight financial conditions.
only in 2022. Within Emerging Market and Developing
Major economies across the world announced
Economies, while China has already returned to
stimulus packages in the range of 10% to 45% of
pre-Covid GDP levels in 2020, many others are not
their respective GDPs. However, repeated waves
expected to do so until well into 2023.
of virus outbreak impeded the recovery momentum
necessitating the re-imposition of mobility restrictions The Government of India responded swiftly by
and containment measures which stalled the announcing a lockdown towards the end of March,
normalisation process and slowed down the pace of 2020 to contain the spread of the virus, protect lives
economic recovery. and gear up the healthcare infrastructure in the interim.
The depressed economic conditions and deterioration of business and consumer

sentiment prompted a series of interventions by governments across the world.
The Government of India responded swiftly to contain the spread of the virus,
protect lives and gear up the health care infrastructure. This was followed up
with several steps to support livelihoods and economic activity through
stimulus packages.

This was followed up with several steps to support There is heightened uncertainty around the timing
livelihoods and economic activity through stimulus and shape of the recovery trajectory. A rapid scale
packages, largely in the form of liquidity boosting up in the pace of vaccination and gearing up of the
measures along with direct cash transfers and healthcare infrastructure to mitigate the impact of
subsidies. Progressive easing of restrictions and possible future outbreaks would be critical going
improvement of mobility led to a pick-up in economic forward. On the Consumption side, urban-led recovery
activity in the second half of the year; however, may be relatively muted compared to the first wave as
aggregate demand remained below pre-Covid levels consumers switch to precautionary savings mode and
and contact-intensive segments such as aviation and rising healthcare costs eat into household spending.
hospitality, and discretionary consumption continued Rural demand, which remained strong in FY 2020-21
to lag the rest of the economy. on the back of robust agricultural output, government
support and reverse migration, may also be blunted
The Indian economy faced its worst crisis ever,
by the large scale spread of the virus to the hinterland
degrowing by 7.3% during the year; the first quarter
in the second wave. On the other hand, less severe
of the year was particularly impacted with GDP
restrictions, a more prepared organised sector and a
contracting by 23.9%. Overall for the year, the Industry pick-up in vaccination coverage present some of the
and Services sectors declined by 8.2% and 8.1% key mitigating factors going forward. Robust recovery
respectively, while Agriculture remained relatively in Advanced Economies and other Emerging Markets,
resilient growing by 3% over the previous year. as stated earlier, could provide the much needed
The MSME and unorganised sectors were severely tailwind from an external demand perspective.
impacted. Fixed Capital Formation witnessed a steep
Even as the Indian economy faces multi-dimensional
decline of 12.4% and Private consumption (PFCE)
challenges in the short term, it remains one of the
contracted by 9.0%, reflecting dampened business
most dynamic major economies in the world with
sentiment and consumer confidence. Contraction in
huge potential. With structural drivers of growth
economic activity and lower tax collections contributed
firmly in place, the pace of economic growth is
to a large Fiscal Deficit of 9.5% of GDP for the year.
expected to pick up over time. Policy announcements
While earlier estimates of India’s GDP growth for in the Union Budget 2021 are expected to provide
2021-22 ranged between 11.0% to 13.0%, the ferocity further impetus to build India’s competitiveness
of the second wave in India since February, 2021 has and foster inclusive growth. Higher capital
adversely impacted economic prospects. Most States expenditure outlay along with heightened spends
have had to reimpose mobility restrictions in a bid to on agriculture and rural infrastructure development
contain the spread of the virus which has slackened augur well for the economy and will spur a virtuous
the recovery momentum significantly. High frequency consumption-investment-employment cycle.
indicators point to economic activity having fallen Notwithstanding the execution challenges in the
by ~25-30% from nearly pre-Covid levels in near term, reforms announced in the agricultural
February-March 2021. This has led to sharp sector hold promise to foster a new era of growth for
downward revisions to the earlier growth projections farmers and rural India that comprise nearly half of the
by 200 to 300 basis points. country’s workforce.
There is heightened uncertainty around the timing and shape of the

recovery trajectory. A rapid scale up in the pace of vaccination and gearing up
of the healthcare infrastructure to mitigate the impact of possible
future outbreaks would be critical going forward.

As the Indian economy recovers from the severe focused investment in developing product-specific
impact of the pandemic, policy interventions would climate-controlled infrastructure as well as in branded
need to be sharply focused on supporting sustainable products that benefit large agri-value chains.
livelihoods and fostering inclusive growth. Structural Corporate participation is essential not only to invest
support would need to be provided to sectors with in requisite infrastructure, but also to provide assured
huge economic multiplier impact and those that are market linkages to farmers. A big thrust on India’s
still under considerable stress such as MSME, Travel Food Processing sector can lead to significant job
& Tourism, etc. The development of robust domestic creation, enhance rural incomes and help manage
agri and wood-based value chains hold special food inflation. In this context, the recently announced
importance in the Indian context given their enormous Production Linked Incentive (PLI) scheme for the
potential to contribute to national objectives. Food Processing sector, with an estimated outlay of
` 10900 crores, is expected to play a pivotal role in
Enhancing agricultural productivity and value addition
boosting investments, agri-exports, farmer incomes,
to international standards, while simultaneously
employment generation and building Indian brands
improving market linkages, remain critical to enhance
the competitiveness of the agricultural sector and for the global market.
drive significant increase in farmers’ income. Similarly, the Agro-forestry sector, as a source of
India is the leading producer worldwide in several raw material for wood-based industry, is woefully
commodities, including shrimps, spices, fruits such as constrained by policies that not only impede job
mango, papaya, bananas, etc.; it is also the second creation in India but also promote avoidable imports.
largest producer of rice and has the largest population Supportive policies in this area would go a long way in
of buffaloes, globally. However, India’s agri-exports supporting sustainable livelihoods while simultaneously
aggregating appx. US$ 42 billion represent a global augmenting the Nation’s environmental capital. The
market share of only about 2.5%. Expert studies recent policy interventions on raw batti imports into the
indicate the potential to double India’s agri-exports country augur well for enhancing the competitiveness
by strengthening the competitiveness of agri-value of domestic value chains and fostering large scale
chains in areas that are aligned to global demand and employment generation.
where the country has inherent advantages. This calls
Your Company’s interventions across its operating
for a transformational shift of the agri ecosystem
segments are aligned to the national priorities of
from the conventional production-centric supply
enhancing competitiveness of Indian agriculture
chains to demand-responsive value chains anchored
and industry, generating large-scale employment
by market players.
opportunities and supporting sustainable livelihoods,
It is pertinent to note that a substantial quantum of driving import substitution by enhancing the
food is wasted along the chain in India, depending competitiveness of domestic agri-value chains and
on the inherent perishability of the crop and the industry, creating national brands to maximise value
season. Higher level of food processing in the capture in India, increasing Indian agri-exports
economy can create a much larger pull for quality and promoting sustainable business practices.
agri-commodities, thereby reducing farm wastages Investments made by your Company continue to be
and raising farm incomes. This would require guided by the national objectives of ‘Make in India’
As the Indian economy recovers from the severe impact of the pandemic,
policy interventions would need to be sharply focused on supporting sustainable
livelihoods and fostering inclusive growth. Structural support would need to be
provided to sectors with huge economic multiplier impact.

and ‘Doubling Farmers’ Income’ and the overarching per acre due to improved quality, farm productivity and
theme of ‘Atmanirbhar Bharat’ that seeks to make the higher share of farm gate sales.
country stronger, resilient and more competitive.
Your Company is also working towards developing
As reported in earlier years, your Company piloted village level institutions and fostering micro-
an integrated ‘Baareh Mahine Hariyali’ programme in entrepreneurship by promoting custom hiring
four districts of Uttar Pradesh (Prayagraj, Chandauli, centres for farm mechanisation, post-harvest product
Ghazipur and Varanasi) to give a new dimension management infrastructure and community managed
to the complex task of multiplying farmer incomes. seed banks for self-reliance in quality seed material.
Over 200,000 farmers in UP have already been Environmentally sustainable farm practices including
covered and the programme is planned to be rolled zero-till sowing, micro-irrigation and watershed
out to over 10 lakh farmers, progressively. Around development continue to be promoted.
35,000 farmers who adopted all initiatives reported
The farm sector faces enormous threats arising out of
doubling of incomes, while those who implemented
climate change as evident from the growing number of
the programme partially have reported 30% to 75%
extreme weather events of both droughts and floods.
growth in income. The collaboration with NITI Aayog,
Given the vulnerabilities, it is critical to strengthen
aimed at boosting agricultural and allied activities
in 27 backward districts of 8 states under the climate resilience and adaptability of the agri-food
Aspirational Districts programme, enhanced its scale sector. In this context, your Company’s interventions
of operations. Over 25 lakh farmers have so far been in collaboration with CGIAR’s ‘Climate Change and
trained in the package of practices appropriate for Food Security Programme’ to build climate smart
the dominant crop of the region. These interventions villages was expanded to over 1600 villages across
have led to improvement in yields and reduction in 14 states and supported farmers in the management
cultivation cost thereby augmenting farmer incomes of risks arising from erratic and extreme weather
by appx. 60% for both paddy and soyabean cultivated events. Your Company’s Climate Smart Village
in Kharif 2020 season. intervention in Rajasthan demonstrated yield
improvement of 10% for soyabean crop (Kharif 2020)
Your Company is also partnering with the State
and 15% in the case of wheat crop (April 2020 harvest).
Government of Andhra Pradesh towards improving the
Reduction in cost of cultivation along with yield
quality of chilli production in the country to meet global
improvement led to increase in net income by 87%
standards. A Public Private Producer Partnership
in soyabean and 41% in wheat. According to CGIAR
programme, ‘Integrated Agri-Extension Platform for
estimates, average Greenhouse gas (GHG) emissions
Chilli Farm Value Chain Development’, has been
in soyabean reduced by up to 37% as compared to
conceptualised under which over 40,000 farmers
the baseline.
covering appx. 100,000 acres in the districts of
Prakasam, Krishna, Kurnool and Guntur of Andhra Demand side management is another critical
Pradesh are expected to be benefited. In FY 2020-21, component of your Company’s Water Stewardship
the project covered over 10,000 farmers and 26,800 Programme. Recognising the critical imperative of
acres in 77 villages. Farmers covered under the reducing water use, especially in agriculture, your
project were able to generate 27% additional income Company continues to work with farmers to achieve
Even as the Indian economy faces multi-dimensional challenges in the short term,
it remains one of the most dynamic major economies in the world with
huge potential. With structural drivers of growth firmly in place,
the pace of economic growth is expected to pick up over time.

Your Directors
‘more crop per drop’ and improve farmer incomes. level, towards fashioning strategies that foster
Around 3 lakh acres have been covered till date sustainable, equitable and inclusive growth.
across 6 states. Through micro irrigation and It is your Company’s belief that businesses can bring
crop-specific precision agronomical practices, about transformational change by pursuing innovative
potential water savings are to the tune of 208 million business models that synergise the creation of
cubic metres in a year as per various studies. sustainable livelihoods and the preservation of
During the year, your Company focused on natural capital while enhancing shareholder value.
maximising livelihood generation for farmers and daily This ‘Triple Bottom Line’ approach to creating larger
wage earners under the Mahatma Gandhi National ‘stakeholder value’, as opposed to merely focusing
Rural Employment Guarantee Scheme (MGNREGS). on uni-dimensional ‘shareholder value’ creation,
Starting from mid-April 2020, 55 lakh person days is the driving force that defines your Company’s
of work, valued at ` 90.5 crores, was completed in sustainability vision and its growth path into
2,448 villages spread across 64 districts in 16 states. the future.
These works also led to the construction of long-term Your Company is a global exemplar in
productive assets for the community in the form of ‘Triple Bottom Line’ performance and is the only
5,631 water harvesting structures that provide enterprise in the world of comparable dimensions to
life-saving irrigation to agriculture. have achieved and sustained the three key global
indices of environmental sustainability of being ‘water
In Kapurthala District, Punjab, ITC Mission Sunehra
positive’ (for 19 years), ‘carbon positive’
Kal has, over the last three years, implemented
(for 16 years), and ‘solid waste recycling positive’
solutions that have effectively substituted the burning
(for 14 years). The focus on creating unique business
of paddy stubble by farmers. During the year, the
models that generate substantial livelihoods
programme covered 109,295 acres with appx. 87% of
across the value chains has led to your Company’s
the area witnessing total stoppage of stubble burning,
Businesses supporting over six million sustainable
thereby avoiding 75,000 tonnes of carbon release into livelihoods, many of whom belong to the weaker
the atmosphere. sections of society.
Although India has appx. 18% of the world population, Your Company sustained its ‘AA’ rating by MSCI-ESG -
its share of natural resources is disproportionately low the highest amongst global tobacco companies. It has
with only 2.4% of global land mass, 4% of freshwater also been included in the Dow Jones Sustainability
resources and 1% of forest resources. According Emerging Markets Index - a reflection of being a
to the ‘State of Working India 2021’ report released sustainability leader in the industry and a recognition
recently, the economic fallout of the pandemic is of your Company’s continued commitment to people
expected to push 230 million Indians into poverty, and planet. The Kovai unit was awarded Platinum
underscoring the vulnerability of the economically rating by the Alliance for Water Stewardship
weaker sections of society and reversing the Standards which is the highest recognition for water
significant progress made by the country over the last stewardship in the world. The unit is the first site in
two decades. It is more critical than ever before to India and the first paper mill in the world to achieve
redouble efforts, both at the national and corporate this recognition.
Expert studies indicate the potential to double India’s agri-exports by

strengthening the competitiveness of agri-value chains in areas that are
aligned to global demand and where the country has inherent advantages.

Your Company recognises the urgent need to combat – The FMCG-Others Segment delivered robust
climate change for building a more secure future and performance, with comparable Segment
the role it can play in enabling a net-zero economy. Revenue growing strongly by 15.8% (excluding
To this end, your Company is pursuing a low carbon the Educational and Stationery Products
growth strategy through extensive decarbonisation Business which was impacted by prolonged
programmes across its value chain. With its bold closure of educational institutions, the Lifestyle
Sustainability 2.0 agenda, your Company is setting Retailing Business due to ongoing restructuring
the bar higher, and remains committed to making of operations and the impact of acquisition of
a meaningful contribution to the Nation’s future Sunrise Foods Private Limited during the year).
while retaining its status as a sustainable business This was driven by a surge in demand for Staples,
exemplar. Further details on this subject are available Convenience Foods and Health & Hygiene
in the Sustainability section of this Report. products in the first half of the year and strong
recovery in the discretionary/out-of-home portfolio
FINANCIAL PERFORMANCE in the latter half. Profitability of the FMCG-Others
The operating environment during the year was Segment improved significantly with Segment
rendered extremely challenging by the outbreak of the EBITDA margin expanding by ~180 bps on the
pandemic, which caused unprecedented disruptions back of higher operating leverage, enhanced
across your Company’s operating segments. Your operational efficiencies, product mix enrichment,
Company responded with agility and speed in delayering of operations, reduced distance-to-market
adapting to the ‘new normal’ by resuming operations and other structural interventions across the
expeditiously and launching innovative products in value chain. Such improvement was achieved
record time to address emergent consumer needs. notwithstanding incremental operating costs due
Your Company also formed strategic partnerships, to COVID-19 and gestation costs pertaining to
deployed innovative delivery models and enhanced new categories/facilities.
usage of digital technologies for efficient market – The FMCG-Cigarettes Segment was severely
servicing. With safety and well-being of your impacted in the first half of the year due to
Company’s employees, partners and associates Covid-induced restrictions. With gradual easing of
accorded paramount importance, your Company restrictions and improved mobility, the Business
instituted the highest standards of hygiene and safety recovered progressively to reach nearly pre-Covid
protocols across all nodes of operations. levels towards the close of the year.
The onset of the pandemic rendered the operating – After an extremely challenging first half, the Hotels
environment extremely challenging. While sequential Segment witnessed progressive improvement in
pick-up in all operating segments in the second half revenues driven by focused interventions including
of the year mitigated the impact, the disruptions in introduction of special packages for target segments,
the first half weighed on the overall performance for launch of curated food delivery/takeaway menus,
the year. Relentless focus on cost reduction across etc. Pick-up in revenues together with aggressive
Businesses aided in partially mitigating the impact of cost reduction measures aided the Business turn
negative operating leverage. EBITDA positive in the second half of the year.
ITC’s interventions are aligned to the national priorities of enhancing

competitiveness of Indian agriculture and industry, generating large-scale
employment opportunities and supporting sustainable livelihoods, driving
import substitution, creating national brands to maximise value capture in India,
increasing Indian agri-exports and promoting sustainable business practices.

–
The Agri Business Segment posted robust growth ` 10.75 per share (previous year ` 10.15 per share).
in revenue driven by opportunities in wheat, rice Total cash outflow on account of Dividends
and oilseeds, scale up of the value-added portfolio (including interim Dividend of ` 6152.68 crores paid in
and higher supplies to the Branded Packaged March 2021) will be ` 13230.27 crores.
Foods Businesses to support enhanced scale;
subdued demand for leaf tobacco in international VALUE-ADDED AND CONTRIBUTION
markets and adverse business mix, however, TO EXCHEQUER
weighed on Segment Results. Over the last five years, the Value-Added by your
– The Paperboards, Paper & Packaging Segment Company, i.e. the value created by the economic
was adversely impacted by subdued offtake in activities of your Company and its employees,
end-user segments such as publications, liquor aggregated around ` 239000 crores of which over
and wedding cards; robust growth in exports and ` 167000 crores accrued to the Exchequer.
strong demand in pharma & décor segments Including the share of dividends paid and retained
helped partially mitigate the impact. A significant earnings attributable to government owned
uptick in volumes and realisations in paperboards institutions, your Company’s contribution to the
in the latter half of the year on the back of recovery Central and State Governments represented over
in most end-user industries, relentless focus on 75% of its Value-Added during the year.
enhancing operational efficiency and structural
Your Company remains amongst the Top 3
cost-saving interventions resulted in a
Indian corporates in the private sector in terms of
much-improved performance.
Contribution to Exchequer.
Overall for FY 2020-21, Gross Revenue at ` 48151.24
crores increased by 3.9%, while Profit Before Tax FOREIGN EXCHANGE EARNINGS
(before exceptional items) at ` 17164.15 crores Your Company continues to view foreign exchange
degrew by 11.1% over FY 2019-20 and Profit After Tax earnings as a priority. All Businesses in your
stood at ` 13031.64 crores (previous year ` 15136.05 Company’s portfolio are mandated to engage
crores). Total Comprehensive Income for the year with overseas markets with a view to testing and
stood at ` 13277.89 crores (previous year ` 13754.24 demonstrating international competitiveness and
crores). Earnings Per Share for the year stood at seeking profitable opportunities for growth. Foreign
` 10.59 (previous year ` 12.33). exchange earnings of the ITC Group over the last ten
In line with your Company’s track record of consistent years aggregated nearly US$ 7.3 billion, of which agri
exports constituted 56%. Earnings from agri exports,
increase in annual dividend payouts, the Directors
which effectively link small farmers with international
of your Company are pleased to recommend a
markets, are an indicator of your Company’s
Final Dividend of ` 5.75 per Ordinary Share of ` 1
contribution to the rural economy.
each for the financial year ended 31st March, 2021.
Together with the Interim Dividend of ` 5.00 per share During the financial year 2020-21, your Company
paid on 10th March, 2021, the total Dividend for the and its subsidiaries earned ` 5934 crores in foreign
financial year ended 31st March, 2021, amounts to exchange. The direct foreign exchange earned by
Over the last five years, the Value-Added by ITC, i.e. the value created by the
economic activities of your Company and its employees, aggregated around
` 239000 crores of which over ` 167000 crores accrued to the Exchequer.

your Company amounted to ` 4600 crores, mainly FMCG CIGARETTES

on account of exports of agri-commodities. Your
The onset of COVID-19 pandemic towards the end
Company’s expenditure in foreign currency amounted
of FY 2019-20 and the subsequent lockdowns and
to ` 1664 crores, comprising purchase of raw materials,
restrictions imposed to curb its spread, caused
spares and other expenses of ` 1366 crores and import
unprecedented disruption across the value chain
of capital goods of ` 298 crores.
with manufacturing and sales operations coming to
PROFITS, DIVIDENDS AND RETAINED EARNINGS a virtual standstill. Manufacturing operations were
(` in crores) resumed in mid-May immediately upon receipt of
requisite permissions; the Business swiftly ramped
PROFITS FY FY
up production and availability of its brands across
2020 - 21 2019 - 20
markets, while ensuring the highest standards
a) Profit Before Tax@ 17164.15 19166.81
of hygiene and safety protocols across all nodes
b) Tax Expense
of operations. Supply chain operations were
– Current Tax 4035.36 4441.97 re-configured and re-aligned to service market
– Deferred Tax 97.15 (411.21) requirements through proactive planning leveraging
c) Profit for the year@ 13031.64 15136.05 digital technologies and agility in execution amidst
d) Other Comprehensive Income 246.25 (1381.81) a dynamic environment. The imposition of localised
e) Total Comprehensive Income 13277.89 13754.24 lockdowns in several regions towards the end of
STATEMENT OF RETAINED EARNINGS June 2020, restricted hours of convenience store
operations and temporary disruptions in certain
a) At the beginning of the year 33596.14 26978.13
wholesale markets impacted the recovery momentum
b) Add: Profit for the year 13031.64 15136.05
in the second quarter. The Business strengthened
c) Add: Other Comprehensive Income (29.66) (113.54)
(net of tax) direct reach in target markets across all traditional
d) Add: Transfer from share option 222.96 17.73
trade channels and augmented the stockist network
on exercise and lapse to service rural and semi-urban markets efficiently.
e) Less: Dividends With easing of restrictions and improvement in
–
Ordinary Dividend of ` 10.15 12476.61 7048.71 mobility from September, 2020 onwards, the Business
(2020: ` 5.75) per share recovered progressively over the remainder of the
–
Interim Dividend of ` 5.00 6152.68 – year to reach nearly pre-Covid levels towards the
(2020: Nil) per share close of the year.
–
Income Tax on Dividend paid (13.98) 1373.52
Notwithstanding the headwinds faced during the
f)
Transfer from Equity Instruments through 4.82 –
Other Comprehensive Income reserve on year under review, your Company sustained its
renunciation of rights entitlements (net of tax) leadership position in the cigarette industry through
g) At the end of the year 28210.59 33596.14 its unwavering focus on nurturing a portfolio of
@Previous year includes Exceptional items representing cost of leaf tobacco world-class products anchored on superior consumer
stocks (including taxes) destroyed at a third party owned warehouse due to insights, robust innovation pipeline and superior
fire, for which insurance claim has been filed and is under process. product development capabilities. Several new
Investments made by ITC continue to be guided by the national objectives of

‘Make in India’ and ‘Doubling Farmers’ Income’ and the overarching theme of
‘Atmanirbhar Bharat’ that seeks to make the country stronger,
resilient and more competitive.

variants were introduced during the year to cater to tobacco consumed in the country, duty-paid cigarettes
the continuously evolving consumer preferences and contribute more than 4/5th of the revenue generated
to ensure the future readiness of the product portfolio. from the tobacco sector. During the period 2012-13 to
These include the launch of innovative offerings 2016-17, excise duty on cigarettes increased sharply
such as ‘Gold Flake Neo’, ‘Classic Connect’, at a CAGR of 15.7%; however, tax revenue from
‘American Club Clove Mint’, ‘Gold Flake Indie Mint’ cigarettes grew by a mere 4.7% CAGR during the
and ‘Capstan Fresh Flavour’. Refreshed packs were same period. In 2017-18, the legal cigarette industry
also introduced for several ‘Navy Cut’ variants. was further impacted by a sharp rise of 20% in tax
The Business also expanded its presence in strategic
incidence as a result of increase in excise duty and
markets with the launch of differentiated offerings to
transition to the GST regime. Thereafter, relative
fortify the portfolio across segments.
stability in taxation until January, 2020 helped the
Globally, cigarette smoking is the dominant form legal industry partially claw back volumes lost to the
of tobacco use. In the Indian context, tobacco illicit trade in earlier years; consequently, revenue
use comprises a diverse range of chewing and collections witnessed a marked buoyancy growing by
smoking formats that are available at different price 10% during this period.
points, reflecting the varying socio-economic and
demographic profiles of the population. While India Taxes on cigarettes are one of the highest in India as
is the world’s second largest consumer of tobacco, depicted in the chart below.
legal cigarettes constitute only 9% of overall tobacco
consumption in India, as against a global average Tax per 2000 Cigarettes as a percent of Per Capita GDP
of 90%. It is pertinent to note that India accounts for
USA 0.47%
less than 2% of global cigarette consumption despite Japan 0.64%
comprising 18% of the world’s population, making Germany 1.08%
China 1.20%
India’s per capita cigarette consumption amongst the
Pakistan 1.40%
lowest in the world. Thailand 1.90%
Australia 2.12%
Over the years, discriminatory and punitive taxation Malaysia 2.22%
on cigarettes has led to a progressive migration UK 2.31%
India 7.34%
from consumption of duty-paid cigarettes to other
lightly taxed/tax-evaded forms of tobacco products, Source: Tax data – WHO Report on Global Tobacco Epidemic, 2019; Per Capita GDP – IMF
(Data for the Year 2018)
comprising illegal cigarettes and bidi, chewing
tobacco, gutkha, zarda, snuff, etc. Consequently,
while the share of legal cigarettes in total tobacco It is pertinent to note that India’s per capita cigarette
consumption has declined from 21% in 1981-82 to consumption is amongst the lowest in the world
a mere 9%, aggregate tobacco consumption in the and is significantly lower compared to that of China,
country has increased over the same period. As a Japan, USA, UK and even neighbouring countries like
result, despite accounting for less than 1/10th of the Bangladesh, Nepal and Pakistan.
ITC sustained its ‘AA’ rating by MSCI-ESG - the highest amongst

global tobacco companies. It has also been included in the Dow Jones
Sustainability Emerging Markets Index - a reflection of being a
sustainability leader in the industry.

cigarette trade volumes in contrast have grown

2043
No. of Cigarettes per annum
rapidly during the same period, accounting for about
1583 one-fourth of the domestic industry. The king-size
1017 segment in particular has been severely impacted in
828 744 recent years consequent to the sharp tax increase of
512
363 19% on this segment under GST. The steep increase
89
in cigarette taxes with effect from 1st February, 2020,
n a a n A UK h a l n ia
Chi Jap US es Nep ta Ind has provided further fillip to illicit cigarette trade in
g lad kis
Ban Pa
the country.
Source: The Tobacco Atlas – 6th Edition (American Cancer Society), 2018
It is estimated that on account of illegal cigarettes
Tobacco control measures in India have ranked alone, revenue loss to the Government is appx.
amongst the most stringent in the world from the time of ` 150001 crores per annum. In respect of the other
enactment of the Cigarettes (Regulation of Production, tobacco products also, the revenue losses are
Supply and Distribution) Act, 1975 to the present. significant since about 68%2 of the total tobacco
India is also one of the few countries where tobacco consumed in the country remains outside the tax net.
products are regulated across the value chain – During the year, the media has reported several cases
from their manufacture to sale to consumers. The of evasion of taxes/duties by dealers in illicit cigarettes
Cigarettes and Other Tobacco Products (Prohibition which came to light because of raids conducted by
of Advertisement and Regulation of Trade and Directorate General of GST Intelligence (DGGI).
Commerce, Production, Supply and Distribution) Act, As per the reply given by the Union Minister of State
2003 (COTPA) requires cigarette packages to bear for Commerce & Industry in the Lok Sabha on
the statutorily mandated pictorial and textual warnings 17th March, 2021, the seizure of illicit cigarettes has
covering 85% of the surface area of the packet - one seen a quantum jump over the previous year.
of the largest in the world. It is pertinent to note that smuggled international
Punitive taxes on the legal cigarette industry have brands of cigarettes do not bear any of the pictorial
resulted in rapid growth in the illicit cigarette trade, or textual warnings mandated by Indian laws or, bear
making India the 4th largest illicit cigarette market much smaller pictorial warnings as per the tobacco
globally according to Euromonitor estimates. This laws of the countries from where these cigarettes
dubious distinction has arisen on the back of punitive originate. As reported in prior years, findings from
taxation of cigarettes over the years that has created research conducted by IMRB International, an
extremely attractive tax arbitrage opportunities for independent market research organisation, show that
unscrupulous players indulging in illicit cigarette trade.
1 As per industry estimates
While legitimate cigarette industry volumes have
2 Report on the impact of current tax framework on the tobacco sector in India
declined consistently over the last decade, illicit and suggestions for its improvement - 2014, by ASSOCHAM and KPMG.
It is estimated that on account of illegal cigarettes alone,

revenue loss to the Government is appx. ` 15000 crores per annum.

the lack of pictorial warnings on packets of smuggled severely impacted the earnings of tobacco farmers
international brands of cigarettes or their diminutive and farm workers in the country.
size creates a perception in the consumers’ mind
It is pertinent to note that several other major
that these illicit cigarettes are ‘safer’ than domestic
tobacco producing countries, including the USA,
duty-paid cigarettes that carry the 85% pictorial
have established regulatory frameworks taking into
warnings. The combination of low prices to
consideration the economic interests of their tobacco
consumers consequent to tax evasion and the wrong
farmers. The punitive and discriminatory taxation &
perception created by the absence of statutory regulatory regime on cigarettes in India continues to
pictorial warnings provides significant buoyancy to affect the livelihood of Indian tobacco farmers with
illicit cigarette volumes. corresponding gains to those in countries that have
India is among the top three tobacco growing opted for moderate and equitable tobacco regulations.
countries in the world. Tobacco occupies a prime These developments have had a devastating impact
place in the Indian economy on account of its on 46 million livelihoods comprising tobacco farmers,
considerable contribution to the agricultural, industrial farm workers, tribals, etc. who are dependent on
and export sectors3. The large and rapidly growing the tobacco value chain. It is estimated that since
illicit cigarette trade also has a deleterious impact 2014, Indian tobacco farmers have suffered a
on millions of farmers and farm workers engaged cumulative drop in earnings of over ` 6000 crores.
in the tobacco value chain. In India, cigarettes are Stability in taxes on cigarettes will have the salutary
manufactured largely using Flue Cured Virginia (FCV) effect of enabling the legal cigarette industry to
tobacco grown in the states of Andhra Pradesh, combat illicit trade and claw back volumes, thereby
Telangana and Karnataka. FCV tobaccos are also engendering domestic demand for Indian tobaccos
traded internationally and India is an exporter of this besides cushioning the impact of volatility in
commodity. Since smuggled international brands of international markets.
cigarettes do not use Indian tobaccos, in addition As reported in earlier years, your Company and
to revenue losses, the growth of the illegal cigarette several other stakeholders had challenged the validity
trade has also resulted in a sharp drop in demand of the pictorial and textual warning covering 85%
for Indian FCV tobaccos in the domestic market. of the surface area of the packet prescribed under
A combination of factors including the decline in leaf COTPA. The Honourable Karnataka High Court, by its
exports due to lower availability of Indian crop, lower judgment in December, 2017, held the 85% pictorial
export incentives in India and relative weakness of warnings to be factually incorrect and unconstitutional.
currencies in certain competing geographies have Upon Special Leave Petitions filed by the Government
and others, the Honourable Supreme Court has
3 eport on Tobacco Control in India, Ministry of Health & Family Welfare,
R stayed the judgment of the High Court. The cases are
GoI, 2004 (Jointly supported by Centers for Disease Control and Prevention,
USA and the World Health Organisation). pending before the Honourable Supreme Court.
The discriminatory taxation & regulatory regime on cigarettes in India

continues to affect the livelihood of Indian tobacco farmers,
who have suffered a cumulative drop in earnings of over
` 6000 crores since 2014.

The extremely stringent regulations along with the to the unique tobacco consumption pattern in India.
discriminatory and steep taxation on cigarettes Stability in taxes is critical for addressing the interests
have had numerous negative, albeit unintended of all the stakeholders of this industry, including the
repercussions. These include: tobacco farmers, the Exchequer and the consumers.
– rapid growth in illicit cigarette volumes, resulted Despite India already having implemented one of
in sub-optimisation of the revenue potential of the most stringent regulatory frameworks for tobacco
the tobacco sector and significant loss to the control, in early January, 2021, the Union Ministry
Exchequer. It is estimated that on account of of Health & Family Welfare had proposed additional
illegal cigarettes alone, the revenue loss to the stringent restrictions on the tobacco trade under the
Government is appx. ` 15000 crores per annum. Cigarettes and Other Tobacco Products (Prohibition
– widespread availability of illegal cigarettes and of Advertisement and Regulation of Trade and
other tobacco products of dubious quality and Commerce, Production, Supply and Distribution)
hygiene to consumers at extremely affordable (Amendment) Bill, 2020 and elicited comments from
prices. As a result, despite accounting for less the stakeholders.
than 1/10th of the tobacco consumed in the It is apprehended that the proposed amendments
country, duty-paid cigarettes contribute more would result in unintended consequences further
than 4/5th of the revenue generated from the fuelling the increase in illicit trade and have an
tobacco sector. adverse effect on the livelihood of millions of people
– a large component of tobacco consumption in directly and indirectly involved with related farming
the country, aggregating around 68% remaining and legal trade. It is hoped that the Government will
outside the tax net. take a pragmatic and judicious view in the matter
keeping in mind the interests of all stakeholders.
– persistent negative impact on the livelihood
of tobacco farmers and others dependent As in the past, the research and development
on tobacco. Studies by the Central Tobacco initiatives of your Company continue to add to the
Research Institute (CTRI) indicate that on account country’s bank of Intellectual Property Rights (IPR). In
of agro-climatic conditions, there is no equally addition to grant of several patents in earlier years, it
remunerative alternate crop that can be grown in is deeply satisfying to report that your Company has
the FCV tobacco growing regions of the country. been granted two more patents during the year in
respect of cigarettes.
Your Company continues to engage with policy makers
for a framework of equitable, non-discriminatory, Manufacturing facilities continue to be modernised
pragmatic, evidence-based regulations and taxation by inducting contemporary technologies towards
policies that balance the economic imperatives of the securing higher levels of productivity and product
country and tobacco control objectives, having regard excellence. New benchmarks were set in areas of
Despite accounting for less than 1/10th of the tobacco consumed in the country,
duty-paid cigarettes contribute more than 4/5th of the revenue generated from
the tobacco sector. A large component of tobacco consumption in the country,
aggregating around 68%, remain outside the tax net.

quality, sustainability, supply chain responsiveness outbreak of the second wave is expected to cause
and productivity. Cutting-edge technologies such as disruptions in the front-end supply chain operations in
Industry 4.0 and Data Sciences were leveraged to the near term. Pace of vaccinations and restrictions
build a smart manufacturing environment of connected on mobility and convenience store operations will
systems. These initiatives, coupled with innovative be the key monitorables in the ensuing months.
capabilities and in-house design and development Notwithstanding such challenges, your Company
expertise, have further improved the speed-to-market continues to closely track the developments and
for new launches and augmented the innovation remains confident of responding with agility to the
pipeline of the Business. dynamic environment and consolidating its leadership
position in the legal cigarette industry leveraging
Your Company continues to be recognised for its
its superior strategies, future ready portfolio, robust
operational excellence. The Saharanpur unit was
innovation pipeline, cutting-edge manufacturing
adjudged ‘Winner’ in Frost and Sullivan 2020 Project
and digital technologies, and best-in-class
Evaluation & Recognition Program (PERP) in Quality
execution capabilities.
Excellence Leadership and Operational Excellence
Leadership categories in the Manufacturing Sector. FMCG – OTHERS
In line with your Company’s commitment to the The FMCG industry, which was already witnessing
‘Triple Bottom Line’, the Business continued to step up a marked deceleration in growth rates, was severely
sustainability initiatives, earning industry recognition. impacted by the outbreak of the COVID-19 pandemic
The Ranjangaon unit was recognised with the ‘Golden which caused unprecedented disruptions across the
Trophy - Sarvashreshtha Suraksha Puraskar Safety value chain. This resulted in contraction of the FMCG
Awards 2020’ by National Safety Council of India industry during the first half of the year – a first in
(NSCI) for the second time in a row. The Saharanpur the last decade. With gradual easing of restrictions
unit was awarded ‘Excellent Energy Efficient Unit’ and increased mobility, the FMCG industry picked
in the CII National Award for Excellence in Energy up pace to grow by ~8% in the second half. Urban
Management, 2020. The Bengaluru unit received the markets were deeply impacted by the intensity of
Frost and Sullivan ‘Sustainable Factory of the Year’ COVID-19 cases while rural markets were relatively
award, highest across all categories. Renewable more resilient.
energy usage in the Business accounted for over 55%
Following the outbreak of the pandemic, there was
of the total energy consumed.
heightened demand for high quality products anchored
As aforestated, after a challenging first half, the on the vectors of hygiene, health, wellness and
Business staged a robust recovery with the easing of immunity. ‘At-home’ consumption surged even as
restrictions with volumes nearly touching pre-Covid ‘out-of-home’ consumption was severely impacted due
levels towards the close of the year. However, the to mobility restrictions. There was a marked preference
Demonstrating a high degree of agility and responsiveness to the

market dynamics at play, your Company rapidly expanded capacity and
re-purposed manufacturing lines to cater to the heightened demand for
essentials and health & hygiene products.

for larger pack formats as consumers sought to & hygiene products. A series of concerted actions
reduce frequency of purchase. Heightened concerns were taken to realign the distribution infrastructure
on hygiene and safety also manifested in consumers’ so as to respond to the multiple challenges arising
preference for trusted brands. Consequently, staples, out of restricted mobility of people and goods, curbs
noodles, biscuits, dairy products, sanitizers, hand on working hours and outlet operations. Several
wash, floor cleaners, etc. witnessed robust demand technology-driven solutions were deployed to
during the first half of the year. On the other hand, effectively service the surge in demand. Anticipating
discretionary categories and those with relatively higher the increase in consumer preference for ‘contactless
salience of ‘out-of-home’ consumption saw contraction shopping’ and home delivery, your Company
in sales. Demand for staples and convenience foods proactively engaged with e-Commerce platforms
normalised during the second half of the year as and aligned the supply chain to deliver the right
consumers broadened their purchase assortment product assortment and SKUs. Sales through the
along with lower ‘at-home’ consumption on the back e-Commerce channel more than doubled during
of progressive easing of restrictions and increased the year, taking its salience to over 5% of Segment
mobility. Demand for health & hygiene products, Revenue. Your Company also pioneered an
on the other hand, remained elevated through the year innovative model - ‘ITC Store on Wheels’ - to directly
even as the pace of growth moderated as compared service consumers, covering over 900 residential
to the first half of the year. As the year progressed, complexes across 13 cities. Your Company also
discretionary and ‘out-of-home’ consumption products rolled out the ‘ITC e-store’ – an exclusive direct-
witnessed smart recovery buoyed by pent-up demand to-consumer platform – to facilitate ‘contactless
and increased availability across channels. shopping’ and make its products accessible to
consumers, which was the need of the hour. Product
At the onset of the pandemic, the key task was to
availability was also augmented through alternative
make quality products available to consumers.
channels in collaboration with new partners such as
Your Company was amongst the fastest off the
Dominos, Swiggy, Zomato and Dunzo. During the
blocks to resume operations after obtaining
lockdown phase, in tune with the trends of increased
necessary permissions and establishing
‘at-home’ consumption, need for sanitizing products
comprehensive hygiene and safety protocols. Over
in the ‘health & hygiene’ space and the consumer
90% of the facilities manufacturing essential products
need for health & wellness content, purposeful
were operational within two weeks of imposition
communication sharply focused on these need
of the lockdown. Demonstrating a high degree of
spaces were rolled out.
agility and responsiveness to the market dynamics
at play, your Company rapidly expanded capacity Leveraging the robust innovation platforms of your
and re-purposed manufacturing lines to cater to Company’s Life Sciences and Technology Centre
the heightened demand for essentials and health (LSTC), your Company launched over 120 new and
Leveraging the robust innovation platforms of the Life Sciences and Technology
Centre, ITC launched over 120 new and innovative products with compelling
value propositions in record time, demonstrating agility and execution excellence.
ITC’s vibrant portfolio of over 25 world-class Indian brands now represents
an annual consumer spend of over ` 22000 crores.

innovative products with compelling value propositions Notwithstanding the challenging conditions prevailing
in record time, demonstrating agility and execution during the year, your Company’s FMCG businesses
excellence. During the year, both direct and indirect recorded Segment Revenue of ` 14728.21 crores
reach were stepped up significantly. Market and representing an increase of 14.7% over the
outlet coverage were expanded to 1.3x and 1.1x previous year.
respectively compared to pre-Covid levels. The On a comparable basis (i.e. excluding ESPB, LRBD
stockists network was nearly doubled to sharp target and the impact of acquisition of Sunrise during the
rural markets to drive growth, mitigate the impact of year), FMCG-Others Segment Revenue grew by
disruptions in the wholesale channel and effectively 15.8%. Growth in the first half of the year was driven
service emergent demand. by surge in demand for Staples & Convenience Foods
As demand levels fluctuated significantly during and Hygiene products; sequential recovery in demand
various phases of lockdown, associated risks and in the Discretionary/Out-of-home categories such
as Snacks, Juices, Confectionery, Bodywash and
uncertainties were managed with agility leveraging
Fragrances reflected in the second half performance.
shorter operations planning cycles, sharper product
and SKU assortments and predictive data analytics. Segment EBITDA for the year grew at a robust
Direct-to-market shipments were also scaled up pace of 44.1% to ` 1316.82 crores with significant
substantially to ensure freshness and reduced margin expansion of ~180 bps to 8.9%. This was
time-to-market in categories like Atta, Snacks driven by enhanced scale, product mix enrichment,
and Biscuits. reduced distance-to-market and other strategic cost
management initiatives, after absorbing the impact of
The Education and Stationery Products Business
sustained investment in brand building and gestation
(ESPB) was significantly impacted with prolonged
costs of new categories and facilities.
closure of educational institutions across the country.
Operations of the Lifestyle Retailing Business (LRBD) Your Company remains focused on building
continued to be restructured during the year. purpose-led brands anchored on larger consumer
needs. The Businesses continue to leverage digital
Your Company acquired Sunrise Foods Private technologies and platforms enhancing consumer
Limited (Sunrise), a leading player in the branded experience. Strategic interventions in this area are
spices market in the East, in July 2020. The Scheme aimed at delivering delightful brand experiences
of amalgamation of Sunrise with your Company seamlessly across touchpoints through personalised
(Scheme) was sanctioned by the Honourable National journeys mapped to individual’s needs, preferences
Company Law Tribunal, Kolkata Bench; the Scheme and context. The Businesses continue to increasingly
became effective from 1st April, 2021 with 27th July, 2020 leverage ‘Sixth Sense’, the Marketing Command
being the Appointed Date. The rationale for the Centre and Consumer Data Hub – an AI powered
acquisition and the key drivers of value creation have hyper-personalised platform backed by a robust
been discussed in detail in the Branded Packaged partner ecosystem for content and data - to gain
Foods section of this Report. insights on market trends and consumer behaviour
Your Company remains focused on building purpose-led brands anchored on

larger consumer needs. ITC continues to increasingly leverage ‘Sixth Sense’,
the Marketing Command Centre and Consumer Data Hub – an AI powered
hyper-personalised platform backed by a robust partner ecosystem for content and
data - to gain insights on market trends and consumer behaviour and synthesise
the same to craft contextual brand communication and product development.

and synthesise the same to craft contextual brand The FMCG Businesses comprising Branded
communication and product development. Over 2000 Packaged Foods, Personal Care Products, Education
content assets have been deployed leveraging this and Stationery Products, Incense Sticks (Agarbattis)
capability within a relatively short span of time at and Safety Matches have grown at an impressive
significantly lower cost. pace over the past several years.
The year also marked the scale up of your Company’s
FMCG - Others
direct-to-consumer channel, the ‘ITC e-Store’.
Launched just prior to the lockdown in March 2020, Revenue (` Crores)
14728
this initiative was extended to 11 cities during the year 1250512844

along with the introduction of several new features. 10512
11329
Powered by state-of-the-art digital technologies and 9038

9731
a robust fulfilment infrastructure, the platform offers 8122

7012
consumers on-demand access to a wide range of 5545
your Company’s FMCG products under one roof. The 4482
3642
initiative has been well received by consumers and 2511
3014
1704
plans are on the anvil to rapidly scale up the same in 563
1013
109 304
the ensuing months.
FY03
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FY06
FY07
FY08
FY09
FY10
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FY12
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FY16
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Cutting-edge digital technologies including Industry
4.0, Advanced Analytics, Big Data and industrial
Internet of Things (IoT) continue to be deployed
Your Company’s vibrant portfolio of over 25 world-class
towards strengthening your Company’s real time
Indian brands, largely built through an organic growth
operations and execution platform. Several digitally
strategy in a relatively short period of time, represents
powered interventions are underway towards
an annual consumer spend of over ` 22000 crores.
enhancing productivity, driving efficiency and reducing
These home-grown, purpose-led Indian brands
costs. These initiatives are anchored on the key
support the competitiveness of domestic value chains,
pillars of synchronised planning and forecasting, next
especially in the agri space, thereby ensuring
generation agile supply chain, smart manufacturing
creation and retention of value within the country.
and sourcing, and smart demand capture and
Your Company’s FMCG products reach over
fulfilment. Strategic investments are also being made
150 million households in India.
towards enhancing value creation leveraging data and
analytics. Key interventions include augmenting your Your Company’s FMCG brands have achieved
Company’s NextGen data architecture powered by impressive market standing in a relatively short span
Artificial Intelligence/Machine Learning (AI/ML), of time. Today, Aashirvaad is No. 1 in Branded atta,
identifying and prioritising use cases for impactful Bingo! is No. 1 in Bridges segment of Snack Foods
outcomes and setting up a Data Science academy (No.2 overall in Snacks & Potato Chips), Sunfeast
comprising data scientists and engineers to drive and is No. 1 in the Cream Biscuits segment, Classmate
sustain data and analytics programmes. is No. 1 in Notebooks, YiPPee! is No. 2 in Noodles,
Powered by state-of-the-art digital technologies and a robust fulfilment

infrastructure, the ‘ITC e-Store’ direct-to-consumer channel offers on-demand
access to a wide range of your Company’s FMCG products under one roof.
The initiative has been well received by consumers and
was extended to 11 cities during the year.

Engage is No. 2 in Deodorants and Mangaldeep The FMCG businesses continue to drive structural
is No. 2 in Agarbattis (No. 1 in Dhoop segment) competitive advantage and enhance profitability by
(Source: Nielsen). leveraging world-class distributed manufacturing
footprint and a multi-channel distribution network.
Your Company remains focused on rapidly scaling
Investments over the years in several state-of-the-art
up the FMCG businesses anchored on strong growth
Integrated Consumer Goods Manufacturing and
platforms and a future-ready portfolio. Towards this,
Logistics facilities (ICMLs) have laid a strong
it seeks to fortify its market standing in the existing
foundation to drive structural advantages such as
core operating categories, in many of which it is
ensuring product freshness, enhancing agility and
already a leading player as aforementioned. It is
responsiveness of the supply chain, reducing
pertinent to note that these categories, which are
cost of servicing proximal markets through lower
largely characterised by low household penetration distance-to-market etc. Capacity utilisation at the
levels and/or low per capita consumption, offer 9 operational ICMLs is being ramped up along
significant headroom for long-term growth. This is with focused smart manufacturing interventions
borne out by several analyst reports which highlight leveraging automation and Industry 4.0 technologies
that your Company’s total addressable market to drive operational efficiencies, yield and energy
expansion potential is amongst the highest in the management and further enhance safety and quality.
Indian FMCG space. In this context, it is pertinent to With increasing scale, supply chain operations are
note that your Company is well poised to address being increasingly delayered through direct-to-market
adjacent growth opportunities by leveraging the 25 shipments thereby reducing freight costs and
powerful mother brands it has established over the eliminating multiple handling. Your Company is
years. Recent examples of such brand extensions confident that these strategic interventions which are
include Aashirvaad to dairy, ready meals, salt and already delivering substantial benefits will realise their
spices; Sunfeast to dairy beverages and cakes; full potential over the medium term and continue to
Bingo to namkeens; ITC Master Chef to frozen create long-term value.
snacks and cooking pastes; Savlon to surface & The severity of the second wave of COVID-19
clothes disinfectant sprays, sanitizers, masks etc. infections in the country poses a key challenge and
Simultaneously, the FMCG businesses continue remains a key monitorable for the FMCG industry
to make strategic investments in building the in the near term. There is a perceptible shift with
‘new core’ by scaling up nascent categories such consumers adopting a more precautionary savings
as Dairy (Aashirvaad Svasti), Beverages (B Natural), approach with resources being set aside for medical
Chocolates (Fabelle, Candyman Fantastik), Coffee needs. The spread of the virus to rural areas on
(Sunbean), Home Care (Nimyle, Nimwash, Nimeasy) a relatively higher scale as compared to the first
and Skin Care (Dermafique, Charmis). Your Company wave is also expected to weigh on industry growth
is also proactively pursuing value accretive acquisition, outlook. Your Company continues to monitor the
joint venture and collaboration opportunities in strategic evolving situation and will respond with agility to
areas towards accelerating growth and value creation. enhance its market standing while managing risks
Investments over the years in several state-of-the-art Integrated Consumer Goods

Manufacturing and Logistics facilities (ICMLs) have laid a strong foundation to drive
structural advantages such as ensuring product freshness, enhancing agility
and responsiveness of the supply chain, reducing cost of servicing
proximal markets through lower distance-to-market etc.

associated with the heightened uncertainties in the first-to-market offers, a range of distinctive products
business environment. While the supply chain is customised to address regional tastes and
fully operational, constraints in number of operating preferences, supported by an efficient supply chain
outlets and limited hours of operation continue to pose and distribution network.
front-end challenges for the FMCG industry. Recent
With the onset of COVID-19 in March 2020, the key
learnings in dealing with the pandemic spanning
task on hand for the Business, as one of the largest
sales and distribution, supply chain operations,
players in the branded packaged foods space in India,
innovation and product development will continue to
was to make its quality products widely available
be leveraged in this regard.
to consumers amidst large scale disruptions in the
Notwithstanding the short-term pressures, the market. Your Company responded with speed and
structural drivers of long-term growth such as rising agility, obtaining the necessary permissions in an
disposable incomes and consumer awareness, expeditious manner and ramping up production rapidly
low levels of penetration of consumer goods, to service the surge in demand for essential items.
favourable demographics, increasing urbanisation The Businesses, along with the Trade Marketing and
and growing preference for trusted brands are Distribution team, worked tirelessly to ensure that
firmly in place. Your Company remains confident the products reached consumers across the country
of rapidly scaling up its FMCG Businesses building notwithstanding the significant operational challenges
on strategic pillars viz. strong future-ready portfolio posed by the pandemic-induced lockdowns.
powered by world-class quality, superior consumer
The Branded Packaged Foods Businesses remain
insights, cutting-edge innovation and purpose-led
focused on addressing emerging consumer needs
brands. The Businesses will continue to leverage its
with innovations anchored on the vectors of health,
institutional strengths viz. strong backward linkages
wellness, immunity and naturals. The Businesses
with the Agri Business, a deep and wide multi-channel
launched several innovative and first-to-market
distribution network, cuisine knowledge resident
products addressing emergent consumer needs
in the Hotels Business, packaging knowhow and
leveraging superior consumer insights, strong
access to robust R&D platforms nurtured by LSTC.
Investments in innovation, state-of-the-art distributed innovation pipeline, capabilities of your Company’s
manufacturing footprint and digital technologies will Life Sciences and Technology Centre and cuisine
continue to be pursued to strengthen market standing expertise resident in your Company’s Hotels Business.
and seize growth opportunities going forward. The Businesses continued to make sharp targeted
investments towards brand building and scaling
Branded Packaged Foods up its nascent categories. Cut-through advertising
Against the backdrop of an extremely challenging campaigns and consumer engagement both on
operating environment as aforestated, your Company conventional and digital media along with focused
sustained its position as one of the fastest growing market development efforts resulted in enhanced
branded packaged foods businesses in the country, market standing across most major categories.
leveraging a robust portfolio of brands, a slew of Digital campaigns launched during the year received
The Branded Packaged Foods Businesses remain focused on addressing emerging

consumer needs with innovations anchored on the vectors of health, wellness,
immunity and naturals. The Businesses launched several innovative and
first-to-market products addressing emergent consumer needs.

wide recognition and won prestigious awards across materials thereby ensuring the highest levels of quality,
leading platforms. Some noteworthy award-winning consistency and safety of its products. In addition, each
campaigns during the year include Sunfeast Mom’s of your Company’s branded packaged foods product is
Magic’s ‘Stay strong Moms’, B Natural’s ‘We are India’ manufactured in HACCP/ISO-certified manufacturing
and Aashirvaad Svasti’s ‘Immunity song’ campaign. locations ensuring compliance with all applicable laws
Innovative and purposeful programmes were launched and adherence to the highest quality norms.
to engage consumers at home through digital and – Amidst a challenging operating environment, the
other communications to enable useful activities for Staples Business posted yet another year of robust
at-home engagement, ensure top-of-mind recall and performance growing well ahead of the industry.
consumer delight in such difficult circumstances. Several innovative and value-added offerings
Some of the widely acclaimed interventions include: catering to region-specific preferences and
– ‘Sunfeast India Run as One’ (India’s largest consumer health needs were added to the portfolio
citizen-led movement in support of livelihoods during the year. ‘Aashirvaad’ atta fortified its market
affected by the pandemic) #SunfeastRunAsOne standing across geographies leveraging a robust
product portfolio anchored on your Company’s
– The ‘5 Star Kitchen’ exclusive cooking show by
agri-sourcing expertise. The value-added portfolio,
executive chefs of ITC Hotels was created in
consisting of Multigrain, Select and Sugar Release
collaboration with several other businesses of your
Control atta, posted robust growth driven by
Company and was telecast across 33 Star TV
higher salience in Modern Trade and e-Commerce
channels and Hotstar for six weeks involving over
channels. ‘Aashirvaad Nature’s Super Foods’,
ten ITC brands. This programme showcased
a differentiated range of products comprising
unique strengths from internal synergies
Gluten Free Flour, Ragi Flour and Multi-Millet Mix
derived from its diverse portfolio of businesses
gained strong consumer traction during the year.
#5StarKitchenStory
In line with consumers increasingly seeking
– ‘Bingo! Comedy Adda’, which started out with a holistic lifestyle and the brand ethos of
distinctive and witty content on social media ‘Nurturing through Nature’, the portfolio of Aashirvaad
platforms has now grown into an extremely Nature’s Super Foods was augmented with the
popular, full-fledged entertainment show on launch of an organic range comprising organic atta
Star TV network #BingoComedyAdda
and organic pulses – tur dal, moong dal, chana dal
– Sunfeast Mom’s Magic collaborated with and urad dal. These products are available across
celebrated musical artists for a virtual musical select general and Modern Trade outlets as well as
concert to celebrate the undying spirit of mothers leading e-Commerce platforms and have received
#StayStrongMoms encouraging response.
The Businesses continue to leverage the Focused and purposeful marketing inputs,
agri-commodity sourcing expertise resident in your consumer activations and region-specific
Company’s Agri Business to procure high quality raw interventions supported by sharply directed
In line with consumers increasingly seeking a holistic lifestyle and

the brand ethos of ‘Nurturing through Nature’, ‘Aashirvaad Nature’s Super Foods’,
a differentiated range of products comprising Gluten Free Flour, Ragi Flour and
Multi-Millet Mix, gained strong consumer traction during the year.

media investments, especially in digital platforms, In the Spices category, the Aashirvaad portfolio
enabled further improvement in Aashirvaad’s was augmented with the introduction of blended
brand health metrics. Powered by the trust reposed spices in the e-Commerce channel and focus
by over 3.9 crore households (source: HHP, markets to enable full portfolio play and to cater to
MAT Dec’20), your Company is confident of regional tastes and preferences.
strengthening Aashirvaad’s position as India’s No. 1 During the year, your Company acquired Messrs.
atta brand going forward. Sunrise Foods Private Limited (Sunrise), an Indian
As highlighted in prior years, the Business company primarily engaged in the business of
continues to contend with increased competitive spices under the trademark ‘Sunrise’. Sunrise is a
intensity post the implementation of 5% GST on clear market leader in eastern India in the
branded atta. While it has been the Government’s fast-growing Spices category with a rich heritage
intention to provide relief of nil rate of GST only to and brand legacy of over 70 years. Over the years,
small and local manufacturers thereby benefiting the brand has built a loyal consumer franchise,
consumers with lower priced staple products, many anchored on a differentiated product portfolio
unscrupulous players have used this distinction tailored to regional tastes and preferences, both in
in rates as an attractive tax-evasion/avoidance the basic and blended spice segments.
opportunity, by classifying their products as Your Company acquired Sunrise along with its two
unbranded or with a declaration that all actionable wholly owned subsidiaries. Besides augmenting
claims or rights associated with brand identity have your Company’s product portfolio, the acquisition
been foregone, while continuing to market the is also aligned with your Company’s aspiration
product with brand names and distinct trademarks. to significantly scale up its Spices business and
This inequitable GST differential between branded expand its footprint across the country. The deep
and unbranded players has resulted in market consumer connect and distribution strength of
distortion, widening the price gap between national Sunrise in focus markets, together with synergies
registered brands and local unregistered brands, arising out of the sourcing and supply chain
and acts as a disincentive to invest in value capabilities of your Company’s Agri Business
creation for the agri sector. and, its pan-India and multi-channel distribution
Supported by its new positioning, ‘Created by network, will provide significant value creation
opportunities for your Company. The transaction
Sun and Sea - pure just like nature intended it to
is also in line with your Company’s philosophy of
be’, Aashirvaad Salt gained traction in key focus
enhancing the competitiveness of agri value chains
geographies and posted a healthy growth during
in India whilst making a meaningful contribution to
the year. The portfolio was augmented with the
enhancing farmer incomes.
launch of two new variants – Iodized Crystal Salt
for south markets and Salt Proactive (with 15% The Scheme of Amalgamation of Sunrise with
lesser sodium) in Modern Trade and e-Commerce your Company was approved by the Honourable
channels in the major metros. National Company Law Tribunal, Kolkata Bench,
During the year, your Company acquired Messrs. Sunrise Foods Private Limited
(Sunrise), an Indian company primarily engaged in the business of spices under the
trademark ‘Sunrise’. Sunrise is a clear market leader in eastern India in the
fast-growing Spices category with a rich heritage and brand legacy of over 70 years.

vide order dated 26th February, 2021. The Scheme in the immediate aftermath of the onset of the
became effective from 1st April, 2021, consequent COVID-19 pandemic. The Business posted
to filing of certified copies of the order with the a smart recovery in the latter half of the year
Registrar of Companies, West Bengal on with progressive improvement in mobility and
1st April, 2021. Consequently, Sunrise has diversification of consumers’ purchase assortment.
amalgamated with your Company with effect from The Business continues to be the market leader
the Appointed Date being 27th July, 2020. in the bridges sub-segment and improved its
– The Biscuits category recorded robust growth market standing in potato chips. ‘Tedhe Medhe’
with significant surge in demand driven by continues to be the most widely distributed snack
increased at-home consumption during the first brand in the country. Several innovative variants
half of the year. However, the category witnessed were launched during the year including Pizza and
moderation in demand during the second half of Cheese Nachos under ‘Bingo! Mad Angles’,
the year as the options for out-of-home which met with encouraging market response.
consumption increased with easing of restrictions The year also marked the Business’ foray into
and increase in mobility. Product portfolio was the Traditional Snacks segment with the launch
bolstered with a number of innovative new of popular formats like Aloo Bhujia, Nut Crackers,
launches such as ‘Sunfeast Bounce’ Double Crème, along with first-to-market offerings like Cocktail Mix
‘Sunfeast Farmlite’ Digestive (with high-fibre content, and Pulse Mix in select markets.
in three variants) and ‘Sunfeast All Rounder’. – In the Instant Noodles category, ‘YiPPee!’ noodles
‘Sunfeast Veda Marie’ Light, with the goodness posted stellar growth, well ahead of the industry
of five natural ingredients (Ashwagandha, Tulsi, and strengthened its market standing as a strong
Mulethi, Adrak and Elaichi), continued to gain No.2 brand. Product portfolio was premiumised
traction during the year. The ‘Sunfeast Dark Fantasy’ with the launch of ‘YiPPee! Saucy Masala’ in
range of differentiated cookies sustained its unique red coloured noodle blocks with a drizzle of
leadership position in the super premium segment. tomato sauce and two offerings in a differentiated
The range was augmented with the launch of bowl format. YiPPee! also led the industry in terms
innovative variants - Choco Nut Fills, Choco Chip, of packaging innovation in family packs, enabling
Choco Crème and Vanilla Crème. The Cakes impactful visibility and driving growth in Modern
portfolio was strengthened with the launch of Trade. Innovative media campaigns, focused
differentiated variants - Trinity Cakes and digital interventions and celebrity endorsements
Swiss Roll under the brand ‘Sunfeast Caker’.
continued to create buzz around the brand
All of these products have received excellent
resulting in strong traction with consumers.
consumer response.
During the year, the Business deployed a focused
– The Snacks Business, which has a high salience of campaign, with MS Dhoni as the celebrity brand
out-of-home consumption, was severely impacted ambassador, to reinforce the 3 core elements of
by the lockdowns and mobility restrictions imposed the YiPPee! Noodles’ value proposition viz. longer,
In the Frozen Snacks category, the delectable range of ‘ITC Master Chef’
products comprising 30 differentiated variants continues to garner increasing
consumer franchise. During the year, availability was extended to 100 new markets
in a short span of time taking the aggregate to 135 towns.

tastier, non-sticky. On the back of MS Dhoni’s wide the year in Kolkata. Aashirvaad Svasti Ghee
appeal and popularity, the campaign connected continued to receive excellent product feedback
well with the consumers across age groups and and witnessed a substantial increase in consumer
resulted in superior brand imagery. traction. During the year, value-added fresh
dairy segment was augmented with the launch
– The Ready-To-Eat (RTE) category witnessed
of flavoured lassi. The Dairy Beverages category
healthy growth during the year led by the launch
was adversely impacted during the first half of the
of several innovative and value-added offerings
year due to reduced ‘out-of-home’ consumption
for domestic consumers. These include a range
following the outbreak of the COVID-19 pandemic.
of ‘hot pour over’ instant meals and a variety of
With gradual easing of restrictions and improved
cooking aids coupled with enhanced traction in the
mobility, the Sunfeast range of milk shakes
existing Meals, Instant Mixes and Ready-To-Cook
comprising four differentiated variants
products in key focus geographies, both within and
(Sunfeast Badam Milkshake, Strawberry Milkshake,
outside India.
Vanilla Milkshake and Dark Fantasy Chocolate
In the Frozen Snacks category, the delectable shake with Belgian Chocolate), were launched
range of ‘ITC Master Chef’ products comprising with new packaging. The products have met with
30 differentiated variants continues to garner encouraging consumer response and are being
increasing consumer franchise. During the year, extended to target markets.
availability was extended to 100 new markets in a
‘B Natural’ range of juices faced a challenging year,
short span of time taking the aggregate to
with severe disruptions during the peak season
135 towns. The accessibility of the range is being
due to the pandemic. Amidst such challenging
scaled up via e-Commerce and direct-to-home
circumstances, B Natural range of juices continued
models. While the Retail segment benefited
to deepen consumer connect by leveraging its
from increased ‘at-home’ consumption, the Food
‘goodness of fruit and fibre’ proposition. The B Natural
Service segment was severely impacted by
range of juices was augmented with the launch
Covid-induced restrictions in outlet operations.
of two innovative variants (Mixed Fruit+ and
– In the Dairy & Beverages Business, the Orange+) addressing immunity needs in
‘Aashirvaad Svasti’ fresh dairy portfolio comprising partnership with Amway. The immunity range has
pouch milk, pouch curd and paneer, gained strong met with encouraging response from discerning
consumer traction on the back of highest quality consumers. Partnerships with alternate delivery
standards and superior taste profile. The products channels enhanced product availability in spite of
are currently available in Bihar and West Bengal. disruptions in traditional trade channels. The sourcing
‘Aashirvaad Svasti Select’ Milk, a first-to-market strength of your Company’s Agri Business was
offering with the added assurance to consumers leveraged for procuring the raw materials from over
through ready online access to quality report for 3000 small and marginal farmers from Tamil Nadu,
each pouch, was successfully launched during Andhra Pradesh, Maharashtra and Gujarat.
The B Natural range of juices was augmented with the launch of two
innovative variants (Mixed Fruit+ and Orange+) addressing immunity needs,
in partnership with Amway. B Natural leverages the sourcing strength of
your Company’s Agri Business for procuring raw materials from
over 3000 small and marginal farmers.

– In the Chocolates, Coffee & Confectionery ‘Sunbean’ gourmet coffee, which is available
Business, the Confectionery category was across all ITC Hotels and select e-Commerce
severely impacted as out-of-home consumption platforms, continues to receive excellent response
fell sharply in the first half of the financial year. from discerning consumers. Sunbean Beaten
Limited functioning of the convenience channels Caffe, a unique ready-to-use beaten coffee
and prolonged closure of schools also exacerbated paste that produces a rich, creamy, frothy cup of
the situation. The category witnessed progressive coffee, was well received by consumers in launch
recovery in the second half of the year with markets. Encouraged by the initial consumer
easing of restrictions. Product portfolio was response, the product is now being extended to
augmented with the launch of a new jelly-based other markets; a new variant has been introduced
variant, ‘Candyman Jelimals Immunoz’, with recently for consumers who prefer a stronger cup
immunity-boosting vitamin-C and zinc, which of coffee.
received encouraging response. Several variants
– During the year, exports recorded robust growth
in multi-unit packs were launched in line with the
led by atta, biscuits and RTE despite the operational
increasing trend of at-home consumption. The
disruptions caused by the pandemic. The Business
category launched a new variant, ‘Mini Treats’
currently exports to over 50 countries.
under the ‘Candyman Fantastik’ brand, to address
the growing demand for home snacking which is Over the years, your Company has invested in
receiving encouraging response. setting up multiple Integrated Consumer Goods
‘Fabelle’ chocolates continue to receive excellent Manufacturing and Logistics facilities (ICML) towards
response from discerning consumers setting new augmenting its manufacturing and sourcing footprint
benchmarks in the luxury and FMCG chocolate across categories. With enhanced scale and improved
segments. Backed by innovative brand campaigns capacity utilisation, these ICMLs will provide structural
on digital platforms, Fabelle chocolates increased advantages to the Business over time, by enhancing
its presence in stores across Karnataka and select product freshness, improving market responsiveness,
large stores in other metro cities. During the year, reducing the cost of servicing proximal markets
availability of Fabelle was enhanced by leveraging and ensuring the highest standards of product
alternate channels including the ITC e-Store, hygiene, safety and quality. The ICMLs also enable
e-Commerce platforms, food delivery aggregators scalability, besides setting new benchmarks in quality,
and the takeaway menus of ITC Hotels. The safety, productivity and process excellence. Amidst
category has also expanded its presence in the unprecedented disruptions caused by the pandemic,
popular segment with the launch of ‘Candyman the ICML units were amongst the first in the country
Fantastik Chocobar XL’, with rich milk chocolaty to resume operations thereby ensuring availability
taste, at convenient price points; initial response of food products for consumers. Several ICML units
has been encouraging. received awards from leading industry bodies such
During the year, exports by the Branded Packaged Foods Businesses recorded
robust growth led by atta, biscuits and Ready-To-Eat despite the operational disruptions
caused by the pandemic. The Businesses currently exports to over 50 countries.

as the Confederation of Indian Industry (CII), Quality scheme for the food processing industry, with an
Circle Forum of India, National Convention on Quality estimated outlay of ` 10900 crores, is expected to
Concepts, etc. for their high standards of safety, not only boost farmer incomes but also infuse fresh
operational excellence and benchmarks in green and investments, build Indian brands for the global market
sustainable manufacturing. and promote exports.
Several manufacturing units of your Company’s Your Company is well poised to strengthen its position
Branded Packaged Foods Businesses, competing as one of the fastest growing foods companies and
with the best within and outside the industry, the ‘most trusted provider of food products’ in the
have also received over 90 prestigious awards and Indian market. Your Company remains confident
accolades during the year bearing testimony to of rapidly scaling up the Branded Packaged Foods
your Company’s focus on manufacturing excellence, Businesses leveraging the strong growth platforms
safety and quality. nurtured over the years in chosen categories which
offer immense headroom for growth, and powerful
The Business implemented several strategic cost
purpose-led mother brands that have the potential
management initiatives in areas such as supply chain
to be extended to address opportunities in adjacent
optimisation, Smart Procurement and productivity
spaces. In addition, your Company’s deep & wide
improvement through automation, leveraging
multi-channel distribution network, with growing
new-age tools such as Industry 4.0 and Smart Utilities.
presence in emerging channels such as e-Commerce,
These interventions helped in partially mitigating
modern trade, on-the-go and institutional sales,
the escalation in input costs and absorbing start-up
continue to deliver competitive advantage through
costs of new facilities and strategic investments in
superior product availability, visibility and freshness.
brand building for new categories viz. Dairy, Juices,
Recent investments in establishing a world-class
Chocolates and Coffee.
distributed manufacturing footprint have created
A big thrust on India’s Food Processing sector, a solid foundation to secure structural advantage
which lies at the intersection of value-added over time. Cutting-edge R&D platforms of your
agriculture and manufacturing, can lead to significant Company’s LSTC are driving agile innovation
job creation. The sector also has immense potential and faster turnaround times for introduction of
to enhance rural incomes and help manage food differentiated & first-to-market products catering to
inflation. Recognising this potential and headroom constantly evolving consumer needs. Your Company
for growth in the Indian market, your Company has has also stepped up investments in leading edge
made significant investments in food processing and digital technologies and platforms towards delivering
remains focused on establishing itself as the leading delightful brand experiences through personalised
player in the branded packaged foods industry. & contextual communication, while seamlessly
As stated earlier in this Report, recent announcements integrating consumers’ journey across online and
relating to the Production Linked Incentives (PLI) offline touchpoints.
A big thrust on India’s Food Processing sector, which lies at the intersection of
value-added agriculture and manufacturing, can lead to significant job creation.
Recent Government announcements relating to PLI are expected to not only
boost farmer incomes but also infuse fresh investments,
build Indian brands for the global market and promote exports.

Personal Care Products spends during the year. The brand has expanded
its germ protection equity from ‘Skin First’ to
Your Company’s Personal Care Products Business
‘Surface Hygiene’ as well. The strong growth in
posted robust growth during the year driven by several
revenues was driven by existing categories of soaps,
innovative and disruptive first-to-market products in
handwashes and antiseptic liquids as well as through
the Health and Hygiene space amidst heightened
agile innovation in the surface disinfectants space
concern of consumers around health and hygiene.
and germ protection products like wipes and masks.
Demonstrating a high degree of agility and These products, which have been crafted using
responsiveness to the market dynamics at play, advanced technology, provide effective protection
the Business rapidly expanded manufacturing against a wide range of germs including the
capacity manifold across categories - Handwash Coronavirus. Savlon Surface Disinfectant Spray,
4.5x, Sanitizers 100x, Floor Cleaner 2.3x, Soaps a first-to-market offering, was rapidly scaled up
& Antiseptic Liquids 6x - and enhanced availability across markets achieving clear market leadership.
of ‘Savlon’ antiseptic liquid, soap, handwash, hand The brand also strengthened its foothold in the
sanitizer and ‘Fiama’ handwash products in the Personal Wash & Hygiene category with the
market. The newly set-up perfume manufacturing launch of the Savlon Hexa range of soaps
plant at Manpura, Himachal Pradesh was re-purposed and sanitizers.
in quick time to manufacture hand sanitizers and The Business remained focused on building a
service the increased demand. Leveraging deep future ready portfolio, strengthening its position in
consumer insights and cutting-edge R&D platforms the Liquid Personal Wash space during the year.
of your Company’s Life Sciences and Technology Savlon Handwash grew well ahead of the industry
Centre, the Business launched several exciting and and Fiama Shower Gels also consolidated its
relevant offerings in record time under the ‘Savlon’ position as the second largest brand in the Liquid
brand viz., Surface Disinfectant Spray, Clothes Bodywash category.
Disinfectant and Refreshing Spray, Spray and Wipe,
The Business continued to expand its presence in the
Multi-purpose Disinfectant Liquid, Germ Protection
Home Hygiene segment by leveraging the ‘Nimyle’
Wipes, Face Mask, ‘Hexa’ range of soaps and hand
brand and the ‘Nim’ equity. During the year, Nimyle
sanitizing liquid. These products received excellent
witnessed strong growth in the operating markets of
consumer response and have been scaled up across
the East, achieving leadership position in West Bengal
markets. The development and the subsequent launch
and Odisha in the Floor Cleaner category. The brand
of these products across India in a short span of time,
gained good traction in new markets in the South.
is a testament to your Company’s superior insight
Product range was augmented with the launch of a
discovery processes, innovative capacity and robust
differentiated lemongrass fragrance variant which
product development platforms nurtured over the
has received encouraging response from consumers.
years to address evolving consumer needs.
During the year, the Business expanded its presence
‘Savlon’ witnessed significant growth in revenue and in the Home Hygiene space with the launch of
reached nearly ` 1200 crores in terms of consumer ‘Nimwash’ which is a 100% natural action vegetable
Demonstrating a high degree of agility and responsiveness, the Personal Care

Products Business rapidly expanded manufacturing capacity manifold across
categories - Handwash 4.5x, Sanitizers 100x, Floor Cleaner 2.3x, Soaps &
Antiseptic Liquids 6x - and enhanced availability of ‘Savlon’ antiseptic liquid, soap,
handwash, hand sanitizer and ‘Fiama’ handwash products in the market.

and fruit wash liquid made with neem and citrus The premium skincare segment was adversely affected
extracts. The products are gaining traction and are especially in the first half of the year due to the
being scaled up. Leveraging the equity of ‘Nim’, the pandemic. A focused digital-first approach adopted by
Business has also recently launched ‘Nimeasy’ - an the Business aided revival of demand in the second
enzyme-based eco-friendly dish wash gel, which half. The Dermafique range was augmented with the
enables a powerful lift off action that reduces the need launch of bio-cellulose face masks – co-designed
for scrubbing and eases removal of greasy/oily food by dermatologists and made from bio-degradable
particles, removes food malodour and washes away fibres derived from 100% natural coconut water using
bacteria from the surface of the utensils. The product patented technology, redefining the ordinary sheet
has received encouraging response. masking experience. Leveraging the deep radiance
technology developed at your Company’s
Accreditation by globally acclaimed laboratories has
state-of-the-art Life Sciences and Technology Centre
further strengthened the efficacy credentials of the
and Charmis’ Skin Care equity, the Business launched
Savlon, Nimyle and Nimwash range of products with
the ‘Charmis Radiance Range’ of face wash,
regard to their ability to protect from 99.9% germs
face serum and hand cream in target markets.
including Coronavirus.
The Business continued to leverage creative brand
The Fragrances category which witnessed significant
campaigns and social media platforms towards
decline in demand due to pandemic induced deepening consumer engagement. Vivel’s ‘Voice of
restrictions on mobility, recovered in the second half Art’ Campaign on gender equality won Gold in Drivers
of the year, resulting in sequential increase in sales of Digital Awards for best innovation and creativity
of ‘Engage’ perfumes and deodorants. Over the in social media and best content in marketing.
years, your Company has established itself as the Savlon’s #NoHandsUnwashed Campaign won
clear leader in the pocket perfume segment and the Gold at The Indian Public Relations and Corporate
second largest player in the industry overall. This has Communications Conference and Silver at Mad
been achieved on the back of a range of differentiated Over Marketing Awards for Best Public Awareness
products and disruptive innovations anchored on Campaign. The Cannes Lions Creativity Report listed
the twin vectors of ‘affordability’ and ‘convenience’ the Savlon’s signature campaign – Healthy Hands
towards driving category expansion. The world-class Chalk Sticks amongst the decade’s most iconic works.
range of masstige perfumes, ‘Engage L’amante’,
The Business continues to accord the highest
has been well received by discerning consumers.
priority to manufacturing excellence. All the three
The fragrances category with its robust portfolio and
Company-owned units at Haridwar, Manpura and
compelling value proposition is well positioned to
Guwahati continued to be Five-S certified by the
bounce back as the situation normalises.
Quality Circle Forum of India. The Guwahati unit also
The Business continued to strengthen its presence in won Par Excellence Award in the National Convention
the premium skincare space through its ‘Dermafique’ on Quality Concepts, 2020 for project on sustenance
brand and in the popular space through ‘Charmis’. of Five-S.
‘Savlon’ witnessed significant growth in revenue and reached nearly ` 1200 crores
in terms of consumer spends during the year. The Cannes Lions Creativity Report
listed the Savlon’s signature campaign – Healthy Hands Chalk Sticks – amongst
the decade’s most iconic works.

Your Company’s strategic focus in recent years The Business remained focused on developing and
has been to invest behind emerging need spaces launching innovative and superior quality products in
spanning health & hygiene, naturals and liquids. the market by leveraging robust product development
This has been supported by cutting edge innovation, platforms in collaboration with your Company’s Life
superior consumer insight discovery processes, Sciences and Technology Centre. Several initiatives
purpose-led brands and impactful communication in were launched during the year in line with the
digital and conventional media. Access to institutional Business’s strong commitment of partnering with
strengths such as robust R&D platforms resident in students in their journey of learning and development.
LSTC, packaging knowhow and your Company’s Product portfolio was augmented with the launch of
multi-channel distribution network continue to be ‘Classmate Interaktiv’ series with ‘Origami theme’ as
leveraged to rapidly scale up the business. The the first in the series of engagement-based notebooks,
pandemic has resulted in heightened awareness encouraging students to learn through ‘Do It Yourself’
and enhanced demand for products addressing activities. With prolonged closure of educational
hygiene needs of consumers. Your Company, with its institutions, this exciting range of notebooks also
future-ready portfolio and purpose-led brands, is well played a significant role in enhancing the activity and
positioned to seize the opportunities and emerge as a engagement levels of students during the pandemic.
significant player in this space. The ‘Paperkraft’ range was enriched with the launch of
premium pens. The Business continued to strengthen
Education and Stationery Products
its reach in the college and value segments of the
The Education and Stationery products industry notebook industry through ‘Classmate Pulse’ and
was severely impacted during the year due to ‘Saathi’ brands respectively.
COVID-19 induced lockdowns and closure of
The Business continued to deepen consumer
educational institutions for a major part of the year.
engagement through Classmateshop.com,
The Business expanded the reach of its products
a first-to-market initiative that offers personalised
by including grocery, independent stores and rural
notebook covers and has elicited encouraging
stockists in both urban and semi-urban markets as
response. The unique ‘MyClassmate’ app is being
the traditional stationery outlets were largely
enriched with powerful new features focusing on
non-operational. Presence in e-Commerce platforms
cognitive and co-curricular skill development in a
was expanded to sustain leadership and ensure
storytelling and gamified format.
consistent availability of the relevant product mix
in the notebooks segment. Notwithstanding the The robust distribution network of your Company
challenging business environment, the Business was leveraged to achieve higher productivity and
sustained its clear market leadership position in the capture demand in non-traditional channels through
industry demonstrating a high degree of agility and outlet and market expansion. During the year, the
responsiveness across the value chain in dealing with Business continuously engaged with a large number
heightened uncertainties posed by the pandemic. of customers towards managing the heightened
Accreditation by globally acclaimed laboratories has further strengthened the

efficacy credentials of the Savlon, Nimyle and Nimwash range of products with
regard to their ability to protect from 99.9% germs including Coronavirus.

uncertainties in the business environment while also and robust product portfolio, product innovations,
addressing market opportunities with agility. The collaborative linkages with small & medium
Business also deployed aggressive cost reduction enterprises and superior distribution network is
measures which helped in partially mitigating the well poised to strengthen its leadership position in
impact of negative operating leverage. Proactive the industry.
management of inventory and receivables was
another key focus area that helped reduce working Incense Sticks (Agarbattis) and Safety Matches
capital intensity and manage risks associated with a The Agarbatti industry witnessed significant
highly uncertain operating environment. challenges in the wake of the COVID-19 pandemic
The Classmate and Paperkraft range of notebooks marked by severe disruptions in market and outlet
leverage your Company’s world-class fibre line at operations across the country along with a drop in
Bhadrachalam - India’s first ozone treated elemental ‘out-of-home’ consumption due to closure of temples.
chlorine free facility - and embody the environmental There was a visible shift in consumer behaviour
capital built by your Company in its paper business. The towards trusted and credible brands and ‘value for
Business continued to scale up the Paperkraft range money’ packs.
of notebooks using Forest Stewardship Council (FSC) Despite the headwinds faced due to Covid-induced
certified paper, made at your Company’s paper mill, restrictions especially in the first quarter, ‘Mangaldeep’
benchmarking with the best paper quality in the world. Agarbattis and Dhoop bounced back strongly,
With over 250 million school going students and resulting in enhanced household penetration
1.7 million schools, India has one of the largest and market standing for the brand with all-round
education systems in the world. The Indian Education improvement in brand health measures. The Business
and Stationery Products industry holds immense remained focused on driving brand salience through
growth potential driven by growing literacy, increasing targeted marketing investments and a differentiated,
enrolment ratios, Government’s thrust on the superior product experience with deep connect to
education sector and a favourable demographic devotion. Proactive steps were also taken towards
profile of the country’s population. The New Education driving product mix enrichment and cost optimisation.
Policy approved in July, 2020 is expected to transform
With a vision to enable the pursuit of devotion
the education sector and in-school education
for every Indian, Mangaldeep focused its brand
which augurs well for the Education and Stationery
interventions on digital media to reach out to
Products industry.
consumers who were unable to visit temples due
The second wave of COVID-19 has heightened to restrictions on mobility. Mangaldeep initiated live
the uncertainty around the timing of resumption of Pujas leveraging the Facebook live platform to create
physical schooling and normalisation of business an emotional connect with devotees – the initiative
environment. Notwithstanding the challenges in the met with encouraging response from consumers. The
short-term, your Company, with its strong brands Mangaldeep devotional app continues to play a key
The Education and Stationery products industry was severely impacted

during the year due to COVID-19 induced lockdowns and closure of
educational institutions for a major part of the year.

role in the devotional journey of consumers. The app, your Company, as highlighted above, sub-serve
which has garnered nearly one million downloads, the national priorities of employment generation
has been enriched with the inclusion of ‘Life Lessons and provide a source of competitive advantage to
from the Gita’ - a podcast series on interpretations of the Business while generating superior incomes for
shlokas from the holy Bhagwad Gita. The app is now bamboo farmers in the agarbatti stick and raw batti
available in four more countries - Australia, Singapore, manufacturing value chain.
United Kingdom and South Africa, connecting the
While demand conditions in the Safety Matches
Indian diaspora with their rich culture and heritage.
industry remained sluggish, the Business
Category first innovations during the year include strengthened its market leadership position through
the launch of first-to-market fragrance - Mangaldeep agile supply chain operations during lockdown,
Marigold and innovations in new product formats such portfolio premiumisation and by leveraging a robust
as Mangaldeep Treya Cup Sambrani (fragranced cups portfolio of offerings across market segments.
in Sambrani format). The Business also launched The strong distribution network of your Company
new variants under the Mangaldeep Temple ensured continuous availability of its products amidst
‘Fragrance of God’ range anchored on the core disruption in market operations. It is pertinent to
proposition of ‘bringing home the divinity of the temple’. note that with effect from 1st April, 2020, GST rates
Over the years, the Business has implemented for all safety matches irrespective of process of
several measures to enhance the competitiveness manufacture (mechanised/semi-mechanised units and
of the agarbatti value chain in India. These include ‘handmade’ safety matches) have been harmonised
import substitution and backward integration of at 12% compared to 18% for mechanised/semi-
sourcing raw materials and manufacturing raw battis mechanised and 5% for handmade matches earlier.
using indigenous inputs. The Business has been The harmonised rates offer a level playing field for
a pioneer in developing domestic manufacturing all players. The Business continues to focus on
capabilities for ‘raw battis’. To augment the import enhancing the salience of value-added products in
substitution and develop a reliable domestic agarbatti its portfolio and enhance supply chain efficiency by
stick manufacturing value chain, the Business has sourcing products manufactured closer to market.
been working closely with the Government under
TRADE MARKETING & DISTRIBUTION
the aegis of the National Bamboo Mission and other
nodal agencies of state governments, for cultivating The outbreak of COVID-19 pandemic and
bamboo plantations. The bamboo species required unprecedented disruptions caused by resultant
to make agarbatti sticks, are being grown in the lockdowns – closure of outlets, restrictions on mobility
states of Tripura, Assam, Maharashtra, Uttarakhand of people and goods, curbs on working hours – posed
and Karnataka. The first harvest of bamboo poles significant distribution challenges during the year. Your
from the North East is expected to be available Company’s Trade Marketing & Distribution (TM&D)
for conversion into agarbatti sticks in the near vertical demonstrated a high degree of agility and
future. The proactive measures implemented by responsiveness to resume operations expeditiously
The Mangaldeep devotional app, which has garnered nearly

one million downloads, has been enriched with the inclusion of a
podcast series on ‘Life Lessons from the Gita’. The app is now also available in
Australia, Singapore, United Kingdom and South Africa, connecting the
Indian diaspora with their rich culture and heritage.

while ensuring safe working conditions for employees, The dynamic interplay of diverse demographic
trade partners and their associates. Amidst profiles, vast geographical landscape, multiplicity
heightened uncertainty and market disruptions, TM&D of channels, varied consumer preferences along
ensured efficient market servicing and availability with socio-economic factors pose a high degree
of your Company’s products through concerted of complexity for distribution of FMCG products in
actions across all nodes of operations. This includes India. Given the diverse set of needs and challenges
extension of support to trade partners, realignment associated with each channel, TM&D has crafted
of the distribution infrastructure, deployment of channel-specific strategies to efficiently service
innovative delivery models, strategic partnerships and consumers across the country. TM&D continues to
enhanced usage of digital technologies. leverage the critical insights into consumer behaviour
In response to the high degree of variability in demand and channel-specific trends it has gained over the
under the circumstances, TM&D adopted shorter years, to deliver superior performance in terms of
demand planning cycles, leveraged data analytics for availability, visibility and freshness. The rapid growth
sharper demand forecasts, focused on fewer large of Modern Trade and e-Commerce channels,
runner SKUs, activated delivery routing options and ‘Out-of-Home’ & ‘On-the-Go’ consumption and
pro-actively managed working capital deployed in the the growing importance of chemists and specialty
business. Nearly two-thirds of the throughput during outlets in recent years, has warranted crafting of
the lockdown phase was delivered direct-to-customer/ differentiated market/outlet specific strategies to seize
market from factories to reduce transit time and the emergent opportunities.
ensure timely access to your Company’s products.
The Food Service and Institutional channels
Your Company was amongst the first in the industry witnessed a protracted recovery cycle due to
to launch an online ordering system for retailers to pandemic induced restrictions. However, with the
mitigate the disruption in sales operations. Customers easing of restrictions and increased mobility, there has
were facilitated by TM&D to scale up tele-calling been a progressive recovery in these channels during
and WhatsApp based order taking from retailers. the second half of the year.
Your Company also pioneered an innovative model -
‘ITC Store on Wheels’ - to directly service consumers The availability of your Company’s products in over
in residential complexes. The initiative catered to six million retail outlets across various trade channels
over 900 residential societies in top markets. The in the country is facilitated by its robust distribution
exclusive ‘ITC e-store’, launched just prior to network which was further strengthened during the
the country wide lockdown, was also leveraged year with the addition of more markets and outlets
to provide on demand access to consumers in select to its service base. Market and outlet coverage
markets. Your Company also enhanced the presence were stepped up to appx. 1.3x and 1.1x respectively
of its product portfolio in alternative channels and compared to pre-Covid levels. The pandemic triggered
entered into collaboration with new partners large scale reverse migration to rural/semi-urban
(viz., Dominos, Swiggy, Zomato and Dunzo) to clusters fuelling higher demand in such markets.
efficiently service consumers. During the year, your Company focused on driving
The Agarbatti Business promotes import substitution and backward integration

by sourcing raw material and supporting the manufacture of raw battis using
indigenous inputs. The Business has been working closely with the Governments in
Tripura, Assam, Maharashtra, Uttarakhand and Karnataka where the bamboo species
required for agarbatti manufacture are being grown.

rural distribution by strengthening its direct distribution The year was a mixed bag for the Modern Trade
network in identified markets on the basis of channel. After a surge in buying by consumers
socio-economic indicators and market potential. in the initial stages of the lockdown, there was a
This was supported through a hub & spoke dramatic drop in footfalls as consumers began
distribution model with the expansion of the rural avoiding crowded spaces. Temporary discontinuation
stockists network to 1.9x of pre-Covid levels in the of operations by some of the key retail chains
focus markets. Your Company’s extensive e-Choupal exacerbated the situation. On the other hand, the
network was also leveraged in key geographies to Cash and Carry format, which deals in the B2B
build local connect and carry out extensive consumer space, stepped in to fill the void created by disruption
engagement activities. These initiatives helped in in wholesale trade. Your Company’s business with
substantially mitigating the impact of disruptions Modern Trade continued to grow ahead of the industry
in the wholesale channel and sharp targeting on the back of a format-based assortment approach
rural markets in certain states that witnessed reverse catering to the needs of a diverse set of shoppers
migration due to the pandemic, leading to robust and category specific sell-out strategies. This was
growth in rural sales. further aided by close collaboration on supply chain
management which led to enhanced operational and
Demand in the urban areas was relatively more
execution efficiencies.
impacted, particularly during the first half of the year,
due to pandemic-induced restrictions and exodus of As stated earlier in this Report, the pandemic boosted
migrant workers to rural areas as aforementioned. the e-Commerce channel as consumers sought to
With economic activity gaining pace during the second fulfil their needs from the safety of their homes during
half and migrant workers returning to work, urban the lockdown period. Significant increase in internet
markets witnessed revival in demand. Customised penetration, growing popularity of digital payments,
servicing and retail engagement programmes were attractive loyalty programmes, wide assortment
deployed by TM&D to stimulate demand for your of products and faster deliveries continue to drive
Company’s products with enhanced focus on premium the rising salience of this channel. Anticipating the
grocery outlets. Further, chemist outlets coverage increase in consumer preference for ‘contactless
was scaled up by nearly 50% driven by the health and shopping’ and home delivery, your Company
hygiene category. proactively engaged with e-Commerce platforms and
aligned the supply chain to deliver the right SKUs and
During the year, TM&D continued to focus on
product assortments. Sales through the e-Commerce
enhancing availability in markets proximal to its
channel more than doubled during the year, taking its
ICMLs. Over the last three years, your Company
salience to over 5% of Segment Revenue.
has rapidly expanded its footprint with 40% increase
in its service base in markets proximal to ICMLs. Your Company collaborated with the leading
This was facilitated by driving awareness levels, e-Commerce platforms on all aspects of operations
product trial generation, expansion of distribution and i.e. category development, marketing, supply chain
consumer promotions. and customer acquisition. This was augmented
The availability of ITC’s products in over six million retail outlets across various
trade channels in the country is facilitated by its robust distribution network.
Market and outlet coverage were stepped up during the year to appx. 1.3x and
1.1x, respectively, compared to pre-Covid levels.

by development of exclusive and relevant pack Technology enablement in the form of customised
assortments, capability building to execute plans to mobility solutions, routing solutions, machine learning
drive ‘Digital First’ brands and platform discoverability algorithms, efficient transaction processing and data
through jointly curated campaigns. Joint Business analytics comprising insightful visualisation tools and
Plans built and executed in close co-ordination with predictive analysis are being leveraged increasingly
the e-Commerce platforms further consolidated the to enable quick and accurate data capture, informed
market standing of your Company. Besides, the decision making in real time, scientific design of trade
presence of your Company’s brands in health and inputs and drive sales.
hygiene space was strengthened on the specialist
A virtual summit on ‘Digital Enablement for Kirana
e-pharma platforms.
Outlets’ to educate and upskill retailers on best
The scale and diversity of your Company’s distribution practices in retail management was organised by
network continues to be a critical lever to enhance your Company during the year. The summit saw an
market presence, gain valuable insights into overwhelming participation of over 1500 retailers,
consumer & trade behaviour and provide speed and securing a place in the GUINNESS WORLD RECORDS®
scale of execution for launches across geographies. for ‘Most viewers for a retail management live stream
During the year, your Company executed more than on a bespoke platform’.
120 new product launches across geographies apart
Several interventions were undertaken by TM&D
from extending distribution reach of several existing
products in the portfolio. during the year to reduce distribution cost and,
enhance operational efficiency and productivity.
TM&D continues to leverage digital technologies to These include increase in direct shipments from
drive productivity, improve market servicing, draw factories to customers, direct delivery to Modern
actionable insights for sharp-focused interventions,
Trade stores, deployment of dedicated vehicles,
augment sales force capability and deepen connect
palletisation, efficient freight procurement and
with retailers. Recent initiatives include UNNATI
deployment of IOT Technology to improve turnaround
(eB2B App) and VIRU (Virtual Salesman App)
times. The initiatives helped in mitigating the increase
platforms, which facilitate digital ordering and trade
in logistics costs as a result of a steep rise in
engagement; direct-to-consumer e-Commerce
global crude oil prices during the year.
platform (ITC e-Store); WhatsApp based chatbot
(ITC Storelocator) enabling easier access for Notwithstanding the disruptions caused by the
consumers to your Company’s products in their pandemic, your Company made steady progress
vicinity; deployment of innovative delivery models during the year in setting up state-of-the-art Ancillary
and use of alternate channels (ITC Store-on-Wheels) Manufacturing cum Logistics Facilities (AMLF).
and use of AI/ML for outlet level actionable insights, The AMLF located in your Company’s Pudukkottai
etc. The ‘ITC One Supply Chain’ initiative continued manufacturing complex has been recently
to be leveraged to drive supply chain cost optimisation commissioned and another one at Kapurthala is
on the back of digital technologies and scale benefits. expected to be commissioned in the near future.
Anticipating the increase in consumer preference for ‘contactless shopping’ and

home delivery, your Company proactively engaged with e-Commerce platforms
and aligned the supply chain to deliver the right SKUs and product assortments.
Sales through the e-Commerce channel more than doubled during the year.

These state-of-the-art automated facilities co-located The Travel & Tourism sector holds prime importance
with the ICMLs will provide several benefits including for the Indian economy as well, with its direct and
inventory optimisation and improved reliability of indirect economic impact estimated at appx. 10%
supplies, besides reducing complexity in operations of GDP (at pre-Covid levels), translating to
and cost of servicing. ` 20 lakh crores per annum. The extensive tourism
value chain spanning hotels, travel agents, airlines,
Your Company continues to invest in augmenting
tour operators, tourism destinations restaurants,
the depth and width of its distribution network while
tourist transporters and guides, etc. results in a
adopting a differentiated approach to address the
huge economic multiplier impact, ranking it amongst
unique needs of its diverse FMCG product portfolio,
the highest across industries on this count. As per
market segments and trade channels. Cutting-edge
estimates of the Federation of Associations in Indian
digital technologies are being scaled up towards
Tourism & Hospitality, the sector accounts for around
strengthening TM&D’s real time operations and
10% to 12% of the country’s employment, directly
execution platform spanning synchronised planning
and indirectly.
and forecasting, NextGen agile supply chain, and
smart demand capture and fulfilment. The Indian hospitality industry was significantly
impacted during the year due to severe restrictions
With its robust systems and processes, an agile and
on domestic and international travel and heightened
responsive supply chain and a synergistic relationship
with its channel partners, TM&D’s distribution highway sensitivity around hygiene and social distancing
is a source of sustainable competitive advantage norms. Domestic Air Passenger traffic declined by
for your Company’s FMCG Businesses; and is well over 50% and international tourist arrivals degrew by
poised to support the rapid scale up of operations in 97% during the period April-December, 2020, leading
the ensuing years. to low room demand. Consequently, several hotels
had to either temporarily close down or scale down
HOTELS operations especially in the first half of the year.
The Travel & Tourism industry, which accounted for With gradual withdrawal of restrictions, albeit with
appx. 10.5% of global GDP and 10% of employment strict guidelines and protocols, the hospitality sector
in 2019, ranked amongst the most severely impacted witnessed partial revival led by domestic leisure
sectors due to the COVID-19 pandemic. As per the tourism and motorable destinations around large
World Travel and Tourism Council, Travel & Tourism cities. The hospitality industry staged a progressive
GDP contracted steeply by 49.1% in 2020 along with recovery with room occupancies and food & beverage
appx. 62 million job losses. According to the UNWTO (F&B) revenue picking up in the latter half of the
World Tourism Barometer, 2020 was the worst year on year. Health and safety remained prime concerns for
record in the history of tourism, with losses estimated consumers resulting in emergence of new service
at 10 times higher than that caused by the Global standards viz. improved sanitization procedures,
Financial Crisis of 2007-08. social distancing protocols and contactless solutions.
Your Company’s Trade Marketing & Distribution vertical continues to leverage

digital technologies to drive productivity, improve market servicing,
draw actionable insights for sharp-focused interventions, augment sales
force capability and deepen connect with retailers.

Responding with agility to the dynamic situation, incentives, conferencing, exhibitions) segment,
the Business swiftly re-engineered operating protocols extension of additional benefits to members of the
for enhanced health, safety & hygiene, augmented Club ITC loyalty programme and launch of
revenue streams and deployed aggressive cost ‘Gourmet Couch’ and ‘Flavours’ home delivery/takeaway
reduction measures to cushion the impact of the offerings.
headwinds facing the industry. The ‘WeAssure’
The Gourmet Couch menu brings a medley of the
programme, designed in collaboration with medical
finest cuisines from the signature restaurants of
professionals and disinfectant experts, was rolled
ITC Hotels for diners in all major cities in India.
out to reassure guests and to provide best-in-class
The Business also partnered with food delivery
experience in hygiene and safety at your Company’s
platforms ‘Zomato’ and ‘Swiggy’ to enable wider
iconic Hotels. Under this initiative, stringent protocols
availability of the offerings. ‘Gourmet Couch by
and visible markers of safety across all guest touch
ITC Hotels’, was adjudged the Best 5 Star Food delivery
points have been implemented demonstrating
at the Travel + Leisure India’s Best Awards 2020.
ITC Hotels’ commitment to well-being and safety of
all its stakeholders. Further, investments in digital Significant disruptions in operations were manifest in
assets and contactless technologies were made the financial performance of the Business. Segment
to significantly reduce physical touchpoints with Revenue for the year stood at ` 627.51 crores
guests during check-in, check-out, stay and usage of representing a degrowth of 66% while Segment
F&B facilities. State-of-the-art technology has been EBITDA turned negative at ` 268.60 crores compared
deployed to provide a pathogen-free environment to ` 419.88 crores in the previous year. A combination
in each property, thereby re-assuring guests and of interventions spanning augmentation of revenue
associates of the highest standards of safety. The streams, customised packages and an aggressive
programme, certified by M/s. DNV (one of the world’s cost reduction programme helped partially mitigate
leading certification bodies), is benchmarked to the impact of low occupancies and room rates.
world-class standards in the areas of health, hygiene, Progressive improvement in mobility, strong demand
safety & pathogen management, and achieved for leisure properties along with robust wedding
a Platinum Level certification. The ‘WeAssure’ business led to a smart sequential recovery and the
programme was also recognised as the Best Safety Business turning EBITDA positive in the second half
Protocol programme by the readers of Travel + of the year.
Leisure India & South Asia 2020-21. Your Company’s Hotels Business remains amongst
The Business launched a host of curated offerings one of the fastest growing hospitality chains in the
across accommodation, dining and banqueting country with 107 properties and over 10,200 rooms
to augment revenues and mitigate the impact of under four distinct brands - ‘ITC Hotels’ in the Luxury
low occupancy across properties. These include segment, ‘Welcomhotel’ in the Upper-Upscale segment,
introduction of special packages offering value and ‘Fortune’ in the Mid-market to Upscale segment
flexibility targeting short getaways/staycations, and ‘WelcomHeritage’ in the Leisure and Heritage
revamped packages for the MICE (meetings, segment. Travel + Leisure India’s Best Awards 2020
The ‘WeAssure’ programme, designed in collaboration with medical professionals

and disinfectant experts, was rolled out to provide best-in-class hygiene and
safety experience at your Company’s iconic Hotels. The programme
achieved a Platinum Level certification from DNV.

acknowledged ITC Hotels as the Best Luxury Hotel were added to the Welcomhotel portfolio of managed
Chain in India. properties - Welcomhotel Bay Island in Port Blair,
designed by the world renowned architect
The F&B segment continues to be a major strength
Late Charles Correa; Welcomhotel Shimla, nestled
of your Company’s Hotels Business with some of
amidst the Himalayas; and Welcomhotel Ahmedabad
the most iconic brands in the country. The Bukhara
offering exquisite experiences across culture, cuisine
restaurant at ITC Maurya continued to feature in
and nature. The Welcomhotel portfolio of 19 hotels
‘Asia’s 100 Best restaurants 2021’ while Avartana at
and over 2,100 keys is poised to scale up further
ITC Grand Chola made an impressive debut in the
with the addition of several new properties in the
coveted list. Dum Pukht at ITC Maurya was adjudged
near term, in line with the ‘asset-right’ strategy of
winner, ‘Favourite Restaurant in a Hotel’ in the
the Business.
Conde Nast Traveller Readers’ Travel Awards 2020.
The ‘Fortune’ brand continues to maintain its
‘Club ITC’, your Company’s unique loyalty programme
pre-eminent position in the Mid-market to Upscale
continues to gain franchise amongst the premium
segment, with the positioning of ‘First class, full
clientele of ITC hotels. For ease-of-use and flexibility,
service hotels – an affordable alternative’, comprising
Club ITC adopted a digital-first approach besides
39 properties and nearly 3000 rooms across 35 cities.
introducing additional benefits and privileges. The
The ‘WelcomHeritage’ brand retains its leadership
programme continues to strengthen its strategic
as the country’s most successful and largest chain of
partnership with Marriott Bonvoy, the combined loyalty
heritage hotels with an operational inventory of
programme of Marriott International. The dining
35 hotels comprising over 900 rooms.
loyalty programme - ‘Club ITC Culinaire’ - continued
to service members through food delivery options and The Business continues to make digital investments
regained membership enrolment momentum in the towards facilitating guest acquisition, enhancing
second half of the year. guest experience, augmenting revenue generation
and driving operational efficiency. During the year,
The world-class ambience of your Company’s luxury
the Business deployed a contemporary cloud-based
hotels continues to be leveraged for the gourmet
central reservation and distribution system, which
luxury chocolates under the Fabelle brand with
provides seamless distribution of inventory across
exclusive boutiques across eight ITC Hotels and
multiple channels including global distribution
kiosks at four Welcomhotels. The Fabelle chocolate
systems, voice, brand website, online travel agents,
boutiques offer a range of exquisitely crafted desserts
etc. for all owned and managed properties. The
and cocoa beverages, created live by Fabelle
Business also augmented the brand website with
Master Chocolatiers.
mobile-first design to enhance customer experience.
In the Upper-Upscale segment, the ‘Welcomhotel’ Aided by a state-of-the-art booking engine and
brand continues to strengthen market standing driven advanced analytics, the refreshed website serves as
by its refreshed and distinctive positioning of offering a single window platform to make bookings across all
‘Enriching Experiences’. During the year, three hotels the four brands of your Company’s Hotels Business.
The Hotels Business launched a host of curated offerings, including introduction of

special packages offering value and flexibility targeting short getaways/staycations,
revamped packages for the MICE segment and launch of ‘Gourmet Couch’ and
‘Flavours’ home delivery/takeaway offerings, among others.

The brand website continues to be an integral channel As reported earlier, your Company’s ‘asset-right’
of communication with the customers. With targeted strategy envisages a large part of incremental
social media communication, the Business heightened room additions going forward to accrue through
guest engagement including amplified messaging management contracts. The Business is witnessing
towards the new protocols on health, hygiene & growing interest amongst property owners to align
safety. Your Company continues to invest behind with its iconic brands resulting in healthy generation
world-class integrated technologies including mobile of leads and pipeline for management contracts.
app and web-based solutions to provide best-in-class While new signings/openings were adversely
guest experience and enhance operational efficiency. impacted during the year due to the pandemic,
Your Company’s ‘Triple Bottom Line’ philosophy is the Business is confident of bouncing back as the
manifest in the Hotels Business’s ‘Responsible Luxury’ situation normalises. In this context, apart from
ethos, making it a pioneer in luxury hoteliering its Welcomhotels brand, plans are on the anvil to
globally. The Business continuously strives to reduce introduce a boutique brand – ‘Storii’ – to offer curated
water and energy consumption, and enhance the travel experiences to the new age traveller.
usage of renewable energy to meet its overall The second wave of the pandemic has triggered a
energy requirements. Currently, energy requirements fresh round of mobility and travel restrictions leading
in several ITC hotels are being fully met through to severe disruptions. The near-term outlook for
renewable sources and plans are on the anvil to scale the hospitality industry will depend largely on the
up the same. return of confidence in business and leisure travel.
As a testament to your Company’s ‘Responsible Luxury’ Progress of vaccination, rate of Covid infections and
ethos and ‘Triple Bottom Line’ philosophy, ITC Windsor, easing of restrictions, will be the key monitorables
Bengaluru, became the first hotel in the world to in the near term. Your Company’s Hotels Business
receive the prestigious LEED Zero Carbon Certification. has demonstrated remarkable agility in curating
Awarded by US Green Building Council (USGBC), special offerings, augmenting new revenue streams
this certification recognises buildings operating with and pursuing strategic cost management measures
net zero carbon emissions. towards mitigating the impact of the pandemic and
staged a smart recovery in the second half of the year.
Around the early 2000s, your Company had embarked
Some of these interventions and learnings have been
upon an aggressive investment-led growth strategy to
embedded in business operations in the new normal,
rapidly expand its footprints in the luxury and Upper
which will provide sustained benefits going forward.
Upscale segments of the Indian hospitality industry.
Since then, your Company has added 13 iconic Notwithstanding the short-term challenges, your
properties comprising nearly 3400 rooms; construction Company, with the highest standards of hygiene
of another 3 properties - ITC Narmada, a Luxury supported by a portfolio of world-class properties,
Collection hotel in Ahmedabad and Welcomhotels at iconic cuisine brands and best-in-class levels of
Bhubaneswar and Guntur - with around 500 rooms is service anchored on ‘Responsible Luxury’ ethos, is
nearing completion. well-positioned to stage a strong recovery in line with
Your Company’s ‘asset-right’ strategy envisages a large part of

incremental room additions going forward to accrue through management
contracts. The Hotels Business is witnessing growing interest amongst property
owners to align with its iconic brands resulting in healthy generation of leads
and pipeline for management contracts.

industry dynamics and sustain its pre-eminent position superior performance in the Paperboards, Paper &
in the Indian Hospitality industry. Your Company Packaging segment. The Businesses proactively
will continue to aggressively pursue the asset-right engaged with its customers to ensure continuity
strategy leveraging its brands and digital investments, of supplies as its first priority. In recent years, the
focus on sweating existing assets, creating additional Business has made several strategic investments
revenue streams and examine alternative structures in areas such as pulp import substitution, proactive
towards engendering enhanced value creation. capacity augmentation in Value Added Paperboards
(VAP) segment, innovation platforms focused on
PAPERBOARDS, PAPER AND PACKAGING providing holistic & customised solutions to end-user
The Indian Paperboards and Paper industry was industries and strengthening the fibre chain for
confronted with severe challenges in FY 2020-21. securing cost-competitive wood supplies. Go-to-market
The onset of the COVID-19 pandemic and imposition strategies have also been sharpened to service
of nationwide lockdowns severely impacted domestic customers with greater speed and agility. These
demand across most end-user industries with the augmented capabilities have made the Business
exception of Pharma, Laminates, e-Commerce and stronger and more resilient and have helped it to
sectors catering to essential commodities, which effectively navigate the emergent challenges in the
remained relatively resilient. With the easing of aftermath of the pandemic. After a challenging
restrictions, demand across most segments witnessed first half, the Businesses recovered smartly with
progressive recovery barring the Writing & Printing significant sequential improvement in revenue and
Paper segment which remained under stress due profitability. Robust growth in exports aided in
to closure of educational institutions. The Recycled partly offsetting the impact of a tepid domestic
Paper segment too was impacted due to a sharp drop demand environment.
in generation and collection of waste paper in addition
Paperboards & Specialty Papers
to a weak demand environment. Global pulp prices
were initially bullish mainly due to strong demand in Global demand for Paper & Paperboards in 2020
the tissues segment, but corrected sharply thereafter witnessed degrowth of 12% on account of the
as the global demand environment turned bearish pandemic. The decline was sharper in Writing &
with rapid spread of the virus. Towards the latter half Printing Paper and Newsprint segments due to
of the third quarter, pulp prices firmed up again driven reduced circulation of newspapers and closure
by Chinese demand. The Packaging Business too of educational institutions and commercial
was impacted by the pandemic – while packaging establishments. End-user industry segments such as
for essential consumer goods witnessed heightened essential consumer goods, Pharmaceuticals,
demand, packaging demand for discretionary goods Food Service and e-Commerce are expected to drive
such as liquor and personal care remained subdued. demand for Paperboards going forward.
Against the backdrop of a challenging environment as The Business responded with agility ensuring
aforestated, your Company delivered a competitively expeditious commencement of operations ahead of
Several agile interventions helped ITC fortify its clear leadership of

the Value Added Paperboards (VAP) segment and in consolidating its
preferred supplier position amongst leading end-use customers and brands.

competition, deployment of tactical interventions in the In FY 2020-21, the Specialty Papers segment
domestic market through introduction of new products, delivered strong performance supported by robust
leveraging superior distribution infrastructure and demand for Décor papers and lower imports from
capitalising on deep engagements with end-users China. Further, uninterrupted supply to pharma
& large convertors. Quick Service Centres (QSCs), segment aided by an agile supply chain amidst
strategically located proximal to large markets, disruptions in the industry helped in fortifying its
also played a critical role in the swift resumption of market standing. During the year, the Director
operations and minimised supply discontinuity. These General of Trade Remedies initiated anti-dumping
interventions helped your Company in fortifying investigations on décor papers imported from China.
its clear leadership of the VAP segment and in Appropriate policy interventions to encourage higher
consolidating its preferred supplier position amongst level of import substitution will help realise the full
leading end-use customers and brands. Robust potential of this sector.
growth in export volumes partially mitigated the drop
The Business continues to make structural
in domestic demand. Recently, the Bhadrachalam
interventions to reduce operating costs and
unit augmented its VAP capacity by 45000 TPA
which will further strengthen its market standing. dependence on imported pulp. Significant increase
The additional capacity is expected to be fully in in-house pulp production was achieved during
deployed in FY 2021-22. the year through strategic interventions, Industry 4.0
initiatives and improved wood mix. Capacity utilisation
In line with its pursuit of providing sustainable of Bleached Chemical Thermo Mechanical Pulp mill
packaging solutions to customers, your Company
(BCTMP) at the Bhadrachalam unit touched a record
launched antifungal soap packaging paper designed
high. Initiatives such as bund plantation and scaling
to replace single use plastics. The Business scaled up
up plantations in new core catchment areas in Odisha
its sustainable products portfolio comprising recyclable
(Malkangiri) and Chhattisgarh are expected to secure
paperboards, ‘FiloPack’ and ‘FiloServe’ for the food
cost-effective access to fibre.
delivery and food service segments respectively
and biodegradable paperboards, ‘OmegaBev’ and The Business has been practising the principles
‘OmegaBarr’, which are alternatives to plastic coated of Total Productive Maintenance (TPM), Lean and
containers, cups and other deep freeze applications. Six Sigma for over a decade now and has reaped
Your Company is actively engaged in developing substantial benefits through its Business Excellence
suitable paper/paperboards as well as barrier-coated initiatives. In recent years, the Business has made
substrates that can replace single use plastics. Your deep investments in Industry 4.0 technologies which
Company is also a leading player in the eco-labelled have yielded substantial benefits in the form of higher
products segment and premium recycled fibre-based process efficiencies, productivity enhancement,
boards space. Further, the Business has also improved resource utilisation and cost reduction.
developed antiviral paper for applications in pharma Several initiatives anchored on AI/ML and advanced
and education & stationery businesses which is in the analytics are underway to drive structural advantages
process of commercialisation. across the manufacturing and supply chain.
To provide sustainable packaging solutions to customers, the Paperboards & Specialty

Papers Business scaled up its sustainable products portfolio comprising recyclable
paperboards, ‘FiloPack’ and ‘FiloServe’ for the food delivery and food service segments
and biodegradable paperboards, ‘OmegaBev’ and ‘OmegaBarr’, which are alternatives
to plastic coated containers, cups and other deep freeze applications.

The Industry 4.0 Centre of Excellence (CoE), farmers with online payment enablement which
established to build in-house capability in new facilitates transparent price discovery and enhances
technologies and for sustaining the benefits, is transactional efficiencies was further scaled up during
focusing on the development of new systems/platforms the year – currently, close to 20% of the total wood
for archiving learnings and conducting structured and procurement is being sourced through this system.
comprehensive training programmes for developing a
Your Company has the distinction of being the first
critical mass in the Business.
in India to have obtained the Forest Stewardship
The Business implemented several cost saving Council-Forest Management (FSC-FM) certification,
initiatives in order to protect margins and conserve which confirms compliance with the highest
cash in the back drop of headwinds faced by the
international benchmarks of plantation management
industry due to the pandemic. These initiatives were
across the dimensions of environmental responsibility,
implemented across multiple areas such as chemical
social benefit and economic viability. Till date, your
optimisation in Pulp Mill and BCTMP mill, procurement
Company has received FSC-FM certification for
efficiencies, fuel cost optimisation, etc.
close to 100,000 acres of plantations involving over
During the year, the Business achieved ‘Level-5 23,500 farmers. During the year, over 195,000 tonnes
Exemplary’ recognition from CII - Total Cost of FSC-certified wood were procured from these
Management Division which confirms that the cost certified plantations. All four manufacturing units
management systems and processes deployed by of the Business have obtained the FSC Chain of
the Business are a trendsetter in the industry.
Custody certification and have complied with all the
The Paperboards & Specialty Papers Business of
requirements during the year, thereby sustaining your
your Company is one amongst four organisations which
Company’s position as the leading supplier of
has been accorded the Level-5 Exemplary league
FSC-certified paper and paperboards in India.
recognition out of 100 organisations assessed.
All manufacturing units of the Business continue to
Your Company continues to source its wood
recycle nearly 100% of the solid waste generated
requirements from sustainable sources. Research
during operations by converting the same into lime,
on clonal development has resulted in introduction
fly ash bricks, grey boards, egg trays, etc. In addition,
of high-yielding and disease-resistant clones that
are adaptable to a wide variety of agro-climatic the Business recycled around 100,000 tonnes of
conditions which aid in securing greater consistency waste paper during the year, thereby sustaining your
in farmer earnings. In this context, your Company’s Company’s positive solid waste recycling footprint.
Life Sciences and Technology Centre is engaged in The manufacturing facilities at Bhadrachalam, Kovai,
developing higher yielding second generation Tribeni and Bollaram continue to receive industry
clones with enhanced pest and disease recognition for their green credentials and safety
resistance attributes. standards in line with your Company’s focus on
The pioneering initiative taken by the Business to sustainable business practices. Bhadrachalam Unit
introduce a system of direct purchase of wood from is the first pulp & paper plant and the second in the
The Paperboards Business has made deep investments in

Industry 4.0 technologies, yielding substantial benefits in the form of
higher process efficiencies, productivity enhancement, improved resource
utilisation and cost reduction. Several initiatives anchored on AI/ML and
advanced analytics are underway.

country overall, to be rated GreenCo Platinum+ boilers with a state-of-the-art and future-ready High
by CII, as part of Green Company rating system. Pressure Recovery Boiler and has made steady
The Kovai unit is the first site in India and the first progress towards its commissioning. Along with pulp
paper mill in the world to achieve the highest platinum capacity augmentation, this intervention will reduce
rating under the Alliance for Water Stewardship the carbon footprint of operations through lower
Standards. Bhadrachalam and Kovai mills won coal consumption.
awards for Excellence in Energy Management at
The Business had commissioned a 46 MW wind
the ‘21st National Awards for Excellence in Energy
energy project in Andhra Pradesh in July, 2014.
Management’ in the Pulp & Paper sector.
The wind mill is currently wheeling power to various
The Business continues to strengthen its safety Business units of your Company located in
processes, adopting globally recognised best Andhra Pradesh, Telangana, Karnataka, Uttar Pradesh,
practices, ensuring that facilities are designed, Uttarakhand, Bihar, West Bengal, Maharashtra and
constructed, operated and maintained in an inherently NCR. Usage of wind energy has led to a reduction
safe manner. of Greenhouse Gas emission by appx. 0.92 lakh
The Business took several steps to ensure safe tonnes of CO2 equivalent during the year, primarily
and hygienic working conditions for its employees and at the Bhadrachalam Mill. As reported in previous
workers. These steps include periodic awareness years, while the bifurcation of erstwhile state of
and communication programmes on the importance Andhra Pradesh into two separate states of Telangana
of ‘SMS’ (‘sanitizing’, ‘wearing masks’ and ‘social and Andhra Pradesh was enacted in June, 2014,
distancing’), disinfection inside mill and residential permission for inter-state wheeling of power was
colonies, encouraging work from home and setting granted only in September, 2016 after several
up of isolation wards for employees and their families representations and discussions with the concerned
infected by the virus. Steps were also taken to protect authorities on the matter. The regulatory framework
the community in the vicinity of the mills. for levy of charges and banking of power on inter-state
wheeling of renewable energy is still evolving.
In line with the objective of enhancing the share of
Consequently, your Company continues to bear
renewable energy in its operations, the Business has
charges/levies at multiple points which have weighed
implemented several initiatives including investments
on the returns on this investment. Your Company
in a green boiler, soda recovery boilers, high pressure
continues to engage with State and Central regulatory
& efficiency circulating fluidised bed boiler, solar
authorities towards seeking relief from such additional
& wind energy and increased usage of bio-fuel.
levies/charges.
With these initiatives, renewable sources presently
account for 43% of total energy consumed at the four With progressive improvement in demand across
manufacturing units. Your Company has embarked end-user industries, the Business delivered a
upon a pioneering initiative at the Bhadrachalam mill competitively superior performance in the second half
that seeks to replace conventional soda recovery of the year on the back of strong volume recovery to
Your Company continues to source its wood requirements from

sustainable sources. All four manufacturing units of the Paperboards and
Specialty Papers Business have obtained the Forest Stewardship Council Chain
of Custody certification and have complied with all the requirements during the
year, thereby sustaining your Company’s position as the leading supplier
of FSC-certified paper and paperboards in India.

pre-Covid levels and improvement in margins driven Packaging and Printing

by higher realisations and operational efficiencies, Your Company’s Packaging and Printing Business
and lower input prices. However, the second is a leading provider of superior value-added
wave of pandemic has weighed on the recovery packaging for the FMCG industry. The Business also
momentum creating uncertainty in the business provides strategic support to your Company’s FMCG
environment. Businesses and Cigarettes Business by facilitating
The current import policy and extant regulations faster turnaround for new launches, innovative
packaging solutions, design changes, ensuring
governing commercial and social forestry in
security of supplies and delivering benchmarked
the country have over the years put the Indian
international quality at competitive cost.
Paper and Paperboard industry at a significant
disadvantage vis-à-vis imports. There is clearly a The Business caters to the packaging requirements
need to review the current import duty structure and of leading players across several industry segments
re-examine the existing Free Trade Agreements as viz. Food & Beverage, Personal Care, Home Care,
well as the new ones under formulation, towards Footwear, Consumer Electronics, Pharma, Liquor and
providing a level playing field to the domestic Tobacco. With its comprehensive capability-set across
multiple packaging platforms coupled with in-house
industry and encouraging commercial farming
cylinder making and blown film manufacturing lines,
of wood in India. Legislative changes along with
the Business continues to provide innovative solutions
appropriate environmental safeguards need to be
to several key customers in India and overseas.
implemented to enable private sector participation in
commercial forestry on drylands and wastelands. The year under review was particularly challenging
for the Business in view of the disruptions caused by
The integrated nature of the business model -
the COVID-19 pandemic and slowdown in demand
comprising access to high-quality fibre, in-house across major end-user industries. Whilst exports and
pulp capacity, world-class product quality, domestic FMCG business posted robust growth, the
state-of-the-art manufacturing facilities along with liquor and other discretionary segments witnessed
robust forward linkages with the Education and muted demand during the year. Amidst heightened
Stationery Products Business - is a key source competitive intensity and sluggish economic
of competitive advantage for your Company’s conditions, the Business continued to aggressively
Paperboards & Specialty Papers Business. Recent pursue new business development opportunities
investments in innovation platforms, sharply focused across segments and focused on new product
on deploying a future-ready portfolio anchored development to drive growth.
on the development of sustainable products, and The Business rose to the challenge of servicing
cutting-edge digital technologies to drive efficiencies the critical packaging supplies of essential items
and productivity will continue to be leveraged to to its domestic customers as well as that of your
consolidate your Company’s clear leadership position Company’s Branded Packaged Foods and Personal
in the Indian Paper and Paperboards industry. Care Products Businesses. Leveraging its supply
The Kovai unit is the first site in India and the first paper mill in the world to
achieve the highest platinum rating under the Alliance for
Water Stewardship Standards.

chain network and superior customer relationships, FMCG companies in the country for providing superior
the Business also responded with agility to seize and cost-effective packaging solutions across areas
opportunities in the export markets reinforcing its such as sustainable packaging, superior structural
position as a reliable supply chain partner in both design and enhanced security features. The Business
domestic and export markets. This is a testimony has been consistently recognised amongst the top
not only to your Company’s resilience in the face of ranked global packaging companies on productivity
adversity but also to the remarkable commitment parameters as per the latest International Packaging
of the workforce to pursue excellence in execution. Group and International Flexibles Packaging
During this phase of sub-optimal capacity utilisation Network rankings.
due to supply chain bottlenecks, the Business The Business continues to win several awards for
combated the impact of negative operating leverage operational excellence and creative packaging
through improved customer and portfolio mix, solutions. During the year, the Business won the
enhanced operational efficiency, and relentless focus prestigious WorldStar awards for Aashirvaad Atta
on cost reduction. ‘Breathable Wheat Flour Pack with Air Release
The Business continues to craft innovative packaging Control’ and several AsiaStar/IndiaStar awards.
solutions leveraging its deep understanding of The manufacturing facilities at Tiruvottiyur, Haridwar
end-user needs and the capabilities of your and Munger maintained the highest standards in
Company’s Life Sciences and Technology Centre. Quality and Environment, Health & Safety (EHS).
Recognising the need for sustainable packaging and All the three units are certified as per the Integrated
Management System, consisting of
the resultant emerging demand for plastic substitutes,
ISO 9001:2015, ISO 14001:2015, OHSAS 18001:2007
the Business had taken several initiatives to develop
and ISO 45001:2018, and have also received Social
biodegradable/recyclable packaging solutions. Key
Accountability Certification (SA 8000:2014). Both the
interventions in this direction include the development
Tiruvottiyur and Haridwar units received the
of a pipeline of pioneering products such as ‘Bioseal’
‘Grade A’ Brand Reputation Compliance Global
(bio-compostable packaging solution for Quick Service
Standards (BRCGS) certification, for global standards
Restaurants, personal care and packaged foods
in packaging and packaging materials - a key
industries) and ‘Oxyblock’ (a recyclable packaging
enabler for supplies to the packaged foods industry.
solution with enhanced barrier properties for packaged
The Tiruvottiyur unit also received ‘5 star’ rating for
foods, edible oils, etc.) which are under various stages
Excellence in the field of EHS from CII-SR, EHS
of commercialisation. Going forward, the Business will
Consistent Performer Award for securing ‘5 star’ rating
continue to invest resources to develop sustainable
since the last 3 years from CII-SR, and CII EHS
packaging solutions towards meeting the increasing
Award - First Place in the Category of Manufacturing
drive from brand owners for ‘reducing, reusing and
Process by CII-SR. The Risk Management Framework
recycling’ plastic packaging.
of the Business was re-certified under ISO 31000:2018
The Business continues to be acknowledged as a during the year. The 14 MW wind energy farm in
‘first choice packaging partner’ by several reputed Tamil Nadu, set up in 2008, continues to provide clean
With world-class manufacturing technology across a diverse range of

platforms and best-in-class quality management systems, the Packaging and
Printing Business has established itself as a one-stop packaging solutions
provider to several industry segments.

energy to the Tiruvottiyur facility, contributing towards export incentives in India, excess production and
reducing your Company’s carbon footprint. relative weakness of currencies in certain competing
geographies has culminated in reduced demand
Going forward, to cater to its growing customer base
for Indian tobacco in international markets. This is
across the country and to further improve service
reflected in the decline in leaf tobacco exports by
levels to its customers, the Business has initiated
around 26% over the last seven years – from
investments to expand its manufacturing footprint in
236 million kgs. in FY 2013-14 to appx. 175 million kgs.
the Western region with state-of-the-art equipment for
in FY 2020-21. A stable domestic base of demand
both the cartons and flexibles platforms.
for leaf tobacco would be critical in enabling the
With world-class manufacturing technology across Indian farmer to weather the volatility associated with
a diverse range of platforms and best-in-class international markets.
quality management systems, the Packaging and
Printing Business has established itself as a one-stop The COVID-19 pandemic posed several operational
packaging solutions provider to several industry challenges. The Business mitigated the same with
segments viz. Food & Beverage, Personal Care, agility and ensured continuity in operations across
Home Care, Footwear, Consumer Electronics, all nodes while strictly adhering to comprehensive
Pharma, Liquor and Tobacco. With its comprehensive safety protocols. Opportunities to drive revenue were
capability-set across multiple packaging platforms captured by responding to customers’ needs with
coupled with in-house cylinder making and blown speed and agility, meeting exigent demand of
film manufacturing lines, the Business continues to mid-tier manufacturers by rapidly re-orienting internal
provide innovative packaging solutions to several processes, and facilitating remote inspections for all
key customers in India and overseas. Focused major customers leveraging digital technologies.
investments in human resource development and a Against the backdrop of a challenging business
distributed manufacturing footprint will fuel growth environment, the Business continued to leverage its
plans going forward. crop development expertise, superior product quality
and world-class processing facilities and consolidated
AGRI BUSINESS its leadership position in the Indian leaf tobacco
Leaf Tobacco industry. New business development and enhanced
value delivery to existing customers enabled the
The Indian Flue Cured Virginia (FCV) crop remained
Business to sustain its pre-eminent position as the
relatively stable at 224 million kgs in 2020, after a
largest Indian exporter of unmanufactured tobacco.
secular decline over the last six years during which
The Business also continued to provide strategic
crop output dropped by over 30%. A punitive and
sourcing support to your Company’s Cigarettes
discriminatory taxation and regulatory regime on
Business, meeting all requirements during the year at
cigarettes, apart from providing a fillip to illicit trade
competitive prices.
and severely impacting the domestic legal Cigarettes
industry, has exerted significant pressure on the leaf Strategic cost management across the value chain
tobacco crop grown in India. This, together with lower continues to be a key focus area for the Business.
A more balanced regulatory and taxation regime that cognises for the unique
tobacco consumption pattern prevalent in India and the economic realities
of the country is the need of the hour to support the Indian tobacco farmer
and the 46 million livelihoods dependent on tobacco.

The digitally powered real time system continues Award from CII for Excellence in Energy Management
to be scaled up to facilitate efficient leaf tobacco and ‘Significant Achievement in Employee Relations
buying across auction platforms. Several initiatives Award’ from Employers’ Federation of India.
implemented in recent years have led to substantial
A sharp fall in domestic crop output, sustained
benefits including improvement in processing yields
pressure on domestic legal cigarette volumes due
and manufacturing efficiencies, reduction in specific
to steep escalation in tax incidence and stringent
consumption of power and logistics cost optimisation.
regulations, and decline in leaf tobacco exports,
The Business continues to make focused investments as aforestated, have led to severe stress on farmer
across the tobacco value chain anchored on the key earnings which have declined by over ` 6000 crores
vectors of Quality, Consistency, Compliance and in the last six years since 2014. Illicit cigarettes,
Sustainability. Crop and region-specific agronomic as well as smuggled New Generation Products
practices continue to be deployed to cater to the (NGPs) and Electronic Nicotine Delivery Systems
emerging preferences of customers. Synergistic R&D (ENDS) in the country also impact leaf tobacco
initiatives with focus on varietal development and trade as these products do not use Indian tobacco.
climate smart farming techniques are being scaled Accordingly, a more balanced regulatory and
up towards improving productivity, product quality taxation regime that cognises for the unique tobacco
and reduction in cultivation costs. The Business consumption pattern prevalent in India and the
has successfully implemented integrated energy economic realities of the country is the need of
management initiatives spanning energy conservation, the hour to support the Indian tobacco farmer and
promotion of alternative fuel usage and energy the 46 million livelihoods dependent on tobacco.
plantations, towards achieving fuel self-sufficiency Lower export incentives in India and relatively
in the curing process of FCV tobacco. unfavourable import duty in several markets including
The Business continues to set benchmarks in leaf the USA, Europe and Russia have weighed on the
threshing operations through focused initiatives competitiveness of Indian leaf tobacco exports.
and innovative technological solutions. Investments Restoring export incentives to earlier levels and
continue to be made in your Company’s Green Leaf necessary policy support to alleviate trade barriers
Threshing (GLT) plants at Anaparti, Chirala and would go a long way in enhancing the competitiveness
Mysuru towards delivering world-class quality and of Indian tobacco exports and contribute to increasing
upgrading processing technology. The energy needs farmer earnings. Your Company continues to engage
of all three GLTs are substantially met from renewable with policy makers on these matters.
sources in line with your Company’s philosophy of The Business will continue to provide strategic
adopting a low-carbon growth path. sourcing support to your Company’s Cigarettes
The Business remains committed to the highest Business even as it consolidates its leadership
standards of EHS and quality and continues to win position as a major exporter of quality Indian tobacco
recognition in these areas. During the year, thereby catalysing the multiplier impact of increased
the Business won the National Energy Management farmer incomes to benefit the rural economy. With its
The energy needs of all three Green Leaf Threshing plants are substantially
met from renewable sources in line with your Company’s philosophy of
adopting a low-carbon growth path.

strong R&D capability, modern processing facilities, by rapidly developing and scaling up its Value-Added
crop development and extension expertise and deep Agri Products (VAAP) portfolio comprising Spices,
understanding of customer and farmer needs, Coffee, Frozen Marine Products and Processed Fruits
your Company is well poised to sustain its position amongst others. The Business continues to leverage
as a world-class leaf tobacco organisation. its deep rural linkages and extensive sourcing
expertise towards strengthening and customising
Other Agri Commodities
supply chains for traceable and identity-preserved
The imposition of lockdowns and mobility restrictions sourcing of agri-commodities.
consequent to the onset of COVID-19 pandemic
– Your Company is a leading player in whole spices
resulted in significant disruptions across the
such as chilli, turmeric, coriander and cumin. In
agriculture value chain besides causing higher
line with its strategy of enhancing value addition,
volatility in agri-commodity prices. Amidst such
the Business has, in recent years, expanded
unprecedented circumstances, the Business
into ‘food safe’ markets viz. USA, EU and Japan,
responded with agility and swiftly resumed operations
leveraging its key strengths such as identity-
across all nodes by the first week of April, 2020
preserved sourcing expertise, strong backward
itself. To ensure availability of essential commodities,
integration, superior processes, custody of supply
provide steady support to the Branded Packaged
chain and customer focused strategies. During
Foods Businesses of your Company and also to
the year, the Business consolidated its position
support the agri sector during such a critical time,
as a preferred supplier for discerning customers
the Business secured the requisite permissions
in food safe markets, as reflected in a strong
expeditiously and ramped up agri operations including
direct buying from farmers. Leveraging its e-Choupal growth in exports on the back of addition of new
network, the Business acted with agility and expanded customers and foray into new markets such as
the number of buying locations to overcome Malaysia and Ecuador. The domestic business too
operational challenges during the initial phase of the posted a robust growth driven by higher offtake
lockdown. The Business leveraged its robust supply from large players in foods business. The Business
chain network and ensured transportation through also scaled up its Integrated Crop Management
multiple modes ably supported by its trade partners. (ICM) programme, thereby enhancing its ability to
Strict adherence with safety protocols was ensured produce food safe spices in a sustainable manner.
for the well-being and safety of employees and supply The Business continues to partner with the various
chain partners. State Governments for production of food safe
spices and has maintained an unblemished track
The scope and scale of operations of your Company’s
record over the years in terms of compliance with
Agri Business have grown manifold over the years
stringent food safety parameters.
and currently encompass over 3 million tonnes in
22 states and over 20 agri-value chain clusters. The The Business also leveraged its strong backward
strategic focus of the Business in recent years has integration linkages to foray into the organic
been to accelerate growth and enhance value capture spices segment, with the entire value-chain
The scope and scale of operations of your Company’s Agri Business

have grown manifold over the years and currently encompass
over 3 million tonnes in 22 states and over 20 agri-value chain clusters.

certified by Control Union, Switzerland, markets, impacted exports during the year.
providing assurance on product authenticity and Leveraging its deep understanding and sourcing
compliance with stringent norms in the USA, EU expertise, the Business recently forayed
and Indian markets. The Business continues to into the domestic retail segment with its
pursue sustainable farm management practices ‘ITC Master Chef’ range of ‘Super Safe’ frozen
anchored on Rainforest Alliance and Global GAP prawns. The product has been well received by
accreditation. The Business was awarded first consumers and continues to gain steady traction.
prize by Food Future Foundation supported by – In the processed fruits category, the Business
CII’s Food and Agriculture Centre of Excellence sustained its leadership position in exports of
(FACE) for sustainable sourcing of spices. certified mango pulp. The scale and scope of
– During the year, the Coffee business was the projects involving supply of certified products
subdued due to the impact of COVID-19 induced continue to be expanded through a robust
restrictions. Exports to the European and Middle collaborative network comprising over 3000 small
East markets were affected during the year due and marginal farmers spanning four states in India.
to prolonged lockdowns. Leveraging its strategic The Business remains focused on enlarging its scope
presence in key coffee producing regions in India, of operations to include fresh and processed products
deep sourcing expertise, knowledge of estate and in identified agri-commodities such as staples for
region-specific characteristics and supply chain the Food Service segment, fresh and frozen fruits &
linkages, the Business increased its focus on vegetables and spices. As these businesses develop
value-added offerings including coffee certified critical mass, the Business is also scaling up end-to-end
by Rainforest Alliance, Specialty and Monsooned presence across the value chain, supported by R&D
coffee. Apart from servicing the needs of leading capabilities of your Company’s Life Sciences and
coffee houses in the value-added space, these Technology Centre and external collaborations.
supply chain linkages are also being leveraged to
– During the previous year, leveraging its extensive
source the high quality coffee grades customised
sourcing and product development capabilities
to the needs of your Company’s gourmet coffee
and ability to supply consistent quality products,
brand, ‘Sunbean’.
your Company had forayed into the Bulk Staples
– Your Company is a leading exporter of value-added business catering to the Food Service channel.
frozen marine products from India with expertise While disruptions in Food Service industry due to
in processing individually quick-frozen (IQF), the pandemic adversely impacted customer offtake
raw and cooked products, which adhere to the during the year, the Business is well poised to
highest standards of safety and hygiene standards rapidly scale up its presence in this segment as the
prevalent in developed markets such as USA, EU situation normalises. During the year, the Business
and Japan. However, significant disruption in the developed customised specialty flour for value-added
supply chain in the aftermath of the COVID-19 end-use and for the growing Food Service space
pandemic, both in India and in key destination across six major metro markets through an
The strategic focus of the Agri Business in recent years has been to accelerate
growth and enhance value capture by rapidly developing and scaling up
its Value-Added Agri Products (VAAP) portfolio comprising Spices, Coffee,
Frozen Marine Products and Processed Fruits amongst others.

ecosystem of custom manufacturing units and a Towards enhancing the competitiveness of domestic
network of channel partners. agri value chains, foster new business models
and value creation opportunities, your Company is
– Towards building deeper expertise in Medicinal
scaling up e-Choupal 4.0 - a crop-agnostic ‘phygital’
and Aromatic Plant Extracts (MAPE), the Business
integrated agri solutions platform. This digitally
scaled up its customised crop development
powered platform seeks to empower the farming
programme in Madhya Pradesh during the year,
community by delivering customised solutions by
under which it is collaborating with farmers,
synergistically integrating NextGen agri-technologies.
providing necessary inputs, advisory and on-field
These include e-Marketplace for agri inputs and farm
support. The Business is also focusing on crafting
outputs, wide range of advisory services covering
suitable products and value propositions by
weather forecasts, agronomy, best practices for
leveraging research platforms of your Company’s
improved productivity, quality assurance, etc. Value
Life Sciences and Technology Centre.
propositions across each of these opportunity
More than two decades ago, your Company spaces are expected to create new and scalable
conceptualised and rolled out the e-Choupal network revenue streams for your Company over time. The
as a unique delivery mechanism towards enhancing platform is also expected to facilitate re-engineering
agricultural growth and productivity, and fostering commodity sourcing through a robust network of ten
sustainable rural development. Leveraging this million farmers and nearly 4,000 Farmer Producer
robust platform, your Company continues to focus Organisations (FPOs), leading to efficient price
on providing a range of value-added services in rural discovery, lower transaction costs and higher levels
areas towards enhancing the competitiveness of of traceability in the supply chain. Your Company also
Indian agriculture and playing a critical enabling role rolled out ‘Project Astra’ - an AI/ML and advanced
in integrating farmers, input vendors and government analytics based digital platform to enhance operational
agencies besides facilitating necessary market efficiency and facilitate seamless execution.
linkages. Integrated rural service hubs, christened
During the year, as part of a pilot programme,
‘Choupal Saagar’, continue to serve farmers through
your Company collaborated with leading agri input
their procurement and storage infrastructure,
companies in the country to provide high quality and
and front-end retail stores. The Choupal Saagars
customised inputs to chilli farmers at competitive
facilitate efficient sourcing of a wide range of
prices. Additionally, drone spraying technology
agri-commodities while making available assorted
was demonstrated extensively to the chilli farmers
brands and merchandise from categories such as
establishing multiple benefits viz., safe process of
apparel, footwear, consumer durables, electronics and
pesticide spraying, uniform spraying and ~90% water
fuel, tailored to farmers’ needs. The Choupal Saagars
saving. This pilot programme has yielded promising
also serve as an ideal platform for your Company’s
results towards enhancing the competitiveness of the
FMCG brands to deepen their engagement with rural
chilli value chain and farmer incomes.
markets. Interventions such as Choupal Pradarshan
Khet, Choupal Mahotsav, etc. continue to enhance the Over the years, the Business has invested significantly
vitality of your Company’s e-Choupal network. in building competitively superior agri-commodity
ITC is scaling up e-Choupal 4.0 - a crop-agnostic ‘phygital’ integrated

agri solutions platform. This digitally powered platform seeks to empower
the farming community by delivering customised solutions by synergistically
integrating NextGen agri-technologies.

sourcing expertise comprising multiple business models, Research, Punjab Agricultural University and
wide geographical spread and customised infrastructure Agharkar Research Institute continue to aid the
to mitigate the impact of uncertainties arising out of Business in building an efficient and cost competitive
climatic variations, changes in Government policies and agri value chain. During the year, the Business
global demand-supply dynamics. These capabilities and further scaled up its wheat crop development
infrastructure enable the Business to offer differentiated programme and introduced location-specific new
value-added services of identity preservation, and superior seed varieties along with appropriate
traceability and certification and have created structural package of practices across Rajasthan, Uttar
advantages for your Company’s Branded Packaged Pradesh, Bihar, West Bengal, Punjab, Madhya
Foods Businesses. Pradesh and Maharashtra. Sharp focus on
deepening capabilities in proprietary crop
– The Business continues to leverage its strong
intelligence, scaling up the sourcing & delivery
farm linkages and wide sourcing network across
network and developing customised blends will
geographies to secure supplies of critical grades
support your Company’s Branded Food Packaged
of wheat with benchmark quality towards meeting
Businesses in the years to come.
the growing requirements of Aashirvaad atta.
During the year, the Business further scaled up its In recognition of the various initiatives undertaken
strategic sourcing and supply chain interventions. by the Business, including keeping the entire
These include focused crop development towards supply chain fully functional during the pandemic,
securing the right varieties for Aashirvaad atta your Company was awarded the first prize in
with a view to providing consumers best-in-class ‘Food, Perishables, Beverages and FMCG’
product quality and experience, use of multi-modal category at the CII Supply Chain And Logistics
transportation comprising rail, road & coastal Excellence (SCALE) Awards, 2020.
routes and blend/cost optimisation through
– Despite the operational challenges posed by the
geographical and varietal arbitrage. The Business
pandemic, the Business continued to strengthen its
also ramped up direct buying at various atta
milk procurement network for ‘Aashirvaad Svasti’
factories. At the Kapurthala ICML plant, direct
dairy products with significant increase in daily milk
buying of wheat offers substantial benefits to
collection. The Business strengthened its network
farmers including transparency in grading,
in West Bengal and Bihar to support the growing
weighment and pricing, besides reducing
requirement for fresh dairy products and in Punjab
transaction costs due to minimisation of handling
towards supporting the requirements of ‘Sunfeast’
and transportation. Plans are on the anvil to
dairy beverages. In this regard, the Business
scale up this initiative backed by focused crop
provided farmers with the requisite infrastructure
development in the area to upgrade crop quality.
(such as automatic milk testing equipment and
Ongoing collaborations with reputed research chilling units) and imparted package of practices
organisations such as Indian Agricultural Research to improve operational efficiency and maintain
Institute, Indian Institute of Wheat & Barley high quality along with identity preservation and
The e-Choupal 4.0 platform is expected to facilitate re-engineering

commodity sourcing through a robust network of 10 million farmers and nearly
4,000 Farmer Producer Organisations (FPOs), leading to efficient price discovery,
lower transaction costs and higher levels of traceability in the supply chain.

traceability. The capability to source superior quality In line with the national goal of doubling farmers’
milk enabled the launch of ‘Aashirvaad Select’ milk income, your Company remains committed to catalyse
during the year – the first-of-its kind in the country a transformational shift of the agri ecosystem from the
providing complete traceability of milk quality conventional production-centric to demand-responsive
across the supply chain. value chains. Towards this, your Company continues
to focus on developing NextGen Indian agriculture
– The Business also leveraged its extensive sourcing
anchored on digitally enabled and climate smart agri
network and associated infrastructure in key
value chains with strong market linkages. The focus
growing areas coupled with deep-rooted farmer
of these interventions is to reduce vulnerability and
linkages to source high quality fruit pulp for your
increase the resilience of farmers, while lowering
Company’s ‘B Natural’ juices brand.
greenhouse gas emissions and promoting food
Your Company continues to leverage its institutional security by facilitating development of climate-smart
capabilities, deep expertise and structural advantage villages and enabling the adoption of sustainable
in sourcing to access a wide range of agri-commodities agri practices. Your Company’s Agri Business is
for servicing the needs of domestic and export well positioned to scale up identified areas that lend
customers while improving the overall operational to higher value addition while continuing to provide
efficiency across all nodes of the supply chain. strategic sourcing support to your Company’s Branded
– Indian wheat crop witnessed a bumper harvest Packaged Foods Businesses.
in FY 2020-21, leading to increase in the surplus
NOTES ON SUBSIDIARIES
available for domestic trade. Lower wheat
production in Ukraine and the imposition of The following may be read in conjunction with the
export tariffs in Russia, led to Indian wheat prices Consolidated Financial Statements of the Company
turning competitive after a period of four years. prepared in accordance with Indian Accounting
Consequently, there was strong demand for Standard 110. Shareholders desirous of obtaining the
Indian wheat from Bangladesh, Middle East and Report and Accounts of your Company’s subsidiaries
South-Asian markets. The Business leveraged may obtain the same upon request. Further, the
its extensive sourcing network and responded Report and Accounts of the subsidiary companies
swiftly, accounting for a substantial share of the is also available under the ‘Shareholder Value’ section
total wheat exports from India to these countries. of your Company’s website, www.itcportal.com,
However, in the domestic market, COVID-19 in a downloadable format. Your Company’s Policy for
induced lockdowns severely impacted the determination of a material subsidiary, as adopted by
Food Service channel resulting in relatively your Board, in conformity with Regulation 16
muted demand from roller flour millers. of the Securities and Exchange Board of India
(Listing Obligations and Disclosure Requirements)
– In the Rice business, due to shortage of crop Regulations 2015, can be accessed on your Company’s
in competing origins of Thailand and Vietnam corporate website at https://www.itcportal.com/about-
coupled with additional demand from China and itc/policies/policy-on-material-subsidiaries.aspx .
Bangladesh, there was a significant increase in Presently, your Company does not have any
exports of rice from India. Your Company was agile material subsidiary.
in harnessing the opportunity and registered a
three-fold increase in export volumes. Surya Nepal Private Limited
– During the year, the Business also leveraged its The year under review was severely impacted by the
geographical presence, sourcing network and outbreak of the COVID-19 pandemic, which resulted
risk management capabilities to capture trading in unprecedented disruption to economic activities
opportunities in oil seeds and coarse cereals. in Nepal.

GDP4 of Nepal degrew by 1.9% for the year ended taxation and regulatory regime. The company
15th July, 2020, as against a growth of 6.7% in the continues to engage with policy makers for equitable,
previous year. The agriculture sector was adversely non-discriminatory, pragmatic, evidence-based
impacted on account of a delayed monsoon and regulations and taxation policies that balance the
widespread crop damage due to infestation, economic imperatives of the country and the tobacco
leading to slowdown in growth rate to 2.2% control objectives, considering the unique tobacco
(previous year: +5.2%). consumption pattern in Nepal.
The non-agriculture sector contracted by 3.7% Steep increase in tax incidence on the legal
(previous year: +6.9%) primarily due to degrowth cigarettes industry over the years coupled with
in manufacturing and services. The Manufacturing severe disruption in operations in the aftermath of
and Services sector contracted by 9.1% and 3.6% the pandemic rendered the operating environment
respectively. Tourism & hospitality, transportation, extremely challenging during the period under review.
wholesale and retail trade were amongst the sectors Against this backdrop, the company reinforced its
severely impacted by the pandemic. market standing by leveraging its robust portfolio
The Government of Nepal implemented several of offerings, superior product quality and a deep
fiscal and monetary measures to stimulate the and wide distribution network. Differentiated and
economy. It also enacted the Foreign Investment and innovative portfolio interventions under the Surya and
Technology Transfer Rules, 2077 and Environment Shikhar trademarks received encouraging consumer
Protection Rules, 2077 during the year, with a view response. Several initiatives were successfully
to attract foreign capital and improve the ease deployed to ensure product availability and efficient
of doing business in Nepal. Increase in inward market servicing amidst significant disruptions to sales
remittances since July, 2020 and progressive easing operations due to the pandemic.
of restrictions since October, 2020, led to gradual During the year, the company strengthened its market
revival in economic activity. However, the recent standing in the Agarbatti industry through focused
resurgence of COVID-19 infections and renewed investments in building brand salience and enhancing
disruptions across the country including a severe drop distribution in target markets by leveraging its robust
in tourism have adversely impacted the prospects of trade marketing and distribution infrastructure. Product
early normalisation of the economy. Rapid increase portfolio was strengthened with the introduction of an
in vaccination coverage along with focused measures innovative ‘Zip Lock Pack’ offering ‘Trisara’ which has
to contain the spread of the virus remain critical in the received encouraging response. The company’s range
near term to protect lives and support the economy. of products currently straddle all segments, offering
On-ground implementation of reforms and consumers a wide choice of fragrances, price points
promulgation of industry-friendly policies remain the and packaging formats.
key imperatives for long-term sustainable growth of In the Safety Matches business, the company further
the economy. enhanced its market standing and leadership position.
The legal cigarettes industry occupies an important The company continued to focus on delivering superior
place in Nepal’s economy and is a major contributor product quality, enhancing distribution across markets
to the manufacturing sector of the country. However, leveraging its strong trade marketing and distribution
the industry continues to face significant challenges capabilities, along with cost optimisation initiatives.
from an increasingly punitive and discriminatory In the Confectionery segment, sales during the
period under review were relatively subdued in line
4 DP growth at constant producer prices released by Central Bureau of
G
Statistics in March 2021 based on rebased national accounts (change in
with lower demand for discretionary and out-of-home
base year from 2000-01 to 2010-11) consumption categories in the wake of the pandemic.

The company focused on scaling up availability of NRs. 983.81 crores (previous year NRs. 489 per
products across markets with the progressive easing equity share amounting to NRs. 985.82 crores).
of restrictions.
The company continues to be one of the largest
The company has adopted all measures towards contributors to the exchequer in Nepal. The company
ensuring safety and well-being of all its stakeholders. is well positioned to consolidate its leadership position
The company continues to support and invest by leveraging its robust portfolio of products, deep and
in initiatives aimed at enhancing the social and wide distribution network, best-in-class manufacturing
economic capital of Nepal, covering areas relating to facilities and execution excellence. Plans are on the
environmental preservation, social empowerment and anvil to rapidly scale up the newer FMCG businesses.
promoting and improving education in public schools.
During the year, the company: ITC Infotech India Limited and its subsidiaries
− assisted farmers in agri-infrastructure and The year under review witnessed structural shifts
vermicomposting in areas proximate to operating in the IT services industry due to the impact of
locations. COVID-19 pandemic. Despite disruptions due to
the pandemic, the Indian IT Services and Business
− provided training to farmers towards improvement Process Management (BPM) industry grew by 2.3%
in productivity and other income generating in US dollar terms in FY 2020-21, according to
activities. NASSCOM estimates. The industry demonstrated
− supported the animal husbandry sector by agility in seamlessly delivering services to global
providing extension services covering animal clients by adopting a distributed delivery model to
breeding, health and nutrition in order to drive overcome the supply side disruptions caused by the
yield improvement and higher returns for pandemic through effective use of mobile computing
underprivileged farmers. devices and enterprise collaboration software.
− continued to contribute towards improvement in The pandemic further accelerated the mainstream
quality of education in public schools in the vicinity adoption of digital technologies such as Cloud,
of its operating locations. Intelligent Automation, Digital workplace and
Cybersecurity in the enterprise technology landscape.
− contributed Nepali Rupees (NRs.) 1 crore each
Organisations are increasingly adopting these
(aggregating NRs. 7 crores) to the ‘Funds for
technologies to enhance flexibility and scalability of
treatment and control of COVID-19’ established
their technology infrastructure to enable seamless
by all seven provinces in Nepal and supported
operations with a distributed workforce, expand
the local governments and communities in the
channels of customer outreach and optimise human
immediate vicinity of its manufacturing locations in
resources, especially for routine and well-defined tasks.
dealing with the pandemic.
With increasing adoption of digital technologies
During the year, the company recorded Revenue
to drive value creation and enhance operational
from Operations of NRs. 3612 crores (previous year
efficiencies, enterprises are looking at IT service
NRs. 4018 crores) and Net Profit of NRs. 867 crores
providers as partners who can deliver impactful
(previous year NRs. 1110 crores); the decline in
business solutions leveraging such technologies.
performance being primarily attributable to the severe
Accordingly, IT service providers continue to sharpen
disruptions in business operations caused by the
their digital offerings by collaborating with relevant
pandemic.
Independent Software Vendors (ISVs) and start-ups.
The company declared a dividend of NRs. 488 per Winning large transformation opportunities from
equity share of NRs. 100 each for the year ended enterprise clients through differentiated client centric
15th July, 2020 (31st Asadh, 2077) amounting to deal constructs has emerged as a key focus area.

Re-skilling and up-skilling employees in digital as a ‘Leader’ in their ‘Global Outsourcing 100’ report.
technologies and acquiring targets with digital or The company received the PR World Awards during
domain related capabilities have also become a the year for its efforts in effectively responding to the
defining trend in recent times. COVID-19 pandemic.
Against this backdrop, the company’s strategy During the year, the company’s consolidated Total
remains anchored on providing domain-led digital Income grew by 8.8% to ` 2469.29 crores (previous
services and solutions to customers in identified year ` 2268.63 crores). Profit Before Tax stood at
industry verticals. During the year, the company ` 604.13 crores (previous year ` 288.34 crores) and
recorded robust growth in revenue on the back of Net Profit more than doubled to ` 451.30 crores
strong traction in the Americas, Europe and India (previous year ` 209.47 crores).
businesses. Global In-house Centre services, Digital
For the year under review:
Experience using data analytics and Infrastructure
services were the key drivers of growth. The company a. ITC Infotech India Limited recorded Revenue from
also forged new alliances and strengthened existing Operations of ` 1834.98 crores (previous year
relationships with ISVs and start-ups in areas such as ` 1529.87 crores) and Net Profit of ` 447.79 crores
Automation, Digital Manufacturing and Data analytics. (previous year ` 194.69 crores). The company paid
In addition to strong revenue growth, the operating a total dividend of ` 32.50 per Equity Share of
margins of the company also improved substantially ` 10 each aggregating ` 276.90 crores (previous
during the year driven by structural interventions year ` 11.75 per Equity Share aggregating
such as improved customer mix, enhanced resource ` 100.11 crores).
utilisation and reduction in controllable general &
b. ITC Infotech Limited, UK, (ITC Infotech UK),
administrative costs. The company remains focused
a wholly-owned subsidiary of the company, recorded
on sustaining the gains during the year and driving
Revenue of GBP 48.80 million (previous year
further improvement through multiple interventions
GBP 49.82 million) and Net Profit of GBP 0.90 million
across the value chain.
(previous year GBP 1.23 million). The company
The company’s superior service delivery and paid a dividend of GBP 1.25 per share aggregating
technology capabilities continue to earn global GBP 0.86 million (previous year Nil).
recognition. During the year, the company improved
c. ITC Infotech (USA), Inc., (ITC Infotech USA),
its positioning in Avasant’s Intelligent Automation
a wholly-owned subsidiary of the company,
RadarView report, and was rated amongst the top
together with its wholly-owned subsidiary Indivate
service providers globally in the ‘Innovators’ category
Inc., recorded Revenue of US$ 108.36 million
(from being recognised in the ‘Disruptors’ category in
(previous year US$ 105.62 million) and Net Income
the previous year). The company was also featured
of US$ 2.59 million (previous year US$ 3.31 million).
as a ‘Strong Performer’ in the Forrester wave report
The company paid a total dividend of US$ 14 per
on mid-sized Robotic Process Automation service
share aggregating US$ 2.55 million (previous year
providers during the year. The company’s capability
US$ 11 per share aggregating US$ 2 million).
in Manufacturing Execution Systems (MES) was
recognised and featured in a note on ‘An innovative The company remains committed in its journey of
approach for accelerating MES implementation’ by providing differentiated, business-friendly offerings to
Information Services Group, Inc. (ISG), a global select industry verticals anchored on domain-expertise.
technology research and advisory firm. The company The company will continue to focus on expanding its
was also awarded ‘Best of The Global Outsourcing presence in strategic accounts, creating and winning
100’ service providers by International Association of large transformation opportunities, sharpening its
Outsourcing Professionals (IAOP) and was featured domain-specific digital solutions across identified

areas, strengthening its distributed delivery framework India, a wholly-owned subsidiary of your Company, to
and investing in re-skilling/up-skilling its employees in global customers. For the year under review:
digital technologies.
a. Technico Pty Limited, Australia registered a
turnover of Australian Dollar (A$) 2.09 million
Technico Agri Sciences Limited
(previous year A$ 2.49 million) and a Net Profit of
The company’s leadership in production of early A$ 0.79 million (previous year A$ 1.56 million).
generation seed potatoes and strength in agronomy
b. Technico Asia Holdings Pty Limited, Australia,
continues to support the Bingo! range of potato chips
Technico Technologies Inc., Canada and Technico
of your Company and in servicing the seed potato
Horticultural (Kunming) Co. Limited, China – there
requirements of the farmer base of your Company’s
were no significant events to report with respect to
Agri Business.
the above companies.
During the year, a significant drop in potato cultivation
acreage and adverse climatic conditions led to a WelcomHotels Lanka (Private) Limited
sharp decline in production by nearly ten per cent over WelcomHotels Lanka (Private) Limited (WLPL),
the previous year. Consequently, table potato prices a wholly-owned subsidiary of your Company was
increased steeply. incorporated in Sri Lanka with the objective of
Revenue from Operations grew at a robust pace of developing and operating a mixed-use development
42% during the year to ` 287.09 crores (previous project (‘Project’) comprising a luxury hotel and a
year ` 202.26 crores) on the back of the company’s super-premium residential apartment complex situated
brand strength, superior product quality, better on-field on 5.86 acres of prime sea-facing land in Colombo.
performance and strong trade and customer The Project has been accorded the status of a
relationships. Net Profit increased substantially to ‘Strategic Development Project’ entitling the company
` 72.92 crores (previous year ` 20.34 crores). to various fiscal benefits in Sri Lanka. Further, the
Total Comprehensive Income for the year stood at Project is also exempt from Sri Lankan foreign
` 72.92 crores (previous year ` 20.26 crores). During exchange regulations.
the year, the company declared an interim dividend of
Project construction activity, which was running on
` 16.00 per Equity Share of ` 10 each, aggregating
schedule till Q3 FY19, has been adversely impacted
` 60.74 crores (previous year ` 4.00 per Equity Share).
largely due to disruptions in the aftermath of the
Leveraging its strong tissue culture capabilities, terror incidents in 2019 and then by the COVID-19
the company has also started piloting production of pandemic. Project activity resumed in May, 2020, post
banana plantlets. The company continues to build a relaxation of restrictions imposed by the authorities
strong foundation for the future with development of to curb the spread of the virus. However, Colombo
new varieties and extensive multi-location trials. was significantly impacted by the second wave of the
pandemic in October, 2020, leading to another round
Technico Pty Limited and its subsidiaries
of disruptions in Project activity. Construction activity
The company continues to focus on upgradation was progressively ramped up during the fourth quarter
and commercialisation of its TECHNITUBER® Seed with easing of restrictions. The company has put in
Technology and customising its application across place comprehensive health and safety protocols
various geographies. Further, the company is also for the safety and well-being of all stakeholders.
engaged in the marketing of TECHNITUBER® seed The company remains focused on completing the
produced at the facilities of its subsidiaries in China project in an expeditious manner despite significant
and Canada and Technico Agri Sciences Limited, disruptions caused by the aforementioned factors.

The business environment in Sri Lanka continues to adversely impacted by the lockdown and resultant
remain subdued in the wake of the pandemic. disruptions due to the COVID-19 pandemic. With the
This has impacted, inter alia, the sales velocity of progressive easing of restrictions, the hotel resumed
‘The Sapphire Residences’ luxury apartments. operations following the highest standards of safety
and hygiene for all stakeholders.
Your Company’s investment in WLPL stood at
US$ 278 million as at 31st March, 2021. The property continued to receive several accolades,
with ‘Dakshin’ and ‘Kebabs and Kurries’, being
Landbase India Limited adjudged the ‘Best South Indian Fine Dining
Restaurant’ (11th consecutive year) and ‘Best North
The company owns and operates the Classic Golf &
Indian Fine Dining Restaurant’ respectively in the
Country Club, a 27-hole Jack Nicklaus Signature Golf
Times Food Guide Nightlife Awards, 2021.
Course – which continues to enjoy strong brand equity
with its members, guests and the golfing fraternity. During the year ended 31st March, 2021, the
In view of the COVID-19 pandemic, operations at the company recorded Total Income of ` 26.74 crores
Club had been suspended in March, 2020. The Club (previous year ` 62.48 crores) with Net Loss of
was re-opened in May, 2020, after implementing ` 8.42 crores (previous year Net Profit of ` 3.24 crores).
the highest safety and hygiene standards, social Total Comprehensive Income for the year stood at
distancing norms, etc., leading to progressive (-) ` 8.34 crores (previous year ` 3.16 crores).
improvement in member footfalls.
Fortune Park Hotels Limited
The company also owns ‘ITC Grand Bharat’ – a 104-
The company, which caters to the ‘Mid-market to
key all-suite luxury retreat at Gurugram, which has
Upscale’ Business Hotels segment under the brand
been licensed to your Company. The retreat, an oasis
‘Fortune’, remains a front-runner in its operating
of unhurried luxury, is co-located with the company’s
segment and is well positioned to sustain its
prestigious Classic Golf & Country Club.
leadership position in the industry.
ITC Grand Bharat has received several accolades, The company has established ‘Fortune’ as a premier
establishing itself amongst the top luxury resort business hotel brand in the Indian hospitality sector.
destination hotels in the world. During the year, the The brand Fortune continues to forge new alliances
retreat has received accolades from Travel + Leisure, and expand its footprint. Currently, it has an aggregate
one of the world’s leading magazines in the travel and inventory of nearly 4,000 rooms spread over 50
hospitality industry. The property was also declared properties of which 39 are operating hotels. Three
the ‘Best Wellness Retreat’ in the domestic category more properties are slated to be commissioned in
as part of India’s Best Awards, 2020 by Travel + Leisure the ensuing year while eight are in various stages of
India & South Asia. development.
During the year ended 31st March, 2021, the The COVID-19 pandemic, which has significantly
company recorded Total Income of ` 25.03 crores impacted the travel & tourism industry, caused
(previous year ` 28.37 crores) and Net Profit of severe disruption across all properties in the first
` 3.80 crores (previous year ` 2.85 crores). Total half of the year under review. There was progressive
Comprehensive Income for the year stood at recovery thereafter, especially in the leisure segment.
` 3.85 crores (previous year ` 2.82 crores). ‘Safe Stays’ programme has been implemented at
the hotels with enhanced focus on safety, health
Srinivasa Resorts Limited and hygiene.
The company owns ‘ITC Kakatiya’ – a 188-key During the year ended 31st March, 2021, the company
luxury hotel in Hyderabad city, which is operated recorded Total Income of ` 17.71 crores (previous
and marketed by your Company. The company was year ` 39.68 crores) and Net Loss of ` 6.28 crores

(previous year Net Profit ` 2.69 crores). Total the COVID-19 pandemic. The company continues
Comprehensive Income for the year stood at to focus on developing superior solutions towards
(-) ` 6.28 crores (previous year ` 2.76 crores). addressing customer requirements.
The company’s Revenue from Operations for the year

Bay Islands Hotels Limited
stood at ` 6.29 crores (previous year ` 12.33 crores)
The company’s hotel in Port Blair, licensed to your with a Net Loss of ` 2.42 crores (previous year Net
Company, continues to offer a unique gateway Profit of ` 0.07 crore). Total Comprehensive Income
to the Andamans with its strategic location, for the year stood at (-) ` 2.42 crores (previous year
excellent architectural design and superior quality. ` 0.06 crore).
Consequent to a comprehensive renovation and
The Honourable National Company Law Tribunal,
expansion programme towards enhancing its market
Mumbai Bench (‘NCLT’), vide Order dated
positioning, the hotel was rebranded from ‘Fortune’ to
9th April, 2021, confirmed the reduction of Issued,
‘Welcomhotel’ with effect from 1st December, 2020.
Subscribed and Paid-up Equity Share Capital
Accordingly, the operation and marketing of the hotel
of the company from ` 18,84,60,000 comprising
is now being managed by your Company.
18,84,60,000 Equity Shares of ` 1 each to
With the outbreak of COVID-19, the hospitality ` 18,50,81,193 comprising 18,50,81,193 Equity Shares
industry has been severely impacted and the hotel of ` 1 each, by way of cancelling and extinguishing,
remained shut during the first quarter of the year. in aggregate, 33,78,807 Equity Shares of ` 1 each
The hotel resumed operations from July, 2020, after held by shareholders other than your Company,
easing of lockdown restrictions and has demonstrated in lieu of payment not exceeding ` 1 per share to
progressive improvement. Appropriate measures such shareholders. The said reduction of Equity Share
relating to safety, health and hygiene protocols have Capital of the company will be given effect to during
been put in place to ensure safety of all stakeholders. FY 2021-22 on completion of necessary formalities
under Section 66 of the Companies Act, 2013 and
During the year ended 31st March, 2021, the company
as directed by the NCLT.
recorded Total Income of ` 1.11 crores (previous year
` 1.69 crores) and Net Profit of ` 0.77 crore (previous
North East Nutrients Private Limited
year ` 1.23 crores). Total Comprehensive Income
for the year stood at ` 0.77 crore (previous year Your Company holds 76% equity stake in North East
` 1.23 crores). Nutrients Private Limited, a company formed with the
objective of setting up a food processing facility in
The Board of Directors of the company have
Mangaldoi, Assam, to cater to the fast-growing biscuits
recommended a dividend of ` 70.00 per Equity Share market in Assam and other north-eastern states.
of ` 100 each for the year ended 31st March, 2021
(previous year ` 70.00 per Equity Share). During the year, the company posted robust revenue
growth driven by increased ‘at-home’ consumption,
Wimco Limited particularly in the first half. The company successfully
catered to the surge in demand amidst a challenging
The company’s business activities comprise
operating environment while ensuring full compliance
fabrication and assembly of machinery for tube filling,
with applicable health and safety protocols, and
cartoning, wrapping, material handling including
food safety standards. Over the years, the company
conveyor solutions, and engineering services for the
has consistently improved operational efficiency,
FMCG and Pharmaceutical industries.
productivity and strengthened safety standards.
The company’s performance during the year was The company has also upgraded its Food Safety
severely impacted by the sluggish demand arising Management System to the latest version of FSSC
out of subdued business sentiment in the wake of 22000 during the year.

The company’s Revenue from Operations for the year Karnataka, primarily for the manufacture and export
stood at ` 172.52 crores (previous year ` 147.85 crores), of nicotine and nicotine derivative products. Steady
while Net Profit for the year increased to ` 9.06 crores progress was made during the year in project
(previous year ` 4.79 crores), largely driven by construction activities while ensuring adherence to the
volume growth and increase in operating efficiencies. highest standards of hygiene and safety protocols.
Total Comprehensive Income for the year stood at
Your Company’s investment in IIVL stood at ` 50 crores
` 9.08 crores (previous year ` 4.73 crores).
as at 31st March, 2021.
Hobbits International Foods Private Limited and
Russell Credit Limited
Sunrise Sheetgrah Private Limited
During the year, the company recorded Total Income
As stated earlier in this Report, during the year, your
of ` 64.37 crores (previous year ` 64.99 crores)
Company acquired 100% of the Equity Share Capital
of Messrs. Sunrise Foods Private Limited (Sunrise) on and Net Profit of ` 49.47 crores (previous year
27th July, 2020. Consequently, Sunrise and its two ` 41.75 crores). Total Comprehensive Income for the
wholly-owned subsidiaries viz., Hobbits International year stood at ` 86.38 crores (previous year
Foods Private Limited (HIFPL) and Sunrise Sheetgrah (-) ` 68.86 crores), reflecting the sharp recovery
Private Limited (SSPL), became wholly owned in market value of certain long-term strategic
subsidiaries of your Company with effect from the investments over the previous year which was
said date. Sunrise subsequently amalgamated with severely impacted due to the pandemic. The company
your Company, and HIFPL and SSPL became direct continues to monitor its investments closely in the face
wholly-owned subsidiaries of your Company. of volatile market conditions and explore opportunities
to make strategic investments for the ITC Group.
HIFPL provides support to your Company’s Business
Temporary surplus liquidity of the company is mainly
of manufacturing and marketing of spices and other
deployed in bonds, debt mutual funds, bank fixed
food products, inter alia, under the ‘Sunrise’ brand.
deposits, etc. During the year, the company declared
interim dividend of ` 0.20 per Equity Share of ` 10 each,
of ` 0.67 crore and Net Loss of ` 0.13 crore.
aggregating ` 12.93 crores (previous year ` 0.85 per
SSPL also provides support to your Company’s Equity Share of ` 10 each aggregating ` 54.95 crores).
Business of manufacturing and marketing of spices
and other food products, inter alia, under the ‘Sunrise’ Gold Flake Corporation Limited
brand. During the year, the company recorded Net
The company holds 50% equity stake in
Loss of ` 0.04 crore.
ITC Essentra Limited – a joint venture with Essentra
HIFPL and SSPL have filed joint petition with the Group, UK. During the year, the company recorded
Honourable National Company Law Tribunal, Total Income of ` 8.41 crores (previous year ` 8.48
Allahabad Bench, seeking, inter alia, the approval for crores) and Net Profit of ` 7.30 crores (previous year
amalgamation of the said companies with your ` 7.30 crores). The company declared interim dividend
Company. The said petition is pending. of ` 6.25 per Equity Share of ` 10 each, aggregating
` 10.00 crores (previous year Nil).
ITC IndiVision Limited
ITC IndiVision Limited (IIVL) was incorporated as a Greenacre Holdings Limited

wholly-owned subsidiary of your Company on
The company continues to provide maintenance
9th July, 2020.
services for commercial office buildings, engineering,
The company has obtained necessary regulatory procurement and construction management services
approvals for setting up a facility near Mysuru, as well as project management consultancy services.

During the year, the company recorded Total Income company against the Order of the District Magistrate
of ` 5.65 crores (previous year ` 5.70 crores) and authorising the State authorities to take possession
Net Profit of ` 3.71 crores (previous year ` 1.33 crores) of the land leased to the company. The appeal filed
after considering once-off reversals of certain deferred by the company against the aforestated Order was
tax liabilities aggregating ` 1.44 crores. admitted in April 2014 and the matter is pending
before the Honourable High Court.
ITC Investments & Holdings Limited
The company, an unregistered Core Investment of ` 9.51 lakhs (previous year ` 8.36 lakhs) and
company within the meaning of the Core Investment Net loss of ` 3.17 lakhs (previous year Net profit of
Companies (Reserve Bank) Directions, 2016 and related ` 0.03 lakhs).
guidelines, recorded Total Revenue of ` 0.06 crore
during the year (previous year ` 0.07 crore) and NOTES ON JOINT VENTURES
Net Profit of ` 0.01 crore (previous year ` 0.02 crore).
ITC Essentra Limited
MRR Trading & Investment Company Limited The performance of the company during the year
was adversely impacted by the COVID-19 pandemic.
The company, a wholly-owned subsidiary of
With the easing of restrictions, the company restarted
ITC Investments & Holdings Limited, holds tenancy
operations in a seamless manner while ensuring the
rights in a commercial building located in Mumbai and
highest standards of hygiene and safety protocols. The
also provides estate maintenance services. During
persistent pressure on volumes of the legal cigarette
the year, the company recorded Total Income
industry on account of a punitive taxation regime and
of ` 7.26 lakhs (previous year ` 7.33 lakhs) and
stringent regulations, continues to exert pressure on
Net Profit of ` 0.33 lakhs (previous year ` 0.24 lakhs).
the demand for cigarette filters from the legal industry.
Pavan Poplar Limited Against the backdrop of such challenging business
The operations of the company continue to be conditions, the company retained its leadership
adversely impacted pursuant to the Order of the position of being the preferred supply chain partner
Honourable High Court of Uttarakhand at Nainital in for several well-known national and international
February, 2014 dismissing the writ petition filed by the brands leveraging its core strengths - strong customer
company against the Order of the District Magistrate relationships, world-class innovation, superior
authorising the State authorities to take possession execution, consistent delivery and best-in-class
of the land leased to the company. The appeal filed quality. The company continues to make investments
by the company against the aforestated Order was in technology induction and capability building towards
admitted in April, 2014 and the matter is pending sustaining its position as the ‘innovation and quality
before the Honourable High Court. benchmark’ in the Indian cigarette filter industry.
During the year, the company recorded Total Income During the year ended 31st March, 2021, the
of ` 0.22 crore (previous year ` 0.07 crore) and company’s Revenue from Operations stood at
Net profit of ` 0.09 crore (previous year Net loss of ` 337.87 crores (previous year ` 381.19 crores).
` 0.14 crore). Net Profit during the year stood at ` 36.23 crores
(previous year ` 42.09 crores).
Prag Agro Farm Limited
The Board of Directors have recommended a dividend
The operations of the company continue to be of ` 70.00 per Ordinary Share of ` 10 each (including
adversely impacted pursuant to the Order of the special dividend of ` 30.00 per Ordinary Share)
Honourable High Court of Uttarakhand at Nainital in for the year ended 31st March, 2021 (previous year
February, 2014 dismissing the writ petition filed by the ` 30.00 per Ordinary Share).

Maharaja Heritage Resorts Limited Logix Developers Private Limited

Maharaja Heritage Resorts Limited, a joint venture of Logix Developers Private Limited (LDPL) is a
your Company with Jodhana Heritage Resorts Private joint venture between your Company and Logix
Limited, currently operates 35 heritage properties Estates Private Limited for developing a luxury
across 14 States in India under the ‘WelcomHeritage’ hotel-cum-service apartment complex at the
brand. The portfolio of properties, comprising company’s leasehold site located at Sector 105 in
‘Legend Hotels’, ‘Heritage Hotels’ and ‘Nature Resorts’, New Okhla Industrial Development Authority (NOIDA).
provides uniquely differentiated offerings to guests in Under the terms of the Joint Venture Agreement,
the cultural, heritage, nature, wellness and adventure your Company holds 27.9% equity stake in LDPL and
tourism segments respectively. Operations across will, inter alia, provide hotel operating services, upon
properties were impacted by the pandemic in the commissioning of the hotel by LDPL.
first half of the year. With gradual easing of restrictions,
As reported in prior years, your Company reiterated
the properties demonstrated progressive recovery
its position with the JV partner that it was committed
in performance.
to developing a luxury hotel-cum-service apartment
During the year, the WelcomHeritage brand was complex as envisaged under the JV Agreement and
awarded the ‘Gold Award’ by Service Industry that it was not interested in progressing with any
Advertising Awards, Atlanta, USA for the campaign alternative project plans proposed by the JV partner.
‘Work from Here’ promoting long stay at select However, the JV partner refused to progress the
WelcomHeritage Hotels. project and instead expressed its intent to exit from
During the year ended 31st March, 2021, the company the JV by selling its stake to your Company.
recorded Total Income of ` 2.30 crores (previous Subsequently, the JV partner proposed that both
year ` 3.69 crores) and Net Loss of ` 0.68 crore parties should find a third party to sell the entire
(previous year Net Profit of ` 0.39 crore). Total shareholding in LDPL. In view of these developments,
Comprehensive Income for the year stood at your Company had filed a petition before the erstwhile
(-) ` 0.68 crore (previous year ` 0.35 crore). Company Law Board submitting that the affairs of the
JV entity were being conducted in a manner that was
Espirit Hotels Private Limited prejudicial to the interest of your Company and the
Espirit Hotels Private Limited (EHPL) is a joint venture JV entity. The matter is currently before the National
between your Company and the Ambience Group, Company Law Tribunal (NCLT). The JV partner had
Hyderabad, for developing a luxury hotel complex at also filed a petition before the Honourable Delhi
Begumpet, Hyderabad. Under the terms of the High Court for winding up the JV company, which
Joint Venture Agreement, your Company acquired was transferred to the NCLT by the Honourable
26% equity stake in EHPL and will, inter alia, provide Delhi High Court. The matter was heard before the
hotel operating services upon commissioning NCLT on several occasions in the past but could not
of the hotel. be concluded. On 21st January, 2020, the matter was
assigned to a new bench; the matter is being heard
As reported in prior years, the Ambience Group has
and the date of next hearing is slated for
expressed its desire to review the timing of further
28th July, 2021.
investments in EHPL, citing concerns about the viability
of the project in view of the challenging economic During the year, the company received notices
environment and the sluggish demand conditions from NOIDA demanding payments in respect of the
currently prevailing in the relevant market. Your Company aforesaid lease. The company has submitted its
continues to explore its options in this regard. responses in this regard.
Your Company’s investment in EHPL stood at During the year ended 31st March, 2021, the
` 46.51 crores as at 31st March, 2021. company recorded a Net Loss of ` 40.28 crores

(previous year ` 75.36 crores). The Net Worth of During the year ended 31st March, 2021, the company
the company stood at (-) ` 147.62 crores as at recorded a Total Income of ` 62.16 crores (previous
31st March, 2021 (previous year (-) ` 107.34 crores). year ` 210.52 crores) and Net Loss for the year of
Your Company’s total investment in LDPL was ` 45.07 crores (previous year Net Loss of ` 7.41 crores).
` 41.95 crores. Your Company had made provisions Total Comprehensive Income for the year stood at
aggregating ` 33.45 crores towards diminution in the (-) ` 45.01 crores (previous year (-) ` 8.99 crores).
carrying value of investment in LDPL in the previous
years, bringing the carrying value of the company’s Gujarat Hotels Limited
investment in LDPL as at 31st March, 2021, to The company’s hotel, ‘Welcomhotel Vadodara’, at
` 8.5 crores. Vadodara is operated by your Company under an
The financial statements of LDPL for the year ended Operating License Agreement.
31st March, 2021, are yet to be approved by its Pandemic induced restrictions and lockdowns
Board of Directors. In the absence of audited financial adversely impacted the revenue from License
statements of LDPL, the Consolidated Financial Agreement especially during the first half of the year.
Statements of your Company for the year ended
During the financial year ended 31st March, 2021,
31st March, 2021, have been prepared based on the
the company recorded Total Income of ` 3.06 crores
financial statements prepared by the management
(previous year ` 5.92 crores) with Net Profit and
of LDPL.
Total Comprehensive Income of ` 2.27 crores
(previous year ` 4.30 crores). The Board of Directors
NOTES ON ASSOCIATES
of the company have recommended a dividend of
International Travel House Limited ` 1.80 per Equity Share of ` 10 each for the year
The company is engaged in the business of providing ended 31st March, 2021 (previous year ` 2.50 per
travel related services to corporate travellers in Equity Share).
India and abroad. The services include car rentals,
ATC Limited (an associate of Gold Flake
business travel, leisure, meetings, incentives,
Corporation Limited)
conferencing, exhibitions, foreign exchange and hotel
travel services. The company is a contract manufacturer of cigarettes.
During the year, the company recorded Total Revenue
The company’s operations have been severely
of ` 25.47 crores (previous year ` 25.32 crores) and
impacted due to restrictions on travel and related
Net Profit of ` 0.24 crore (previous year ` 0.12 crore).
activities on account of the ongoing pandemic. The
company has reviewed and rationalised its cost The company’s operations during the year were
structures, to partly mitigate the impact of negative impacted by the lockdowns and supply chain
operating leverage. To address the latent demand disruptions due to the COVID-19 pandemic. On
of safe travel during the pandemic, the company resumption of operations, the company ramped up its
launched ‘The SAFE Car Promise’ during the year, production in an expeditious manner while ensuring
reassuring its commitment to the customers on the the highest standards of hygiene and safety protocols.
highest standards of reliability, safety and hygiene. The company continued to maintain high levels of
To supplement its revenues, the company has also operational responsiveness and benchmark quality
forayed in the adjacent space of Corporate Employee in its manufacturing operations to meet the needs
Transportation services for essential sectors and of its customers. During the year, the company was
promoted domestic leisure holidays through the conferred Platinum certification and Excellence award
launch of various holiday packages. The company by the Indian Green Building Council National Energy
is evaluating multiple strategies of growth in keeping Management award by the Confederation of Indian
with the post-pandemic operating environment. Industry and Prashansa Patra by the National Safety

Council of India. The company also signed a long-term Profit of ` 0.10 crore (previous year ` 0.06 crore).
settlement agreement with the Employees Union The company continues to explore opportunities for
during the year. strategic investments.
Delectable Technologies Private Limited INTERNAL FINANCIAL CONTROLS
During the year, Delectable Technologies Private The Corporate Governance Policy guides the conduct
Limited (Delectable) became an associate of your of affairs of your Company and clearly delineates
Company pursuant to acquisition of the second the roles, responsibilities and authorities at each
tranche of Compulsorily Convertible Preference level of its three-tiered governance structure and
Shares on 17th September, 2020. Your Company key functionaries involved in governance. The ITC
effectively holds 20.06% stake in Delectable on a fully Code of Conduct commits management to financial
diluted basis. The company is, inter alia, engaged and accounting policies, systems and processes.
in sale of FMCG products leveraging app-based The Corporate Governance Policy and the ITC Code
technology through vending machines, primarily of Conduct stand widely communicated across the
installed across office locations. During the year, the enterprise at all times and together with the ‘Strategy
operations of the company were adversely impacted of Organisation’, Planning & Review Processes
with most offices remaining shut or operating with and the Risk Management Framework provide
limited employees, on account of the pandemic. the foundation for Internal Financial Controls with
reference to your Company’s Financial Statements.
During the year, the company recorded Total Revenue
of ` 0.90 crore and Net Loss of ` 1.87 crores. Such Financial Statements are prepared on the
basis of the Significant Accounting Policies that are
Associates of Russell Credit Limited carefully selected by management and approved by
the Audit Committee and the Board. These Policies
Russell Investments Limited
are supported by the Corporate Accounting and
During the year, the company recorded Total Income Systems Policies that apply to the entity as a whole to
of ` 3.50 crores (previous year ` 4.73 crores) and implement the tenets of Corporate Governance and
Net Profit of ` 2.27 crores (previous year ` 2.50 crores). the Significant Accounting Policies uniformly across
Total Comprehensive Income for the year stood your Company. The Accounting Policies are reviewed
at ` 8.88 crores (previous year (-) ` 43.01 crores) and updated from time to time. These, in turn, are
reflecting the recovery in market value of certain supported by a set of divisional policies and Standard
long-term strategic investments over the previous year Operating Procedures (SOPs) that have been
which was severely impacted due to the pandemic. established for individual businesses.
The company continues to explore opportunities for
Your Company uses Enterprise Resource Planning
strategic investments.
(ERP) systems as a business enabler and also
Divya Management Limited to maintain its books of accounts. The SOPs, in
tandem with transactional controls built into the ERP
During the year, the company recorded Total Income systems, ensure appropriate segregation of duties,
of ` 0.52 crore (previous year ` 0.53 crore) and tiered approval mechanisms and maintenance of
Net Profit of ` 0.17 crore (previous year ` 0.16 crore). supporting records. The Information Management
The company continues to explore opportunities for Policy reinforces the control environment. The
strategic investments. systems, SOPs and controls are reviewed by
divisional management and audited by Internal Audit
Antrang Finance Limited
whose findings and recommendations are reviewed
During the year, the company recorded Total Income by the Audit Committee and tracked through till
of ` 0.28 crore (previous year ` 0.31 crore) and Net implementation.

Your Company has in place adequate internal responsibilities, from strategic to the operational.
financial controls with reference to the Financial These role definitions, inter alia, provide the
Statements. These have been designed to provide foundation for appropriate risk management
reasonable assurance with regard to recording and procedures, their effective implementation across
providing reliable financial information; complying your Company and independent monitoring and
with applicable statutes; safeguarding assets from reporting by Internal Audit.
unauthorised use; ensuring that transactions are
– The Risk Management Committee, constituted by
carried out with proper authorisation and complying
the Board, monitors and reviews the strategic risk
with Corporate Policies and Processes. Such controls
management plans of your Company as a whole
have been assessed during the year, after taking into
and provides necessary directions on the same.
consideration the essential components of internal
controls stated in the Guidance Note on Audit of – The Corporate Risk Management Cell, through
Internal Financial Controls over Financial Reporting focused interactions with businesses, facilitates
issued by The Institute of Chartered Accountants the identification and prioritisation of strategic and
of India. Based on the results of such assessment operational risks, development of appropriate
carried out by management, no reportable material mitigation strategies and conducts periodic reviews of
weakness or significant deficiency in the design or the progress on the management of identified risks.
operation of internal financial controls was observed. – A combination of centrally issued policies and
Nonetheless, your Company recognises that any divisionally-evolved procedures brings robustness
internal control framework, no matter how well to the process of ensuring that business risks are
designed, has inherent limitations and accordingly, effectively addressed.
regular audit and review processes ensure that such
– Appropriate structures are in place to proactively
systems are reinforced on an ongoing basis.
monitor and manage the inherent risks in
RISK MANAGEMENT businesses with unique/relatively high risk profiles.
As a diversified enterprise, your Company continues – A strong and independent Internal Audit function at
to focus on a system-based approach to business the Corporate level carries out risk focused audits
risk management. The management of risk is across all businesses, enabling identification of
embedded in the corporate strategies of developing areas where risk management processes may
a portfolio of world-class businesses that best match need to be strengthened. The Audit Committee
organisational capability with market opportunities, of the Board reviews Internal Audit findings and
focusing on building distributed leadership provides strategic guidance on internal controls.
and succession planning processes, nurturing The Audit Compliance Review Committee closely
specialism and enhancing organisational capabilities monitors the internal control environment within
through timely developmental inputs. Accordingly, your Company including implementation of the
management of risk has always been an integral action plans emerging out of internal audit findings.
part of your Company’s ‘Strategy of Organisation’ – At the Business level, Divisional Auditors
and straddles its planning, execution and reporting continuously verify compliance with laid down
processes & systems. Backed by strong internal policies and procedures and help plug control
control systems, the current Risk Management gaps by assisting operating management in the
Framework consists of the following key elements: formulation of control procedures.
– The Corporate Governance Policy approved – A robust and comprehensive framework of
by the Board, clearly lays down the roles strategic planning and performance management
and responsibilities of the various entities in ensures realisation of business objectives based
relation to risk management covering a range of on effective strategy implementation. The annual

planning exercise requires all Businesses to clearly In respect of commodities sourced for use as inputs
identify their top risks and set out a mitigation in its Businesses, your Company has well laid out
plan with agreed timelines and accountabilities. policies to manage the risks arising out of the inherent
Businesses are required to confirm periodically that price volatility associated with such commodities.
all relevant risks have been identified, assessed, This includes robust mechanisms for monitoring
evaluated and that appropriate mitigation systems market dynamics towards making informed sourcing
have been implemented. decisions; well defined inventory holding norms
based on considerations such as seasonality and
Your Company endeavours to continuously sharpen
the strategic nature of the commodity concerned;
its Risk Management systems and processes in line
entering into long-term contracts with suppliers to
with a rapidly changing business environment. In
secure supply of critical items at competitive cost and
this regard, it is pertinent to note that some of the
continuous diversification of supplier base. Multiple
key businesses of your Company have adopted
sourcing models, wide geographical spread, extensive
the ISO 31000 Standard and accordingly, the Risk
sourcing and supply chain network and associated
Management systems and processes prevalent in
infrastructure in key growing areas coupled with
these businesses have been independently assessed
deep-rooted farmer linkages ensure sourcing of high
to be compliant with the said global Standard on Risk
quality agri-commodities at competitive cost.
Management. During the year, the said Businesses
have successfully transitioned from the erstwhile Your Company’s strategy of backward integration in
ISO 31000:2009 Standard to the revised sourcing of agri-commodities such as wheat, potato,
ISO 31000:2018 Standard. This intervention provides fruit pulp, spices, milk and leaf tobacco; in-house
further assurance on the robust nature of risk manufacturing of paperboards, paper and packaging
management practices prevalent in your Company. (including pulp production and print cylinder making
facilities); wood procurement from the economic
The centrally anchored initiative of conducting external
vicinity of the Bhadrachalam unit, facilitates access to
independent reviews of key business processes with
critical inputs at benchmark quality and competitive
high ‘value at risk’ continued during the year. The Risk
cost besides ensuring security of supplies. Further,
Management Committee met thrice during the year
each of your Company’s businesses continuously
and was updated on the status and effectiveness of
focuses on product mix enrichment towards protecting
the risk management plans. The Audit Committee was
margins and insulating operations from spikes in
also updated on the effectiveness of your Company’s input price.
risk management systems and policies.
In respect of Agri-commodity trading, your Company
A Cyber Security Committee, chaired by the has a well laid out policy to manage the risks
Chief Information Officer, is in place to provide specific associated with sourcing of such commodities.
focus on cyber security related risks, with the primary This includes:
responsibility of tracking emerging practices and
technologies and provide suitable recommendations – segregation of duties and robust internal controls
for enhancing security of the IT systems and through a system of checks and balances embedded
infrastructure. The Chief Information Officer, is invited in the organisation and governance structure;
to the Risk Management Committee meetings and – clearly defined limits for trading position (long and
is responsible for ensuring that the Cyber Security short) and net cash loss for specific commodities/
systems of your Company remain effective commodity groups;
and contemporary.
– mitigation of price, liquidity and counter party
Your Company sources several commodities for risks in respect of commodities such as soya,
use as inputs in its businesses and also engages in mustard and chana through hedging on commodity
agri-commodity trading as part of its Agri Business. exchanges (mainly NCDEX). Correlation between

prices prevailing in the physical market and those hygienic conditions both at the work place as well as
on the commodity exchange is analysed regularly in the market. This was supplemented with training
to ensure effectiveness of hedging; materials like posters, pamphlets and guidelines.
All employees and associates were encouraged
– robust monitoring and review mechanisms of net
to download and use the Aarogya Setu app as
open positions and ‘value at risk’.
advised by the Government. Prior to entry into any
The combination of policies and processes as Company location and facility, the status in the
outlined above adequately addresses the various Aarogya Setu App is mandatorily checked. Your
risks associated with sourcing of commodities for your Company has also made arrangements with various
Company’s businesses. medical establishments to facilitate and encourage
COVID-19 vaccination among eligible employees and
The COVID-19 pandemic has triggered new risks
their families.
in business operations. At the onset of the pandemic,
your Company pro-actively put in place Crisis/ Senior management continues to frequently engage
Contingency Management Teams, both at the with teams to bolster employee morale. E-learning
Business as well as at the Corporate levels. programmes and platforms have been made available
These cross-functional teams, represented by senior to ensure upskilling and knowledge enhancement.
management, continually review strategic, operational, Access to secure and contemporary platforms has
financial matters as well as measures relating to been provided to facilitate working through remote
employee well-being, health and safety. Each of the access. With the implementation of Work From
Businesses, guided by the Risk Management Framework, Home (WFH), safeguards against cyber security
have reviewed their approach to risk mitigation. risks have been strengthened. Employees have
In the area of Employee Well-being and Safety, been provided with devices and secure remote
detailed advisories have been issued to employees connectivity to facilitate WFH. A 24x7 service desk
on how to safeguard themselves, their colleagues and has been setup to assist in WFH. Cyber Security
associates, and their families both at the workplace as related advisories and guidelines have been shared
well as at their homes. These guidelines also provide with all concerned employees to facilitate secure and
details on social distancing norms and how employees uninterrupted access to your Company’s IT systems
should seek help on any aspect concerning their and information.
health from within the organisational support system. As enumerated above, your Company is
Advisories and guidelines are continuously updated in comprehensively geared to address potential risks
line with the evolving situation incorporating the latest arising out of the pandemic.
inputs from expert groups.
AUDIT AND SYSTEMS
Heightened safety protocols were implemented at
all units that resumed operations, with end-to-end Your Company believes that internal control
solutions from transportation of workmen, screening, is a necessary concomitant to the principle of
regular deep cleaning and sanitization, innovations governance that freedom of management should be
to ensure safe distancing and strict adherence to exercised within a framework of appropriate checks
hygiene standards and use of personal protective and balances.
equipment where required. Your Company’s Your Company remains committed to ensuring an
employees, trade partners, transporters and their effective internal control environment that, inter alia,
associates were provided extensive training – both provides assurance on orderly and efficient conduct
online and at the place of work – in social distancing of operations, security of assets, prevention and
and personal protection. Standard Operating detection of frauds/errors, accuracy and completeness
Procedures were developed to ensure safe and of accounting records and Management Information

Systems, timely preparation of reliable financial staff, etc. The usage of data analytics in audits has
information, adherence with relevant statutes and been augmented across the organisation. Your
compliance with related party transactions. Company’s Internal Audit processes are certified as
complying with ISO 9001:2015 Quality Standards.
Your Company’s independent and robust Internal
The Audit methodology is also designed to validate
Audit processes, both at the Business and Corporate
effectiveness of critical IT controls that are embedded
level, provide assurance on the adequacy and
in the business systems, leading to greater alignment
effectiveness of internal controls, compliance with
with the business process environment.
operating systems, internal policies and regulatory
requirements. The onset of COVID-19 pandemic and consequent
lockdowns and restrictions imposed to curb its spread,
Independent consultants have confirmed compliance
made the conduct of physical audits extremely
of Internal Audit systems and processes with the
difficult. Under such challenging circumstances and
Standards on Internal Audit (SIA) issued by the
considering the safety and well-being of employees,
Institute of Chartered Accountants of India. Although
Corporate Internal Audit envisioned and adopted a
the Standards continue to be recommendatory
’remote audit’ approach by leveraging technology to
in nature, such external validation evidences the
ensure continuity in audit and assurance processes.
contemporariness of the Internal Audit function.
A comprehensive Standard Operating Procedure
The Internal Audit function, consisting of professionally comprising, inter alia, ‘Work From Home’ guidelines,
qualified accountants, engineers and Information IT security controls and communication protocols,
Technology (IT) specialists, is adequately skilled facilitated seamless and effective conduct of remote
and resourced to deliver audit assurances at internal audits during the year.
highest levels. The Audit Committee of your Board met eight times
In the context of your Company’s IT environment, during the year. The Terms of Reference of the
systems and policies relating to Information Audit Committee, inter alia, included reviewing the
Management are periodically reviewed and effectiveness of the internal control environment,
benchmarked for contemporariness. Compliance with evaluation of your Company’s internal financial
the Information Management policies receive focused control and risk management systems, monitoring
attention of the Internal Audit team. Information implementation of the action plans emerging out
Technology systems undergo pre-implementation of Internal Audit findings including those relating to
audit before being deployed for usage in businesses, strengthening of your Company’s risk management
thereby delivering an independent assurance with systems and discharging of statutory mandates.
respect to the rigour of implementation.
HUMAN RESOURCE DEVELOPMENT
Qualified engineers in the Internal Audit function
The talent management strategy of your Company
review the quality of design, planning and execution of
focuses on sustaining ITC’s position as one of India’s
all ongoing projects involving significant expenditure
most valuable corporations, remaining customer
to ensure that project management controls are
focused, competitively superior, performance driven
adequate and yield ‘value for money’. Internal Audit
and future ready. The initiatives and processes
continues to use state-of-the-art tools and software for
strive to deliver the unique talent promise of Building
conducting project audits.
Winning Businesses, Developing Business Leaders
Processes in the Internal Audit function have been and Creating Value for India. The talent development
continuously strengthened for enhanced effectiveness practices help create, foster and strengthen the
and productivity including the deployment of capability of human capital to deliver critical outcomes
best-in-class tools for analytics in the Audit domain, on the vectors of strategic impact, operational
ongoing knowledge improvement programmes for efficiency and capital productivity.

Your Company’s ‘Strategy of Organisation’ is Your Company’s approach to management

designed to promote agility through a culture of development is founded on the belief that learning
distributed leadership enabled by a three-tier initiatives must remain synergistic and aligned to
governance structure. This is manifested in market business outcomes. Towards this end, your Company
and consumer facing Businesses which are driven has assiduously built a culture of continuous learning,
by empowered teams and supported by shared innovation and collaboration by providing cutting-
assets and capabilities, enabling strategic relevance, edge learning and development support to managers.
speed, responsiveness and operational excellence. The emphasis is on providing experiential learning
This approach allows Businesses, through their through on-the-job assignments, an enabling &
Management Committees, to focus, develop and supportive environment and promoting learning
execute business plans relevant to their product-market agility. Deep functional expertise is fostered early in
spaces while leveraging the institutional strengths of one’s career through immersion in complex problem-
your Company and harvesting internal synergies. solving assignments requiring the application of
domain expertise. Managers are assessed on your
Your Company’s Human Resource development
Company’s behavioural competency framework and
approach spans four key organisational dimensions
provided with learning and development support to
of Agility, Alignment, Ability and Architecture which
address areas identified for improvement. Key talent
are supported through strategies crafted in areas
is provided critical experiences in high impact roles
of impact such as talent acquisition, engagement,
and mentored by senior managers. This promotes the
capability building, employee relations, performance &
development of a pool of high-quality talent through
rewards and employee well-being.
mentorship, coaching and learning opportunities.
Your Company’s strong employer equity has enabled
Your Company has identified three capability
the attraction and retention of high-quality talent.
platforms relevant to making businesses future-
The management trainee programme augmented
ready – Business Critical Strategic Competencies,
with recruitment of experienced talent from the
Leadership Development and Organisation Identity
market, is an integral part of the leadership pipeline
& Pride. Employees are offered best-in-class
development process. Your Company continues
learning and development support comprising a
to draw the finest management, technical and
blend of classroom, online and on-the-job training.
commercial talent from premier institutions in the
Programmes are designed with learning content
country and is ranked amongst the leading companies
benchmarked to the highest standards. Globally
in these institutions. Intensive engagement with the
benchmarked learning curriculums are designed
country’s premier academic institutions over the years
and delivered through subject matter experts
to communicate your Company’s talent proposition
and internationally recognised faculty which are
through case-study competitions, knowledge sharing
supplemented with business-critical application
programmes by senior managers and the annual
projects. Learning is further supplemented with
internship programmes have all contributed to create
on-demand, online programmes made accessible
a compelling proposition for the best candidates to
to employees through globally recognised content
aspire for a career with your Company. Your Company
platforms. This approach ensures the application of
continues to enthuse talent with high impact roles,
learning fructifies in a manner which benefits your
competitive and performance driven remuneration,
Company’s business results.
diversity in learning opportunities, an employee-centric
climate, well-being focused infrastructure and support Your Company continues to strengthen its
that promotes fellowship and commitment amongst performance management system and its culture of
employees. accountability through the widespread adoption of the

system of Management By Objectives. Performance employees about new business models, products and
planning through clearly defined goals, outcome-based processes. Over 3100 managers participated in the
assessment and alignment of rewards to achievement contest, which generated over 2000 ideas, of which
of results have all contributed to a robust culture of several are in the pilot stage of evaluation.
ownership and accountability. ‘Career Conversations’
While your Company has covered significant ground
and succession planning processes have contributed
and scaled up its digital investments exponentially,
to helping employees realise their potential, craft their
it seeks to embrace digitalisation as a foundation
careers while recognising their strengths and areas
capability, vital to accelerating value creation,
of development and ensure a sound workforce
offering novel ways of interacting with consumers
planning system.
and reconfiguring value chains, and transforming
Your Company continues to periodically assess the business models.
quality of employee engagement through Company-wide
It is in this context that the ‘Young Digital Innovators
surveys. During the year, the employee engagement
Lab’ has been constituted, comprising select digital
initiatives, viz. leadership outreach through
natives, drawn from ITC’s Businesses who will
extensive communication, recognition programmes
benchmark your Company’s digital assets, identify
acknowledging exceptional contributions of
best-in-class digital technologies and practices and
employees and teams, career conversations and
spot opportunities across your Company’s value
training & development planning and investments in
chains to secure competitive advantage. The Young
employee well-being, etc. were further strengthened,
Digital Innovators act as mentors to the ‘Digital Council’,
leveraging digital technologies to not only widen the
which has been created to ideate, seed, sponsor
reach but also enhance the quality of engagement.
high impact digital interventions and harness the
ITC Hotels was certified as a ‘Great Place to Work’ by
power of synergy for cross-fertilisation of ideas while
the Great Place to Work Institute, a global authority
also pitching ideas to them. Both these forums in
on building, sustaining and recognising high-trust
combination are expected to serve as a fertile ground
and high-performance culture at workplaces. This is
for ideation, exploration and harvesting of the full
an important milestone in the Business’ engagement
potential of digitalisation at your Company.
journey and a recognition of its workplace culture.
Your Company believes that alignment of all
Your Company continued its practice of active
employees to a shared vision and purpose is vital
leadership outreach to employees. Periodic
for winning in the marketplace. It also recognises the
communications were cascaded throughout the
mutuality of interests with key stakeholders and is
ITC community through the ‘StudioOne Townhall’ led
committed to building harmonious employee relations.
by the Chairman, providing employees an avenue
Your Company remains dedicated to an Employee
to hear from and engage with leaders about your
Relations climate of partnership and mutuality while
Company’s vision, strategy and milestones. This was
ensuring operations are competitive, flexible and
supplemented by a more personalised engagement
responsive. The Employee Relations philosophy of
through the ‘StudioOne Xchange’ initiative. The
your Company, anchored in the tenets of Scientific
Chairman and other Members of the Corporate
Management, Industrial Democracy, Human Relations
Management Committee interacted with managers
and Employee Well-being, has contributed to building
across businesses in small groups, sharing your
a robust platform which has aided the conclusion
Company’s vision and strategies while also inviting
of collective bargaining agreements at several
suggestions and feedback.
of its manufacturing units and hotel properties,
As a means of crowd sourcing ideas, your Company ensured smooth commencement of operations at
launched ‘ReImagine Next’, an organisation-wide greenfield locations and the execution of productivity
innovation contest inviting suggestions from improvement practices. Several initiatives have been

taken to foster a culture of commitment amongst Details of constitution of Internal Complaints

the demographically diverse workforce in these Committee under the Sexual Harassment of Women
new facilities. at Workplace (Prevention, Prohibition and Redressal)
Act, 2013 are provided in the ‘Business Responsibility
The COVID-19 pandemic has cast unprecedented
Report’, forming part of the Report and Accounts.
challenges and your Company has taken a host
of measures to ensure employee well-being and WHISTLEBLOWER POLICY
business continuity. The provision of medical
equipment across locations, Covid care centres Your Company’s Whistleblower Policy encourages
for employees and their families, assistance with Directors and employees to bring to your Company’s
hospitalisation and treatment, paid leave for those attention, instances of illegal or unethical conduct,
infected or in quarantine, vaccination facilitation actual or suspected incidents of fraud, actions that
through camps for employees and their family affect the financial integrity of your Company, or actual
or suspected instances of leak of unpublished price
members, service provider personnel and supply
sensitive information that could adversely impact
chain partners, medical advise through a network of
your Company’s operations, business performance
Company doctors, webinars on preventive measures,
and/or reputation. The Policy requires your Company
counselling services and stringent risk mitigation
to investigate such incidents, when reported, in an
protocols such as ‘zoning’ in factories, restrictions on
impartial manner and take appropriate action to
travel and office presence, masking, precautionary
ensure that the requisite standards of professional
random testing, temperature checks and social
and ethical conduct are always upheld. It is your
distancing measures in all locations, have been
Company’s Policy to ensure that no complainant is
instrumental in reassuring employees, mitigating risks
victimised or harassed for bringing such incidents
and ensuring medical care in the event of infection.
to the attention of your Company. The practice of
Your Company‘s thought, strategy and action are the Whistleblower Policy is overseen by the Audit
inspired by a larger purpose of being an exemplary Committee and no employee was denied access to
Indian enterprise that not only pursues agile the Committee during the year. The Whistleblower
innovation to be extremely competitive, but also one Policy is available on your Company’s corporate
that embeds sustainability and inclusiveness at the website at https://www.itcportal.com/about-
core of its Businesses. It is your Company’s firm belief itc/values/index.aspx#sectionb5 .
that this approach has enabled it to create enduring
value for the Indian economy, the larger community of SUSTAINABILITY 2.0 – Building Back Better
stakeholders, as also delight consumers with a vibrant Your Company believes that when enterprises
portfolio of best-in-class products and services. We make societal value creation an integral part of their
are confident that every one of your Company’s corporate strategy, powerful drivers of innovation
employees will relentlessly strive to meet the bold emerge that make growth more enduring for all
growth agenda, deliver world-class performance, stakeholders. This paradigm is called ‘Responsible
innovate newer and better ways of doing things, Competitiveness’ - an abiding strategy that focuses
uphold human dignity, foster team spirit and discharge on extreme competitiveness but in a manner
their role as ‘trustees’ of all stakeholders with true faith that replenishes the environment and supports
and allegiance. sustainable livelihoods.
Your Company is committed to perpetuate this Your Company’s innovative business models synergise
vitality – its growth as a value generating engine and the building of economic, environmental and social
also as an exemplary institution – so that it continues capital, thus embedding sustainability at the core of its
to succeed in its relentless pursuit of creating corporate strategy. Today, this strategy has not only
enduring value. contributed to building strong businesses of the future

as well as a portfolio of winning world-class brands, –

Sustain and enhance carbon sequestration by
but also in making your Company a global exemplar expanding forestry projects on wastelands through
in ‘Triple Bottom Line’ performance. Your Company ITC’s Social and Farm Forestry programme and
continues to be a carbon, water and solid waste other such initiatives.
re-cycling positive organisation and is a global
Water Stewardship
exemplar in sustainability. This approach has also
enabled your Company and its businesses, to support – Achieving 40% reduction in specific water
sustainable livelihoods for more than six million people. consumption by 2030 as compared to a
FY 2018-19 baseline.
As the world prepares for a post-pandemic
future, your Company is actively working towards – Creation of rainwater harvesting potential
Sustainability 2.0, an agenda which reimagines equivalent to over 5 times the net water
sustainability under the pressing challenges of consumption by 2030.
climate change. – Certification of all sites in high water stressed
With a view to ‘Building Back Better’, Sustainability areas as per the international water stewardship
2.0 calls for inclusive strategies that can support standard by Alliance for Water Stewardship (AWS)
sustainable livelihoods, pursue newer ways to fight by 2035.
climate change and enable the transition to a net zero – Improve crop water use efficiency in agri value
economy, work towards ensuring water security for all chains through demand side management
and create an effective circular economy for interventions and enable savings of 2000 million
post-consumer packaging waste. It also entails kilolitres of water by 2030.
protecting and restoring biodiversity. Your Company
believes that agility in thought and action, meaningful Plastic Waste and Circular Economy
public-private-people partnerships and responsible – 100% of your Company’s Packaging to be
competitiveness will act as core enablers of this new Reusable, Recyclable or Compostable by 2028.
agenda. Your Company has the potential to make a
– Plastic Neutrality: Enable sustainable
large-scale impact not only from an economic
management of waste in excess of the amount of
standpoint, but also from an employment generation
packaging utilised by FY 2021-22.
and social enablement lens because of its presence
across several critical sectors of the economy. With Sustainable Agriculture
its bold Sustainability 2.0 agenda, your Company
– Promote climate smart village approach in
is setting the bar higher, and remains committed to
core Agri Business catchments covering over
making a meaningful contribution to the Nation’s
3 million acres by 2030.
future while retaining its status as a sustainable
business exemplar. The Sustainability 2.0 ambitions Biodiversity Conservation
include: – Revive & sustain ecosystem services and products
Climate Change provided by nature, through adoption of nature-
based solutions and biodiversity conservation
– Enhancing the share of renewable energy usage to
covering over 250,000 acres by 2030.
50% of total energy consumption by 2030.
Sustainable Livelihoods
– Meeting 100% of purchased grid electricity
requirements from renewable sources by 2030. – Supporting sustainable livelihoods for 10 million
people by 2030.
– Reducing specific energy consumption by 30%
and specific GHG emissions by 50% by 2030 as To achieve its Sustainability 2.0 vision, your Company
compared to a FY 2018-19 baseline. has strengthened its management approach which

is guided by a comprehensive set of sustainability reduction of specific energy, construction of green

policies and is being implemented across the buildings, greening logistics and optimising
organisation. The organisation is also strengthening ‘distance-to-market’, and promoting regenerative
the mechanisms of engagement with key agriculture practices in agri value chains.
stakeholders, identification of material sustainability
Your Company’s extensive operational base including
issues and progressively monitoring and mitigating
factories, warehouses and hotels are also vulnerable
the impacts along the value chain of each Business.
to climate change risks. Appropriate investments have
Your Company will continue to update these systems
been made towards strengthening climate resilience
and processes in line with the evolving disclosure
covering your Company’s operational units including
standards and Environmental, Social and Governance
those located in coastal areas. Business continuity
(ESG) requirements.
plans are also in place to mitigate any operational
Your Company’s 17th Sustainability Report, published interruption due to extreme weather events. Similarly,
during the year detailed the progress made across factors such as rise in extreme weather events,
all dimensions of the ‘Triple Bottom Line’ for the varying climatic parameters and dependence on
FY 2019-20. This report is in conformance with rainwater for irrigation make agriculture in India quite
the Global Reporting Initiative (GRI) standards vulnerable to climate change. For major crops like
under ‘In Accordance – Comprehensive’ category wheat, pulp-wood and leaf tobacco among others,
and is third-party assured at the highest criteria of there is significant and sustained work being done on
‘reasonable assurance’ as per International Standard the development of climate-tolerant varieties as well as
on Assurance Engagements (ISAE) 3000. The 18th dissemination of climate-resilient and regenerative
Sustainability Report covering the sustainability agronomic practices in the growing areas. More details
performance of your Company for FY 2020-21, is are available in the ‘Sustainable Agriculture’ section.
being prepared in accordance with the GRI Standards
and will be made available shortly. Additionally, in order to identify long-term risks, your
Company has worked with climate experts to conduct
In addition, the Business Responsibility Report (BRR), a comprehensive climate change risk and vulnerability
as mandated by the Securities and Exchange Board
assessment using climate models across its operating
of India (SEBI) for the year under review is annexed
locations (factories, hotels, warehouses etc.). The
to the Report and Accounts. The BRR maps the
assessment considered impacts of climate variables
sustainability performance of your Company against
like temperature, precipitation, sea level rise, river/
the reporting framework suggested by SEBI.
coast proximity and extreme weather events over
During the year, your Company sustained its ‘AA’ long-term time frames (2040-2060 and 2060-2080)
rating by MSCI-ESG - the highest amongst global under two Representative Concentration Pathway
tobacco companies, and has also been included in the (RCP) scenarios - RCP 4.5 and RCP 8.5. In line
Dow Jones Sustainability Emerging Markets Index. with the findings of the assessment, appropriate
site-specific risk mitigation and adaptation measures
Building Climate Resilience are being evaluated. Detailed studies are also being
Your Company recognises the urgent need to combat conducted to understand the potential adverse
climate change for building a more secure future and impacts of climate change on your Company’s
the role it can play in enabling a net-zero economy. value chain covering both physical assets as well
To this end, your Company is pursuing a low carbon as key agri value chains. These risk assessments
growth strategy through extensive decarbonisation will help fine tune the climate resilience measures
programmes across its value chain. These include that are being implemented across your Company’s
increasing the share of renewable energy, continuous value chain.

Energy Conservation and Renewable Energy largest LEED® Platinum certified green hotels.
The data centre at Bengaluru, ITC Sankhya, is the
As a responsible corporate citizen, your Company has
first data centre in the world to receive the LEED®
made a commitment to reduce dependence on energy
Platinum certification by USGBC. During the year,
from fossil fuels. Accordingly, all factories incorporate
ITC Windsor’s best practices on carbon management
appropriate green features and premium luxury hotels
has resulted in it being credited with the defining
and office complexes continue to be certified at the
distinction of becoming the first hotel in the world to be
highest level by either the US Green Building Council,
LEED® Zero Carbon certified.
Indian Green Building Council or the Bureau of Energy
Efficiency (BEE). During the year, over 41% of your Several of your Company’s factories and office
Company’s total energy requirements were met from complexes have also received the Green Building
renewable sources such as biomass, wind and solar. certification from Indian Green Building Council
(IGBC), the LEED® certification from USGBC and star
Your Company is well positioned to benefit from
ratings from the Bureau of Energy Efficiency (BEE).
energy conservation and renewable energy promotion
Large infrastructure investments such as the ITC
schemes such as Perform, Achieve and Trade (PAT)
Green Centre at Manesar and the ITC Green Centre
and Renewable Energy Certificates (RECs) promoted
at Bengaluru (both are LEED® Platinum certified)
by the Government of India. Your Company continues
continue to demonstrate your Company’s commitment
its efforts to achieve a 50% renewable energy share in
to green buildings. Virginia House, Kolkata and ITC
its total energy consumption based on a mix of energy
Centre, Kolkata– the headquarters of your Company,
conservation and renewable energy investments,
is also now USGBC Green Building certified at the
despite significant enhancement in its scale of
highest ‘LEED Platinum’ rating. To date, 33 buildings
operations going forward.
of your Company have achieved Platinum certification
Greenhouse Gases and Carbon Sequestration by USGBC/IGBC. In order to continually reduce
your Company’s energy footprint, green features
The GHG inventory of your Company for the are integrated in all new constructions and also
FY 2020-21 compiled according to the ISO 14064 incorporated in existing hotels, manufacturing units,
Standard has been assured, as in the earlier years, warehouses and office complexes.
at the highest ‘Reasonable Level’ by an independent
third party. The GHG inventory covers emissions from Your Company’s Social and Farm Forestry initiatives,
your Company’s operations and GHG removals from besides mitigating the impact of increasing levels of
your Company’s large-scale forestry programmes. GHG emissions in the atmosphere, help greening of
degraded wasteland, prevent soil erosion, enhance
Reaffirming your Company’s commitment to the organic matter content in soil and increase ground
ethos of ‘Responsible Luxury’, all premium luxury water recharge.
hotels of your Company are Leadership in Energy &
Environmental Design (LEED®) Platinum certified, Towards Water Security for All
making it a trailblazer in green hoteliering globally.
With water scarcity increasingly becoming an area of
Your Company is a pioneer in the green buildings
serious concern, your Company continues to focus
movement. In 2004, the ITC Green Centre at
on an integrated water management approach that
Gurugram was awarded the Platinum Green Building
includes water conservation and harvesting initiatives
rating by USGBC-LEED (U.S. Green Building
at its units – while at the same time working towards
Council - Leadership in Energy and Environmental
meeting the water security needs of all stakeholders
Design), making it the largest Platinum rated building
at the local watershed level. Interventions have
in the world at that point in time.
been rolled out to improve water-use efficiencies by
ITC Grand Chola, the 600-key super-premium luxury adopting latest technologies and increasing reuse and
hotel complex in Chennai, is amongst the world’s recycling practices within the fence while also working

with farmers and other community members towards Your Company aims to go beyond the requirements
improving their water-use efficiencies. of Plastic Waste Management Rules, 2016 to ensure
that, over the next decade, 100% of packaging is
The demand side measures are followed by
reusable, recyclable or compostable. Your Company
augmenting supply at the sub-catchment level
is working towards optimising packaging in a way that
through various interventions focused on harvesting
it reduces the environmental impact arising out of
rainwater based on the recommendations of hydro-
post-consumer packaging waste without affecting
geological studies. The supply side interventions
integrity of the product. This is being done in
include enhancing capture and storage of rainwater
a structured manner by optimising design,
(in soil and storage ponds) and recharging aquifers.
identifying alternative packaging material with
Your Company also conducts efficacy studies to
lower environmental impact and suitable end-of-life
assess the impact of the watershed work carried out,
solutions for packaging waste. Your Company is also
and to ensure that maximum benefits accrue in the
working towards establishing scalable, replicable
long-term. As on 31st March, 2021, your Company’s
and sustainable models of municipal solid waste
integrated watershed development projects covering
management based on circular economy principles.
over 1.23 million acres of land have created a total
The approach is centred around treating waste as a
rainwater harvesting potential (RWH) of 42.95 million kl,
resource and ensuring that zero waste goes to landfill,
which is over 4 times the net water consumed by your
which can be achieved only when waste is segregated
Company’s operations in FY 2020-21.
at source. The initiatives focus on educating citizens
Your Company’s Paperboards & Speciality Papers on segregating waste at source into dry and wet
unit at Kovai was only the second facility in the world streams and ensuring that value is derived from these
and first in India to be awarded the AWS resources and in the process support sustainable
Platinum level certification in FY 2019-20 – the highest livelihood for waste collectors and rag-pickers. These
recognition for water stewardship in the world. Your models operate on a public-private partnership basis
Company is in the process of implementing the AWS with active involvement of Urban Local Bodies, Civil
Standards at other units in high water stress areas, Society and the informal sector of waste collectors.
and will progressively obtain AWS certification for Through these models, your Company is targeting
these sites in the coming years. sustainable management of waste in excess of the
amount of plastic packaging utilised by FY 2021-22.
Building a Circular Economy for
Your Company’s waste recycling programme,
Post-Consumer Packaging
‘WOW – Well Being Out of Waste’, enables the
Your Company continues to make significant progress creation of a clean & green environment and
in reducing specific waste generation through constant promotes sustainable livelihoods for waste collectors.
monitoring and improvement of efficiencies in material During the year, the programme continued to be
utilisation and also in achieving almost total recycling executed in Bengaluru, Mysuru, Hyderabad, major
of waste generated in operations. In this way, your towns of Telangana, Coimbatore, Chennai, Tirupur,
Company has prevented waste reaching landfills and Cochin, Muzaffarpur, Delhi and several districts of
the associated problems of soil and groundwater Andhra Pradesh. The quantum of dry waste collected
contamination and GHG emissions, all of which during the year was about 70,900 MT from 1,067
can adversely impact public health. In the current year, wards. The programme has covered over 1.5 crore
your Company has achieved over 99% waste recycling. citizens in over 38 lakh households, 52 lakh school
In addition, your Company’s Paperboards & Specialty children and around 2,040 corporates since its
Papers Business recycled over 79,000 tonnes of inception. It has promoted sustainable livelihood for
externally sourced post-consumer waste paper, thereby over 16,900 waste collectors by facilitating an
creating yet another positive environmental footprint. effective collection system in collaboration with

municipal corporations. The intervention has also managerial expertise with meaningful collaborations
created over 140 social entrepreneurs who are and partnerships, your Company has created
involved in maximising value capture from dry waste sustainable, scalable and replicable business
collected. In Pune, your Company is spearheading models in response to these challenges. Some
a circular economy based first-of-its-kind Multi-Layer of these include the revolutionary ITC e-Choupal
Plastic (MLP) collection and recycling programme. ecosystem which has empowered over 4 million
The ‘Green Temple’ initiative, powered by your farmers, the Social and Farm Forestry Initiative
Company’s Social Investments programme ‘Mission which has greened over 876,000 acres of land, and
Sunehra Kal’, is a closed loop waste management the Integrated Watershed Development that brings
model involving processing of waste generated in soil and moisture conservation to over 1.23 million
temples to provide biogas to the kitchen and compost acres. Your Company’s holistic and sustainable waste
for its gardens. During the year, the initiative was management models enabled recycling of more than
expanded to 188 temples across the cities of Chennai, 78,000 MT of dry waste in FY 2020-21. These models
Madurai, Trichy, Haridwar and Saharanpur. not only reduce the burden on landfills but also
In addition to WOW, a separate programme on Solid promote sustainable livelihoods for waste collectors
Waste Management (SWM) which deals with both wet and entrepreneurs in the waste value chain.
and dry waste is operational in 17 districts of 11 states To ensure wider adoption of the ‘Triple Bottom Line’
covering 7.31 lakh households and collected 41,645 MT philosophy across the Industry, your Company
of waste during the year. This programme focuses established the ‘CII–ITC Centre of Excellence for
on minimising waste to landfill by managing waste at Sustainable Development’ in 2006 in collaboration
source. Home composting was practiced by over with the Confederation of Indian Industry (CII). The
95,000 households. In FY 2020-21, 26,916 MT of Centre continues to focus on its endeavour to promote
wet waste was composted, 7,300 MT of dry waste was
sustainable business practices amongst Indian
recycled, and only 18% of the total waste was sent
enterprises. The major highlights during the year
to landfills.
include the following:
Your Company, on the back of above programmes
and other tie-ups with leading waste management Climate Change
agencies, collected more than 31,000 MT of – Climate Change: The first Climate Change
post-consumer plastic waste during the year from Council meeting for FY 2020-21 was held on
24 States and Union Territories, more than doubling
30th July, 2020. Two new working groups were
last year’s collections despite the challenges posed by
set up: (a) to undertake an analytical study on
the COVID-19 pandemic. This is equivalent to more
impact of carbon border tax on different industry
than 80% of plastic packaging films utilised by your
sectors as a result of the Carbon Border Tax
Company during the year. In the ensuing fiscal, the
proposed in the European Green Deal; and (b) an
endeavour would be to collect in excess of 100% of
Alliance for Climate Smart Agriculture, to undertake
plastic packaging introduced in the market.
a study to understand key challenges and barriers
Promoting Thought Leadership in Sustainability for making Indian agriculture ‘Climate Smart’.
Your Company’s pursuit of the ‘Triple Bottom Line’ – Edition 2 of the Climate Action Programme (CAP
approach has allowed it to develop unique, 2.0°) started with the self-assessment stage of
sustainable and industry-leading solutions to some 36 large companies and 154 MSMEs who had
of the most pressing sustainable development enrolled into the programme. The winners were
challenges faced by our country. Combining deep- recognised at ‘CAP 2.0 Degrees Recognition’ on
rooted insights, perspectives and on-ground 17th March, 2021.

Circular Economy Air Pollution

– The Un-Plastic Collective: A voluntary – The India CEO Forum for Clean Air organised a
multi-stakeholder initiative was launched in stakeholder dialogue series for scaling of ex-situ
2019-20 by UN-Environment Programme India, solutions for rice straw management in the states
the Centre and WWF-India, with the objective of Punjab and Haryana. Three dialogues were
to eliminate plastic pollution and move towards held which focused on collection and logistics,
a circular economy. India Plastics Pact is a processing and conversion of rice straw and for
collaborative business-led initiative to transform energy use.
the plastics packaging value chain from linear to
circular. The Centre and WWF-India, supported Industry Response to COVID-19
by WRAP, UK have initiated work in this area –
CSR Compendium on Industry Action towards
including stakeholder mapping, content, COVID-19 was launched on 29th September,
documentation, etc. 2020. Eminent speakers shared insights on
– Plastic Waste Management: The Ministry of initiatives taken by the Indian corporates to provide
Environment, Forest and Climate Change relief and rehabilitation to communities across
(MoEFCC), released the guideline document on the country.
the unified framework for Extended Producer
Responsibility (EPR) under the Plastic Waste Excellence in Sustainability
Management Rules 2016, which was broadly – 15th Sustainability Summit – Action Agenda for
based on the Draft National Framework on EPR the Next Decade, was held virtually from 8th to
developed by the Centre. Highlights include: 10th September, 2020, with 100 speakers and
a) three different models – fee based, Producer 700 participants. Eminent national and international
Responsibility Organisation (PRO) based and leaders, including Mr. Piyush Goyal, Minister of
plastic credit model; b) uniform EPR scheme Railways & Commerce and Industry, Mr. Prakash
across the country; and c) brand and geography Javadekar, Union Minister of Environment, Forest,
neutral EPR framework. Climate Change, Mr. Suresh Prabhu, India’s
– Circular Economy and Resource Efficiency: Sherpa to the G20, Dr. Abdullah Belhaif Al Nuaimi,
Sessions and webinars were organised on topics Minister of Climate Change and Environment,
such as Circular Plastics Economy strategy for UAE and Mr. Sanjiv Puri, Chairman and Managing
India, An Un-Plastic World and Inclusive & Green Director, ITC Limited were some of the key
Transformation of Manufacturing Sector in India. speakers at the summit.
– The 15th CII-ITC Sustainability Awards were

Biodiversity
presented to 22 companies for demonstrating
– India Business and Biodiversity Initiative (IBBI) ‘Excellence in Sustainable Business’ in a virtual
organised a session on the International day for ceremony held on 18th December, 2020.
Biological Diversity (22nd May, 2020) on the theme
The Centre promoted capacity building in
of ‘Working in Harmony with Nature’, to showcase
sustainability through a range of training and
different measures taken by IBBI members to
consulting assignments on topics including Waste
adopt nature-based solutions.
Management Rules and Compliance, CSR Rules
An Indian business position paper was prepared and Impact Measurement, Sustainability Reporting,
by IBBI, based on a roadmap for biodiversity Integrated Reporting, GRI Reporting, training Internal
conservation, and recommendations were made Auditors on Safety, Health & Environment, Human
for inclusion of specific biodiversity quantifying Rights and Biodiversity Assessment & Carbon
metrics for monitoring and measuring performance. Sequestration.

CORPORATE SOCIAL RESPONSIBILITY (CSR) With the onset of second wave of the pandemic, your
Company continues its unwavering commitment in
In addition to the regular Social Investments
supporting the fight against the pandemic and has
Programme (SIP) of your Company, in these
extraordinary times of COVID-19, the immediate undertaken several initiatives including:
and most pressing need was to provide assistance – Import of 24 cryogenic containers of 20 tonnes
and relief to the poor and vulnerable in the short term each in collaboration with Linde India Limited to
and assist in their economic rehabilitation over the ease the bottlenecks in transporting oxygen.
medium term. Your Company has always risen to the
– Supply of oxygen to identified Government
challenge of mitigating the worst impacts of major
hospitals in the state of Telangana from
natural disasters that threaten the well-being and
Paperboards unit in Bhadrachalam.
livelihoods of its stakeholders. Your Company
along with ITC Education and Health Care Trust and – Setting up of 3 facilities with 600 beds to enhance
ITC Rural Development Trust had set up a COVID the availability of Covid healthcare facilities.
Contingency Fund of ` 215 crores to help the victims
– Import of oxygen concentrators and
of the COVID-19 pandemic. A large part of the Fund
generators to ease the burden on the country’s
has been utilised towards providing relief to the poor
healthcare system.
and vulnerable sections of society who are facing
severe disruptions to their livelihoods. The actions – Provision of essential healthcare infrastructure and
include (a) providing food and personal hygiene supply of PPEs to hospitals in several states.
products to district authorities and other government – Supply of dry ration kits or cooked food to the
bodies whose eco-system reaches out to the weakest needy and vulnerable groups.
sections of society; (b) supply of dry ration kits or
Your Company’s overarching commitment to
cooked food to migrant labour camps and for doctors
create significant and sustainable societal value is
in government hospitals; (c) supply of appx. seven lakh
PPEs to district hospitals and to the frontline staff of manifest in its CSR initiatives that embrace the most
the health department; and (d) contribution to the PM disadvantaged sections of society, especially in
CARES Fund. Additionally, your Company along with rural India, through economic empowerment based
ITC Education and Health Care Trust and ITC Rural on grassroots capacity building. Towards this end,
Development Trust took the following initiatives: your Company adopted a comprehensive CSR Policy
outlining programmes, projects and activities that
– Provided financial assistance to states which have
your Company plans to undertake to create a
witnessed the worst outbreak of the pandemic and
significant positive impact on identified stakeholders.
are engaged in minimising its spread.
All these programmes fall within the purview of
– Provided funds with the aim of (a) distributing Section 135 read with Schedule VII of the Companies
hampers containing essential food products and Act, 2013 and the Companies (Corporate Social
personal hygiene products amongst beneficiaries Responsibility Policy) Rules, 2014.
in identified geographies across India; (b) providing
The key elements of your Company’s CSR
assistance to appropriate entities engaged in
interventions are to:
combating and controlling the spread of the
COVID-19 pandemic; and (c) contributions to – deepen engagement in identified core operational
identified civil society organisations engaged in geographies to promote holistic development and
providing relief to the poor and vulnerable groups design interventions in order to respond to the
suffering economic privations brought upon by the most significant development challenges of your
COVID-19 pandemic. Company’s stakeholder groups.

–
strengthen capabilities of Non-Government pulpwood deliver significantly higher productivity
Organisations (NGOs)/Community Based vis-a-vis earlier clones. The clones have been developed
Organisations (CBOs) in all the project catchments to grow under varying ecological conditions, thereby
for participatory planning, ownership and building farmer resilience and contributing towards
sustainability of interventions. increasing income for the farming community.
– drive the development agenda in a manner that Besides enhancing farm level employment, generating
benefits the poor and marginalised communities incomes and increasing green cover, this large-scale
in our factory and agri-catchments, thereby initiative also contributes meaningfully to the nation’s
significantly improving Human Development endeavour to create additional carbon sinks for
Indices (HDI). tackling climate change.
– ensure behavioural change through focus on In addition to the above, the Social and Farm Forestry
demand generation for all interventions, thereby initiative of your Company, through a multiplier effect,
enabling participation, contribution and asset has led to improvement in pulpwood and fuelwood
creation for the community. availability in Andhra Pradesh, Telangana, Karnataka,
– strive for scale by leveraging government Chhattisgarh and Odisha. In the states of Tripura,
partnerships and accessing the most contemporary Assam, Maharashtra, Uttarakhand and Karnataka,
knowledge / technical know-how. this initiative is also creating bamboo wood source
that is suitable for agarbatti manufacturing.
Your Company’s stakeholders are confronted with
multi-dimensional and inter-related concerns, at the Soil and Moisture Conservation
core of which is the challenge of securing sustainable
The Soil and Moisture Conservation programme
livelihoods. Accordingly, interventions under your
aims to ensure water security for all dependents
Company’s Social Investments Programme are
in the factory catchments and to drought-proof the
appropriately designed to build their capacities and
agri-catchments to minimise risks to agricultural
promote sustainable livelihoods.
livelihoods arising from drought and moisture stress.
The footprint of your Company’s projects is spread The programme promotes the development and
over 25 States/Union Territories covering 216 districts. management of local water resources in moisture-
stressed areas by facilitating community participation
Social Forestry in planning and implementing such measures as well
Your Company’s pioneering afforestation initiative as building, reviving and maintaining water-harvesting
through the Social Forestry programme greened structures. The coverage of this programme currently
30,439 acres during the year. It is currently spread extends to 38 districts of 14 states. During the year,
across 17 districts in 8 States covering over 3.94 lakh the area under watershed increased by 97,549 acres,
acres in 5,694 villages, impacting over 1.28 lakh taking the cumulative coverage area to over
poor households. Together with your Company’s 12.31 lakh acres. 3,006 water-harvesting structures
Farm Forestry programme, this initiative has greened were built during the year, creating 3.94 million cubic
over 8.76 lakh acres till date, and generated about metres of rainwater harvesting potential. This took
160 million-person days of employment for rural the total number of water harvesting structures to
households, including poor tribal and marginal 21,991 and the net water storage to 41.95 million
farmers. Integral to the Social Forestry programme cubic meters. In addition, your Company continues
is the Agro-Forestry initiative, which cumulatively to work with farmers to achieve ‘more crop per drop’
extends to over 1.23 lakh acres and ensures food, by promoting agronomic practices and micro irrigation
fodder and wood security. Your Company’s recently techniques targeted towards saving water in
developed fast growing, high yielding and disease cultivation and improving farmer incomes. Around
resistant hybrid clones and saplings of Eucalyptus 3 lakh acres have been covered till date across 6 states.

According to various studies, potential water savings Prime Minister’s Sansad Adarsh Gram Yojana
with the help of these practices are to the tune of (SAGY), an initiative to promote holistic rural
208 million cubic metres in a year. development. Your Company had entered into a
partnership with NITI Aayog in April, 2018, to improve
Biodiversity agriculture and other allied services in 27 aspirational
The focus of the programme is on reviving ecosystem districts of 8 states (Assam, Bihar, Jharkhand,
services provided to agriculture by nature, such Rajasthan, Madhya Pradesh, Maharashtra, Odisha
as natural regulation of pests, pollination, nutrient and Uttar Pradesh). The plan is to train government
cycling, soil health retention and genetic diversity, officers who, in turn, would cascade the methodology
which have witnessed considerable erosion over the to farmers. During the year, 3.8 lakh farmers were
past few decades. During the year, your Company’s brought onto digital training platforms by forming
biodiversity conservation initiative covered 13,124 acres, 4,836 WhatsApp groups in around 5,000 villages.
taking the cumulative area under biodiversity The total number of farmers trained in 5 seasons
conservation to over 0.44 lakh acres in 13 districts including Rabi 2019-20 season is 25 lakhs.
across 7 states. While the conservation work is being The ‘Baareh Mahine Hariyali’ programme in certain
carried out in select plots of village commons, this districts of Uttar Pradesh (Chandauli, Ghazipur,
intervention significantly benefits agricultural activity Prayagraj and Varanasi) is a pioneering initiative
in the vicinity of these plots through soil moisture to facilitate farmers to enhance their incomes. This
retention, carbon sequestration and by acting as hosts programme is founded on a 360-degree, multipronged
to insects and birds beneficial to agriculture. approach with interventions such as increased
cropping intensity with a third crop during summer,
Sustainable Agriculture
enhancement of productivity through context-specific
The Sustainable Agriculture programme attempts to agronomic practices demonstrated through Choupal
de-risk farmers from erratic weather events through Pradarshan Khets (on-farm demonstrations) and
the promotion of climate-smart agriculture premised provision of market linkages with transparency
on dissemination of relevant package of practices, in assessment of quality, price and weighment.
adoption of appropriate mechanisation and provision In some regions, taking a holistic approach to
of institutional services. Currently, 8.81 lakh acres income diversification as an adjacency, livestock
are covered under the programme, which has a development, women empowerment and agro forestry
significant multiplier effect in terms of adoption by the are also included. Over 2 lakh farmers have already
farming community. During the year, knowledge was benefited from the interventions under the ‘Baareh
disseminated through 5,969 Farmer Field Schools and Mahine Hariyali’ programme – over 35,000 farmers
2,253 Choupal Pradarshan Khets benefiting who have adopted the package of practices reported
2.54 lakh farmers. 401 Agri Business Centres doubling of income and those who have implemented
delivered extension services, arranged agri-credit the programme partially reported increase in their
linkages and established collective input procurement incomes by 30% to 75%.
and provided agricultural equipment for hire. In pursuit
of your Company’s long-term sustainability objective Livestock Development
of increasing soil organic carbon, a total of 2,801 compost
The programme provides an opportunity for farmers
units were constructed during the year, taking the total
to improve their livestock-based livelihoods by
number till date to 48,767 units.
improving productivity of the progeny through breed
The ‘Village Adoption Programme’ pioneered by your improvement and dissemination of improved animal
Company’s Agri Business presently covers husbandry practices. The programme provided
228 model villages in the states of Andhra Pradesh extension services, including breeding, fodder
and Karnataka. This initiative is aligned to the propagation and training of farmers in 4 states

and 16 districts. During the year, 1.08 lakh artificial Operational in 26 districts of 13 states, the programme
inseminations (AIs) were carried out which led to the covered over 0.33 lakh children during the year, taking
birth of 0.41 lakh high yielding progeny. Cumulatively, the cumulative coverage to over 8.08 lakh children.
the figures for AIs and calving stand at 26.13 lakh and 263 government primary schools and anganwadis
9.10 lakh respectively. were provided infrastructure support comprising
boundary walls, additional classrooms, sanitation
Your Company is also working with dairy farmers
units, and furniture, taking the total number of
in Bihar and West Bengal to improve productivity
government primary schools and anganwadis covered
through several extension services and to facilitate
till date to 2,105. To ensure sustainable operations
higher milk production. Qualified teams comprising
and maintenance of infrastructure provided,
veterinarians and para-veterinarians have been
684 School Management Committees were
deployed to facilitate animal breeding, animal nutrition
strengthened and 330 Child Cabinets and Water
and animal health services towards improving
and Sanitation (WATSAN) Committees were formed
productivity and promoting commercial dairy farming
in various schools with the active involvement of
among farmers. During the year, 74,851 cattle of
students and teachers.
44,214 dairy farmers across 501 villages in
8 districts of Bihar and 2 districts of West Bengal were
Skilling & Vocational Training
supported through training programmes on clean
milk production, mastitis control and animal husbandry This programme provides training in market linked
services like deworming, ectoparasite control, etc. skills to youth to enable them to compete in the job
market. 12,470 youth were enrolled under different
Women Empowerment courses during the year of which 40% were female
and 32% belonged to the SC/ST communities.
This initiative provided a range of gainful employment
Cumulatively, 93,980 youth have been enrolled under
opportunities to over 77,000 poor women
this programme. The programme is operational in
cumulatively, supported with capacity building and
32 districts of 17 States. During the pandemic, these
provided financial assistance by way of loans and
initiatives played an active role in training over
grants. Included in the total are 29,184 ultra-poor
1200 healthcare assistants during the year.
women in your Company’s core catchments who have
access to sustainable sources of income through In addition, since the inception of ITC Culinary
on-farm and off-farm livelihood opportunities. The Skills Training Centre in Chhindwara in 2014, nearly
financial literacy and inclusion project, in partnership 150 trainee chefs have successfully completed the
with Madhya Pradesh State Rural Livelihood Mission six-month programme wherein cooking skills are
(MPSRLM) and CRISIL Foundation, was operational imparted to the unskilled and under privileged youth of
in 26 districts during the year. 1,062 Super Trainers the region.
were trained directly and they in turn trained 2,824
Master Trainers who cascaded the training to over Health & Sanitation
74,000 self-help-groups and more than 7.60 lakh Your Company continues to adopt a multi-pronged
women cumulatively across 4,384 villages. approach towards improving public health and
Over 4.18 lakh women of those trained have been hygiene. To promote a hygienic environment through
linked to government social security schemes. prevention of open defecation and reduce incidence
of water-borne diseases, 640 Individual Household
Education
Toilets (IHHTs) were constructed in 28 districts
The Primary Education Programme aims to provide of 15 states in collaboration with the respective
children from weaker sections of society in your State Governments/District sanitation departments
Company’s factory catchments access to education taking the total to 38,153 IHHTs constructed so far
with focus on learning outcomes and retention. in your Company’s catchment areas. In addition,

23 community toilets were constructed/renovated over 850 schools and 1,200 other places of
in West Bengal and Tamil Nadu in the year, taking public congregation.
the cumulative to 104 community toilets. Along with
– Health & hygiene products, such as hand
sanitation infrastructure development, special focus sanitizers and disinfectants, were distributed to
was given to awareness campaigns to create demand over 1.65 lakh doctors in more than 3,600 hospitals
and drive behavioural change. across the country.
To make potable water available to local communities – Given the huge congregation of humanity at the
in two districts of Andhra Pradesh, Reverse Osmosis Kumbh mela, over 600 hand wash stations and
(RO) water purification plants were set up in villages over 135 hand sanitizing stations were installed
where the water quality was poor. 6 new RO plants and were re-filled on a continuous basis.
were established in FY 2020-21 taking the total to
– To encourage and instil mask etiquette and
148, which provide safe drinking water to over
compliance, your Company launched the ‘Mask hai
1.8 lakh rural people.
Mazaak Nahin’ campaign which had a cumulative
Your Company continued to enhance awareness on digital reach of 60 million.
various health related issues through a network of
– To underline the importance of continued hand
430 women Village Health Champions (VHCs) who
washing, the ‘No hand unwashed’ campaign was
covered nearly 1.2 lakh women, adolescent girls and
deployed in partnership with the Mouth & Foot
school children during the year. The programme is
Painters Association (MFPA) and had a cumulative
operational in seven districts of Uttar Pradesh and
digital reach of 370 million.
three districts of Madhya Pradesh. As the group
activities remained suspended for the entire year Solid Waste Management
due to the pandemic, the VHCs conducted door-to-
Your Company’s initiatives focus on creating
door visits in the villages focusing on aspects like
replicable, scalable and sustainable models of
sanitation, menstrual and personal hygiene, family
municipal solid waste management that can be
planning, diarrhoea prevention and nutrition.
implemented across the country to ensure that zero
Over 2.2 lakh beneficiaries were covered under waste goes to landfills. Details of these models are
Mother and Child Health initiative aimed at improving provided in the ‘Building a Circular Economy for
the health-nutrition status of women, adolescents Post-Consumer Packaging’ section above.
and children in the catchments of a few of your
Company’s factories with high maternal and infant ITC Sangeet Research Academy
mortality indices. This was achieved by strengthening The ITC Sangeet Research Academy (ITC SRA/
institutional capacity, promoting greater convergence Academy), established in 1977, is an embodiment of
with existing government schemes and increasing your Company’s sustained commitment to a priceless
access to basic services on maternal, child, and national heritage. Your Company’s pledge towards
adolescent health, nutrition and child protection. ensuring enduring excellence in Classical Music
education continues to drive ITC SRA in furthering its
Your Company’s ‘Swasth India Mission’ programme
objective of preserving and propagating Hindustani
has been a front runner in driving behavioural change
Classical Music based on the age-old principle of
towards good hand hygiene habits since its inception
‘Guru-Shishya Parampara’. The eminent Gurus of
in 2016. The ‘Swasth India Mission’ drove a range
the academy impart intensive training and quality
of initiatives to aid and enable the country in its fight
education in Hindustani classical music
against COVID-19:
to the scholars. The present Gurus of the Academy
– Foot pedal operated hand sanitizer dispensers are Padma Bhushan Pt. Ajoy Chakrabarty,
along with sanitizer liquid were installed in Padma Shri Pt. Ulhas Kashalkar, Pt. Partha Chatterjee,

Pt. Uday Bhawalkar, Vidushi Subhra Guha and by continuously improving resource-use efficiencies
Shri Omkar Dadarkar. The Academy’s focus continues and enhancing the positive environmental footprint by
to be on nurturing exceptionally gifted students following a life-cycle based approach.
selected from across the country through a system
Your Company believes that a safe and healthy
of multi-level audition. Full scholarship is provided
work environment is a pre-requisite for ensuring
to them to reside and pursue music education in the
employee well-being, and adopting best practices in
Academy’s campus and in other designated locations
occupational health & safety bears a direct impact
under the tutelage of the country’s most distinguished
on its overall performance. With an aim to percolate
musicians. Creation of the next generation of masters
safety deeper into ITC’s operational practices and
of Hindustani classical music for the propagation of
achieve the ‘Zero Accident’ goal, your Company has
a precious legacy continues to be the Academy’s
adopted a comprehensive EHS strategy founded on
objective.
two pillars: ‘Safety by Design’ and ‘Safety by Culture’.
Forging Partnerships with NGOs

Safety
The meaningful contribution made by your Company’s
Your Company follows ‘Safety by Design’ by
Social Investments Programme to address some
continuously striving to improve on safety
of the country’s key development challenges, has
performance by incorporating best-in-class
been possible in significant measure, due to your
engineering standards in the design and project
Company’s partnerships with globally renowned
execution for all investments in the built environment.
NGOs such as BAIF, DSC, FES, DHAN Foundation,
This helps reduce potential hazards as well as
MYRADA, Pratham, SEWA Bharat, WASH Institute
optimise operational costs. In addition, Environment,
and Water for People, amongst others. These
Health & Safety audits are being carried out to verify
partnerships, which bring together the best-in-class
compliance with standards.
management practices of your Company and the
development experience and mobilisation skills of ‘Safety by Culture’ looks at driving behavioural
NGOs, will continue to provide innovative grassroot changes so that safety is ingrained in the culture of
solutions to some of India’s most challenging the organisation across operating units. To drive the
problems of development in the years to come. safety culture, your Company is making use of tools
such as a structured conversation with workers on
CSR Expenditure ‘Safe and Unsafe’ acts which were supplemented
by adoption of keystone behaviours which inculcate
The annual report on Corporate Social Responsibility
a sense of ownership. Your Company has also
activities, as required under Sections 134 and 135
pioneered the usage of Design Thinking principles for
of the Companies Act, 2013 read with Rule 8 of the
seamless integration of safety in business operations.
Companies (Corporate Social Responsibility Policy)
This initiative has resulted in significant positive
Rules, 2014 and Rule 9 of the Companies (Accounts)
behavioural changes.
Rules, 2014, is provided in the Annexure forming part
of this Report. Several national awards and certifications received by
various units reaffirm your Company’s commitment to
Environment, Health & Safety provide safe and healthy workplace to all.
Your Company’s Environment, Health & Safety (EHS)
COVID Response: Health & Safety
strategies are directed towards achieving the greenest
and safest operations across all your Company’s units The COVID-19 pandemic necessitated immediate
by optimising natural resource usage and providing a action to safeguard people and maintain continuity
safe and healthy workplace. Systemic efforts continue of operations, to which, your Company promptly
to be made towards natural resource conservation responded by establishing comprehensive safety

protocols tailored to each Business’ requirements. camps for vaccination of employees, family members,
These quick and appropriate protocols helped ensure service providers and supply chain partners, at your
business continuity during government-imposed Company’s expense.
lockdowns, without causing major disruptions across
The criticality of vaccination and continuous ‘SMS’
operating locations. Further, to ensure resilience and
(‘sanitizing’, ‘wearing masks’ and ‘social distancing’) is
safety across the value chain, several businesses also
being reinforced through frequent communication.
supported their respective supply chain partners in
implementing these protocols. R&D, QUALITY AND PRODUCT DEVELOPMENT
Your Company had put in place stringent safety Your Company’s state-of-the-art ITC Life Sciences
protocols in the early stages of the pandemic, and and Technology Centre (LSTC) in Bengaluru is at
also established Central and Business Contingency the core of driving science-led product innovation
Management Teams, tasked with developing to support and build your Company’s portfolio of
and ensuring risk mitigation measures, business world-class products and brands. The LSTC team
contingency plans, employee well-being, provision comprising over 350 highly qualified scientists
and coordination of employee support, assistance has a mandate to work on future ready science
to local communities and coordination with local platforms, design differentiated products to address
regulatory authorities and health care providers. unique needs and deliver superior benefits to
Extensive communication and training on safety Indian consumers.
protocols were carried out, and employees and the LSTC harnesses contemporary advances in relevant
extended workforce were provided with protective core areas of science and technology to continuously
equipment. Extensive IT enablement for a productive translate ‘proofs of concept’ to novel product
work from home and relevant internet reimbursement opportunities. R&D teams seamlessly integrate
policy have been put in place. Office presence classical concepts of product development to explore
was restricted to bare minimum, and only under and harness cross-business synergies. The team is
exceptional circumstances. Similarly, elaborate at the forefront in executing robust R&D strategies
measures have been taken to ensure employee and plans that embed sustainability and digitalisation,
safety in ITC residential complexes and COVID-19 in order to secure long-term competitiveness for
awareness camps and webinars with Doctors were each business.
organised for employees and their family members.
LSTC has evolved over the years and is presently
Business units continue to ensure comprehensive equipped with world-class scientific infrastructure and
compliance with all COVID-19 risk mitigation state-of-the-art facilities to create knowledge, and
measures and provide support to employees & build intellectual property for your Company through
families. Apart from the full coverage of medical experimental research, rapid prototyping and process
expenses of employees and immediate family development. Over 900 patents have been filed in
members, your Company has also extended a loan a relatively short period of time bearing testimony to
facility to employees to support medical treatment of LSTC’s vitality and capabilities. Centres of Excellence
family members, who may not be otherwise covered in Biosciences, Agri-sciences and Materials, and
under the Company medical policy. Medical insurance robust research platforms such as Beauty & Hygiene,
coverage has also been extended to your Company’s Heath & Wellness, Agro-forestry & Crop Sciences
supply chain partners. Additionally, your Company and Sustainable Packaging Materials continue to
set-up dedicated Covid care centres, helplines drive world-class innovation. Rigorous systems,
managed by company personnel for emergency processes and industry best practices have enabled
support such as testing, provision of oxygen securing global quality certifications - a key enabler in
concentrators, telemedicine support, home care kits, delivering products that follow the highest standards
hospitalisation support and organised dedicated in quality, safety and efficacy to the Indian consumers.

In line with your Company’s relentless focus on All branded packaged foods manufacturing units of your
operational excellence and quality, each Business Company not only have ISO quality certification but
is mandated to continuously innovate on materials, also follow the stringent standards under the integrated
training, processes and systems to enhance their food quality management system-FSSC 22000; these
quality competitiveness. Innovations are integral systems ensure adherence to internationally accepted
to the Business strategies and LSTC actively quality standards in producing safe and high-quality
collaborates with the Businesses in this regard. food. All manufacturing units of the Branded Packaged
Your Company has been a forerunner in introducing Foods Businesses (including contract manufacturing
first-to-market innovative products for Indian units) and Hotels operate in compliance with stringent
consumers. In the context of the COVID-19 pandemic, food safety and quality standards. Your Company’s
LSTC researchers and product development teams food quality assurance laboratories are also
continue to enable the Branded Packaged Foods accredited under ISO 17025, a global standard for
and Personal Care Businesses to deliver a range of testing and calibrating labs, which guarantees quality
differentiated and superior quality products. of every analysis. Additionally, the quality of all FMCG
Innovative science-based programmes continue to be ingredients and finished products of your Company
leveraged to drive systematic reduction in salt, sugar are monitored through best-in-class customer-centric
and fat from packaged food products recipes without ‘Quality Control and Quality Assurance Processes’
compromising on sensory attributes. Leading edge and ‘Product Quality Ratings Systems’ (PQRS)
technology platforms in Hygiene, Health & Wellness enhancing competitive superiority of your Company’s
and immunity continue to power innovation and product offerings.
develop next generation product offerings to serve
emergent consumer needs. Your Company’s unique In the Agri-sciences domain, LSTC has an ambitious
competencies in Materials and Packaging have R&D programme to address future demand of food
focused on delivering innovative recyclable flexible security, improving yields & quality and developing
packaging and bio-compostable coating solutions new varieties. Research on wheat and potato
in line with the environmental sustainability agenda. varietal securitisation are at advanced stages to
LSTC has created long-term research platforms achieve flexibility in sourcing of raw material, creation
to evolve multi-generation product concepts. New of region-specific blends and to ensure robust
synergistic value chains in health, nutrition and sensory agro-climatic adaptability. LSTC, in collaboration
sciences have been created to propel future growth with the Agri Business Division endeavours to
and develop differentiated, first-to-market products ensure contemporary science outcomes are fully
without compromising on sensory and other attributes. integrated across the value chain from farm to
Advances in materials chemistry, agronomy and factory. Scientific platforms in Agroforestry have led
process science have led to replacement of imported to pioneering work on new clones in tandem with
bamboo for manufacture of incense sticks (Agarbattis). Paperboards and Specialty Papers Division to enhance
wood productivity and pulp quality for sustainable
During the year, your Company’s Hotels Business
raw materials and farmer profitability.
leveraged technology to enhance business process
efficiencies and outcomes. To combat new challenges The Paperboards, Paper and Packaging Businesses
posed by the pandemic, the Hotels Business heightened continued to pursue ‘Total Productive Maintenance’
its commitment towards prioritising the safety and (TPM) programmes with focus on customer delivered
security of their guests through the award winning quality. The Paperboards and Specialty Papers
‘WeAssure’ programme. Building agile operating Division has also set up a state-of-the-art Next
systems that adapt quickly to the dynamic business Generation Smart and Hyperscalar Digital and
environment and strengthening the service excellence Data Infrastructure at its plants, to enable real time
framework have been the key strategies of the Hotels operations control, process optimisation and quality
Business amidst pandemic-induced disruptions. improvements. Consistent quality enables customers

of your Company in improving their operating induced lockdowns on economic activity. Through
efficiencies through reduced wastages and lower a combination of conventional and un-conventional
machine down-times. policy measures, RBI sought to reduce borrowing
cost, increase liquidity in the Banking system and
In its quest to be an innovation engine and to be
provide regulatory forbearance to ensure stability
future-ready, LSTC is developing and deploying
bespoke tools & dashboards for quality performance of financial markets. Globally, Monetary Policy
analytics and competition benchmarking using stance was accommodative in both Developed
Artificial Intelligence and Machine Learning and Developing Economies during this period with
technological platforms to strengthen the quality interest rate cuts and quantitative easing. This
management systems (via product/process resulted in large inflows into emerging markets
optimisation). Going forward, your Company will including India, thereby complementing RBI’s
continue to identify opportunities to create new interventions as aforestated. As economic activity
value chains leveraging R&D insights emerging from gradually began to normalise with the easing of
contemporary sciences and your Company’s diverse restrictions, the Central Government embarked
core competencies. on fiscal expansion with Fiscal Deficit for the year
widening to around 9.5% of GDP. This entailed
PROCEEDINGS INITIATED BY THE significant market borrowings which in turn pushed
ENFORCEMENT DIRECTORATE market interest rates higher by the end of the year.
In the proceedings initiated by the Enforcement All investment decisions relating to deployment of
Directorate in 1997, the appropriate authority after your Company’s surplus liquidity continued to be
hearing arguments on behalf of your Company guided by the tenets of Safety, Liquidity and Return.
has passed orders in favour of your Company and Treasury operations focused on proactive rebalancing
dropped some of the show cause memoranda issued of portfolio duration and mix in line with the evolving
by the Directorate. In respect of some of the remaining interest rate environment. Further, amidst heightened
memoranda, your Company filed writ petitions economic stress, your Company’s ongoing practice
challenging their validity. The Honourable Calcutta of continuous review and monitoring of credit
High Court, by its orders, allowed these writ petitions, worthiness, including regular engagement with market
and the proceedings in respect of these memoranda participants, ensured that the investment portfolio was
were quashed. The Enforcement Directorate filed not exposed to undue credit risks.
appeals against these orders before the Division
In the currency market, the onset of COVID-19 and
Bench of the Calcutta High Court, which are pending.
resultant lockdowns resulted in a sharp sell-off in
Meanwhile, some of the prosecutions launched by emerging market currencies including the Indian
the Enforcement Directorate have been quashed Rupee. The unprecedented scale and speed of
by the Honourable Calcutta High Court while others interventions by Governments and Central Banks
are pending. across the world in the form of monetary and fiscal
easing ignited a ‘risk-on’ sentiment and triggered a
TREASURY OPERATIONS rally in financial markets. Further, as the impact of
During the year, your Company’s treasury operations the pandemic started to ebb and news on vaccine
continued to focus on deployment of surplus liquidity development started to take center stage, emerging
and management of foreign exchange exposures markets started to receive significant capital flows
within a well-defined risk management framework. which caused their currencies, including the Indian
Rupee, to appreciate.
Market interest rates during the year declined
sharply on the back of Monetary Policy easing Indian Rupee also remained supported by the policy
by the Reserve Bank of India (RBI). This was measures announced by the Government and RBI
necessitated to mitigate the impact of COVID-19 to support the economy and revive growth. Lower oil

prices and domestic demand during the year led to a (‘the Board’) with effect from 1st May, 2021.
large reduction in the Trade Deficit and the Current Your Directors place on record their appreciation
Account moved into surplus. The Balance of Payment for the services rendered by Mr. Jerath. Further,
for the year stood at a large surplus of around US$ Mr. David Robert Simpson was also appointed,
85 – 90 billion due to strong capital inflows. However, with your approval, as a Non-Executive Director of
persistent intervention in the forex market by RBI your Company for a period of five years with effect
restricted sharp appreciation of the Rupee besides a from 28th July, 2020, representing the Tobacco
record high level of foreign exchange reserves. Manufacturers (India) Limited, a subsidiary of British
American Tobacco p.l.c.
Given the high volatility in the currency markets, your
Company adopted a proactive risk management Mr. Sumant Bhargavan will complete his present term
strategy and actively managed the foreign currency as a Wholetime Director of your Company on
exposures through the use of appropriate hedging 11th July, 2022. The Board at the meeting held on
strategies and instruments. 1st June, 2021, on the recommendation of the
Nomination & Compensation Committee (‘the
As in earlier years, commensurate with the size
Committee’), recommended for the approval of the
of temporary surplus liquidity under management,
Members, the re-appointment of Mr. Sumant as a
treasury operations continue to be supported
Director, liable to retire by rotation, and also as a
by appropriate control mechanisms, including
Wholetime Director of your Company for a period of
independent check of 100% of transactions by your
three years with effect from 12th July, 2022.
Company’s Internal Audit Department.
The Board, on the recommendation of the Committee,
DEPOSITS also recommended for the approval of the Members,
Your Company’s erstwhile Public Deposit Scheme the appointment of Mr. Shyamal Mukherjee as a
closed in the year 2000. As at 31st March, 2021, Director, and also as an Independent Director of your
there were no deposits due for repayment except in Company for a period of five years with effect from
respect of two deposit holders aggregating ` 20,000 the date of the 110th Annual General Meeting (‘AGM’)
which have been withheld on the directives received of your Company. Mr. Mukherjee has the required
from the government agencies. integrity, expertise and experience for appointment as
an Independent Director of your Company.
There was no failure to make repayments of Fixed
Deposits on maturity and the interest due thereon Messrs. Sumant and Mukherjee, pursuant to Section
in terms of the conditions of your Company’s 152 of the Act, have given their consents to act as
erstwhile Schemes. Directors of your Company, and have also given
requisite Notices, pursuant to Section 160 of the Act,
Your Company has not accepted any deposit from the
proposing their respective appointment as Directors of
public / members under Section 73 of the Companies
your Company. Appropriate resolutions seeking your
Act, 2013 read with the Companies (Acceptance of
approval to the above are appearing in the Notice
Deposits) Rules, 2014 during the year.
convening the 110th AGM of your Company.
DIRECTORS
Retirement by Rotation
Changes in Directors
In accordance with the provisions of Section 152 of
Mr. Atul Jerath was appointed, with your approval, the Companies Act, 2013 (‘the Act’) read with
as a Non-Executive Director of your Company for a Articles 94 and 95 of the Articles of Association of your
period of three years with effect from 4th September, Company, Messrs. Hemant Bhargava and Sumant
2020, representing the General Insurers’ Bhargavan will retire by rotation at the ensuing AGM
(Public Sector) Association of India. He stepped down and being eligible, offer themselves for re-election.
from the Board of Directors of your Company The Board has recommended their re-election.

Number of Board Meetings independent judgement and without any external

influence. In the opinion of the Board, the Independent
Six meetings of the Board were held during the year
Directors fulfil the conditions prescribed under the Act
ended 31st March, 2021.
and the Listing Regulations, and are independent of
Attributes, Qualifications & Independence of the management of the Company.
Directors and their Appointment Details of your Company’s Policy on remuneration
The Corporate Governance Policy of your Company, of Directors, Key Managerial Personnel and other
inter alia, requires that Non-Executive Directors employees are provided in the ‘Report on Corporate
be drawn from amongst eminent professionals, Governance’ forming part of the Report and Accounts.
with experience in business/finance/law/public
Board Evaluation
administration and enterprises. The Nomination &
Compensation Committee has laid down the criteria The Nomination & Compensation Committee, as
for determining qualifications, positive attributes and reported in earlier years, formulated the Policy on
independence of Directors (including Independent Board evaluation, evaluation of Board Committees’
Directors). The Board Diversity Policy of your functioning and individual Director evaluation, and
Company requires the Board to have balance of also specified that such evaluation will be done by
skills, experience and diversity of perspectives the Board, pursuant to the Act and the Rules
appropriate to the Company. The skills, expertise and thereunder and the Listing Regulations.
competencies of the Directors as identified by the
In keeping with ITC’s belief that it is the collective
Board, along with those available in the present mix
effectiveness of the Board that impacts Company’s
of the Directors of your Company, are provided in the
performance, the primary evaluation platform is that
‘Report on Corporate Governance’ forming part of the
of collective performance of the Board as a whole.
Report and Accounts.
Board performance is assessed against the roles
The Articles of Association of your Company provide and responsibilities of the Board as provided in
that the strength of the Board shall not be fewer than the Act and the Listing Regulations, read with your
five nor more than eighteen. Directors are appointed/ Company’s Governance Policy. The parameters
re-appointed with the approval of the Members for a for Board performance evaluation have been
period of three to five years or a shorter duration, in derived from the Board’s core role of trusteeship to
accordance with retirement guidelines and as may protect and enhance shareholder value as well as
be determined by the Board from time to time. All to fulfil expectations of other stakeholders through
Directors, other than Independent Directors, are liable strategic supervision of your Company. Evaluation
to retire by rotation, unless otherwise approved by the of functioning of Board Committees is based on
Members. One-third of the Directors who are liable to discussions amongst Committee members and
retire by rotation, retire every year and are eligible for shared by the respective Committee Chairmen with
re-election. the Board. Individual Directors are evaluated in the
context of the role played by each Director as a
The Independent Directors of your Company
member of the Board at its meetings, in assisting
have confirmed that (a) they meet the criteria of
the Board in realising its role of strategic supervision
independence prescribed under Section 149 of
of the functioning of your Company in pursuit of its
the Act and Regulation 16 of the Securities and
purpose and goals.
Exchange Board of India (Listing Obligations and
Disclosure Requirements) Regulations, 2015 (‘Listing While the Board evaluated its performance against
Regulations’), and (b) they are not aware of any the parameters laid down by the Nomination
circumstance or situation which could impair or impact & Compensation Committee, the evaluation of
their ability to discharge duties with an objective, individual Directors was carried out against the laid

down parameters anonymously in order to ensure than ‘Wood Pulp’, ‘Paper and Paperboard’ and
objectivity. Reports on functioning of Committees ‘Nicotine Gum’ products.
were placed before the Board by the respective
Pursuant to Section 148 of the Act read with the
Committee Chairmen after discussions with the
Companies (Audit and Auditors) Rules, 2014,
respective Committee members. The Independent
appropriate resolutions seeking your ratification to
Directors Committee of the Board also reviewed the
the remuneration of the aforesaid Cost Auditors are
performance of the Chairman, other non-Independent
appearing in the Notice convening the 110th AGM of
Directors and the Board, pursuant to Schedule IV to
your Company.
the Act and Regulation 25 of the Listing Regulations.
Your Company maintains necessary cost records as
KEY MANAGERIAL PERSONNEL specified by the Central Government under Section
Mr. Supratim Dutta was appointed by the Board as the 148(1) of the Act read with the Companies
Chief Financial Officer (‘CFO’) of your Company with (Cost Records and Audit) Rules, 2014.
effect from 5th September, 2020. Mr. Rajiv Tandon,
Secretarial Auditors
Wholetime Director, ceased to be the CFO with effect
from close of work on 4th September, 2020. Your Board appointed Messrs. Vinod Kothari &
Company, Practising Company Secretaries, as the
AUDIT COMMITTEE & AUDITORS Secretarial Auditors of your Company for the financial
The composition of the Audit Committee is provided year ended 31st March, 2021. The Report of the
under the section ‘Board of Directors and Committees’ Secretarial Auditors pursuant to Section 204 of the
in the Report and Accounts. Act, is provided in the Annexure forming part of
this Report.
Statutory Auditors
CHANGES IN SHARE CAPITAL
Messrs. S R B C & CO LLP, Chartered Accountants
(‘SRBC’), were appointed with your approval as the During the year, 1,66,12,990 Ordinary Shares of
Auditors of your Company for a period of five years ` 1 each, fully paid-up, were issued and allotted upon
till the conclusion of the 113th AGM. The Board, exercise of 16,61,299 Options under your Company’s
on the recommendation of the Audit Committee, Employee Stock Option Schemes. Consequently,
recommended for the approval of the Members, the the Issued and Subscribed Share Capital of your
remuneration of SRBC for the financial year 2021-22. Company, as on 31st March, 2021, stands increased
Appropriate resolution seeking your approval to the to ` 1230,88,44,231 divided into 1230,88,44,231
remuneration of SRBC is appearing in the Notice Ordinary Shares of ` 1 each. The Ordinary Shares
convening the 110th AGM of your Company. issued during the year rank pari passu with the
existing Ordinary Shares of your Company.
Cost Auditors
EMPLOYEE STOCK OPTION SCHEMES
Your Board, as recommended by the Audit Committee,
appointed the following Cost Auditors for the financial Disclosures with respect to Stock Options, as required
year 2021-22: under Regulation 14 of the Securities and Exchange
Board of India (Share Based Employee Benefits)
(i) Messrs. ABK & Associates, Cost Accountants,
Regulations, 2014 (‘the Regulations’), are available
for audit of Cost Records maintained by your
in the Notes to the Financial Statements and can also
Company in respect of ‘Wood Pulp’, ‘Paper and
be accessed on your Company’s corporate website
Paperboard’ and ‘Nicotine Gum’ products.
‘ www.itcportal.com ’ under the section ‘Shareholder
(ii) Messrs. S. Mahadevan & Co., Cost Accountants, Value’. During the year, there has not been any
for audit of Cost Records maintained in respect material change in your Company’s Employee Stock
of all applicable products of your Company, other Option Schemes.

Your Company’s Auditors, Messrs. S R B C & CO estimates that are reasonable and prudent so as
LLP, have certified that the Employee Stock Option to give a true and fair view of the state of affairs of
Schemes of your Company have been implemented in your Company at the end of the financial year and
accordance with the Regulations and the resolutions of the profit of your Company for that period;
passed by the Members in this regard.
c) taken proper and sufficient care for the
INVESTOR SERVICE CENTRE maintenance of adequate accounting records in
accordance with the provisions of the Companies
The Investor Service Centre of your Company
Act, 2013 for safeguarding the assets of your
(‘ISC’), accredited with ISO 9001:2015 certification,
Company and for preventing and detecting fraud
is registered with the Securities and Exchange
and other irregularities;
Board of India as Category II Share Transfer Agent
for providing in-house share registration and related d) prepared the Annual Accounts on a going
services. ISC continues to focus on providing concern basis;
best-in-class services to the shareholders and
e) laid down internal financial controls to be followed
investors of your Company, while ensuring compliance
by your Company and that such internal financial
with the applicable statutory requirements.
controls were adequate and were operating
Further, the ‘Investor Relations’ section on your effectively; and
Company’s corporate website ‘ www.itcportal.com ’
serves as a user-friendly online referencer for the f) devised proper systems to ensure compliance with
shareholders and investors in respect of share the provisions of all applicable laws and that such
related matters. systems were adequate and operating effectively.
RELATED PARTY TRANSACTIONS CONSOLIDATED FINANCIAL STATEMENTS
All contracts or arrangements entered into by your Your Company’s Board of Directors is responsible
Company with its related parties during the financial for the preparation of the consolidated financial
year were in accordance with the provisions of the statements of your Company and its Subsidiaries
Companies Act, 2013 and the Listing Regulations. All (‘the Group’), Associates and Joint Venture entities,
such contracts or arrangements, which were approved in terms of the requirements of the Companies Act, 2013
by the Audit Committee, were in the ordinary course (the Act) and in accordance with the accounting
of business and on arm’s length basis. No material principles generally accepted in India, including the
contracts or arrangements with related parties were Indian Accounting Standards specified under
entered into during the year under review. Accordingly, Section 133 of the Act.
the disclosure of Related Party Transactions as
The respective Boards of Directors of the companies
required in terms of Section 134 of the Act read with
Rule 8 of the Companies (Accounts) Rules, 2014 in included in the Group and of its associates and joint
Form AOC -2 is not applicable for this year. venture entities are responsible for maintenance of
adequate accounting records in accordance with
DIRECTORS’ RESPONSIBILITY STATEMENT the provisions of the Act for safeguarding the assets
of each company and for preventing and detecting
As required under Section 134 of the Companies Act,
frauds and other irregularities; the selection and
2013, your Directors confirm having:
application of appropriate accounting policies; making
a) followed in the preparation of the Annual judgements and estimates that are reasonable
Accounts, the applicable accounting standards and prudent; and the design, implementation and
with proper explanation relating to material maintenance of adequate internal financial controls,
departures, if any;
that were operating effectively for ensuring the
b) selected such accounting policies and applied accuracy and completeness of the accounting
them consistently and made judgements and records, relevant to the preparation and presentation

of the consolidated financial statements that give Compliance with Secretarial Standards
a true and fair view and are free from material
Your Company is in compliance with the applicable
misstatement, whether due to fraud or error, which
Secretarial Standards issued by the Institute of
have been used for the purpose of preparation of the
Company Secretaries of India and approved by the
consolidated financial statements by the Directors of
Central Government under Section 118(10) of the Act.
your Company, as aforestated.
Employees
OTHER INFORMATION
Compliance with the conditions of Corporate The total number of employees as on 31st March, 2021,
Governance stood at 26,017.
The certificate from your Company’s Auditors, Messrs. There were 153 employees, who were employed
S R B C & CO LLP, confirming compliance with the throughout the year and were in receipt of
conditions of Corporate Governance as stipulated remuneration aggregating ` 102 lakhs or more or
under the Listing Regulations, is annexed. were employed for part of the year and were in receipt
of remuneration aggregating ` 8.5 lakhs per month or
Integrated Report more during the financial year ended 31st March, 2021.
Your Company has voluntarily prepared its Integrated The information required under Section 197(12)
Report for the financial year 2020-21. As a green of the Companies Act, 2013 and the Companies
initiative, the Report has been hosted on your Company’s (Appointment and Remuneration of Managerial
corporate website at https://www.itcportal.com/about- Personnel) Rules, 2014 is provided in the Annexure
itc/shareholder-value/itc-integrated-report-2021.pdf . forming part of this Report.
Going Concern status Dividend Distribution Policy

There is no significant or material order passed during Your Company’s Dividend Distribution Policy, approved
the year by any regulator, court or tribunal impacting by the Board on 18th March, 2020, may be accessed on
the going concern status of your Company or its future its corporate website at https://www.itcportal.com/about-
operations. itc/policies/dividend-distribution-policy.pdf .
Annual Return Articles of Association

The Annual Return of your Company is
During the year, the Articles of Association of your
available on its corporate website at
Company were amended, with your approval, to make
https://www.itcportal.com/investor/disclosures-
them consistent and aligned with the provisions of the
under-SEBI.aspx .
Companies Act, 2013 and the Rules and Regulations
Particulars of loans, guarantees or investments framed thereunder, and the Secretarial Standards on
Board Meetings and General Meetings.
Details of Loans, Guarantees or Investments covered
under the provisions of Section 186 of the Companies Key Financial Ratios
Act, 2013 are provided in Notes 4, 5, 6 and 9 to the
Financial Statements. Key Financial Ratios for the financial year ended
31st March, 2021, are provided in the Annexure
Particulars relating to Conservation of Energy and forming part of this Report.
Technology Absorption
FORWARD-LOOKING STATEMENTS
Particulars as required under Section 134 of the
Companies Act, 2013 relating to Conservation of This Report contains forward-looking statements that
Energy and Technology Absorption are also provided involve risks and uncertainties. When used in this
in the Annexure to this Report. Report, the words ‘anticipate’, ‘believe’, ‘estimate’,

‘expect’, ‘intend’, ‘will’ and other similar expressions as Several structural interventions and strategy
they relate to your Company and/or its Businesses are resets effected in the recent past have resulted in
intended to identify such forward-looking statements. appreciable progress and enhanced the market
Your Company undertakes no obligation to publicly standing and competitiveness of each operating
update or revise any forward-looking statements, segment, thereby laying the foundation for the next
whether as a result of new information, future horizon of growth and value creation.
events, or otherwise. Actual results, performances
In recent years, the FMCG Businesses have delivered
or achievements could differ materially from those
strong revenue growth along with significant margin
expressed or implied in such forward-looking
expansion, and are well poised to be rapidly scaled up.
statements. Readers are cautioned not to place
Multi-dimensional interventions have been made in
undue reliance on these forward-looking statements
recent years to strengthen the FMCG Businesses
that speak only as of their dates. This Report should
for sustained profitable growth. Following a strategic
be read in conjunction with the financial statements
review of the business portfolio, the Lifestyle Retailing
included herein and the notes thereto.
Business has been restructured. At the same time,
CONCLUSION the product portfolio has been strengthened in
alignment with new opportunities and enterprise
Your Company’s Triple Bottom Line philosophy has
strengths with sharper focus on fortifying the core,
over the years spurred the creation of innovative
addressing adjacencies through mother brands
business models that synergise the building of
and creating the new core for powering growth. To
economic, environmental and social capital. With
accentuate consumer centricity, agility and enable
Sustainability as the bedrock of your Company’s
sharper focus in the context of the growing scale and
corporate strategy, the superordinate goal of serving
complexity of operations, the Branded Packaged
larger national priorities and creating value for all
Foods Businesses have been reorganised into market
stakeholders has evolved into a new paradigm -
centric clusters with integrated and empowered
‘Responsible Competitiveness’ - an abiding strategy
that focuses on extreme competitiveness but in a teams. Focused interventions made in the recent past
manner that replenishes the environment and supports have also augmented your Company’s multi-channel
sustainable livelihoods. go-to-market capability, resulting in manifold
expansion in the reach and availability of its products.
The strategic Vision of creating multiple drivers of Over the last five years, market and outlet coverage
growth through the pursuit of market opportunities have grown 3.6x and 1.6x respectively while the
that best match institutional strengths, has resulted in network of stockists has expanded to 4x during
the development of strong Businesses of the future the same period. Sharp focused investments have
as well as a portfolio of winning world-class brands
augmented capability in emerging channels such as
and future-ready products. Today, your Company is
e-Commerce and Modern Trade, resulting in strong
the leading FMCG marketer in India, a pre-eminent
growth in sales and enhanced market standing; a
hotel chain and a globally acclaimed icon in green
new vertical has also been developed to address the
hoteliering, the clear market leader in the Indian
fast-growing Food Services segment. In addition,
Paperboards and Packaging industry, a pioneering
investments towards accelerating agile and purposeful
trailblazer in farmer and rural empowerment through
innovation with platform centricity, optimising supply
its Agri Business and a global exemplar in sustainable
chain efficiencies and digitisation have significantly
business practices. In the last two decades, your
enhanced competitiveness. The impact of these
Company’s non-cigarettes businesses have grown
multi-dimensional interventions are evident in the
over 25-fold and presently constitute over 60% of net
substantial margin expansion of 640 bps in Segment
Segment Revenue. At the heart of this transformation
EBITDA over the last four years.
lies the power of synergy, with seamless access for
your Company’s new Businesses/initiatives to the deep The Businesses will continue to leverage your
and varied capabilities resident across different parts Company’s institutional strengths as a key source
of the enterprise, and its world-class talent pool. of sustainable competitive advantage viz. strong

backward linkages with the Agri Business, a deep towards developing a robust business model to scale
& wide multi-channel distribution network, cuisine up ‘e-Choupal 4.0’ – a crop-agnostic ‘phygital’ platform
knowledge resident in the Hotels Business, packaging integrating NextGen agri-technologies and solutions –
knowhow and the robust R&D platforms nurtured by to deliver customised solutions to the farming
LSTC. Structural advantages arising out of distributed community while creating new and scalable revenue
manufacturing footprint, anchored on state-of-the-art streams and augmenting sourcing efficiencies.
ICMLs strategically located proximal to large demand The Paperboards, Paper and Packaging Businesses
centres, will be increasingly leveraged to drive rapid have made significant progress in recent years
growth of the FMCG Businesses. With enhanced in terms of enhanced scale and profitability
scale and margin expansion, the FMCG Businesses improvement. Strategic investments have been
are expected to make increasingly higher contributions stepped up in areas such as pulp import substitution,
to your Company’s profit pool, thereby setting the proactive capacity augmentation in Value Added
stage for further value enhancement opportunities. Paperboards segment, decarbonisation of operations,
application of Industry 4.0 and towards nurturing
The Hotels Business has established a strong
robust innovation platforms. The focus going forward
footprint of iconic properties and F&B brands on the
is on driving cutting-edge innovation to rapidly scale
back of an investment-led growth strategy. In recent
up single use plastic substitutes as a new vector of
years, the strategy has been reset to pursue an
growth, building structural advantage through product
‘asset-right’ growth path and augment revenue
mix enrichment and scaling up the use of emergent
streams while simultaneously leveraging your
technologies such as Industry 4.0 to enhance
Company’s world-class properties to drive growth.
operational efficiency, reduce wastage and costs.
As reported earlier, your Company will continue to
examine alternate structures in line with industry The pandemic has given wings to the trend of
recovery dynamics towards engendering the next Digitalisation that was already gathering momentum.
horizon of growth as also enhancing value creation. Apart from e-Commerce, digital entertainment,
work-from-home conferencing, telemedicine, education,
The Agri Business has been a strong backbone learning and skill development, e-services and
and a key source of competitive advantage for your social media communications, have all experienced
Company’s FMCG and Cigarettes businesses. The exponential surge. Accelerated digital transformation
scope and scale of operations have grown manifold is integral to your Company’s future-ready strategy
over the years and currently encompass over 3 million and is increasingly being harnessed to enhance
tonnes in 22 states and over 20 agri-value chain competitive advantage. Cutting-edge digital
clusters. In recent years, the Business has pivoted its technologies are being increasingly deployed across
strategic focus towards rapidly scaling up its Value-Added key touch points spanning Consumer Experience,
Agri Products portfolio to accelerate growth and Smart and Agile Manufacturing & Supply Chain
enhance value capture. With policy enablers in place, Operations, Employee Experience and Intelligent
your Company is developing NextGen agriculture Insights Platforms. Foundational initiatives such as
value chains that are digitally enabled and climate the ‘DigiNext’ and ‘Young Digital Leaders Forum’ have
smart, and re-structuring the back-end into a robust been implemented towards steering your Company
network of Farmer Producer Organisations. This will through its digital journey and fostering a data driven
further strengthen the sourcing network and facilitate and ‘digital first’ culture across the organisation.
the development of customised supply chains for As the world prepares for a post-pandemic
traceable and identity-preserved sourcing of future, your Company is actively working towards
agri-commodities and in augmenting the product Sustainability 2.0, an agenda which reimagines
portfolio with the addition of value-added products sustainability under the pressing challenges of
such as staples for the Food Service segment, fresh climate change and the pandemic. With a view to
and frozen fruits & vegetables, medicinal and aromatic ‘Building Back Better’, Sustainability 2.0 calls for
plant extracts. Investments are also being stepped up inclusive strategies that can support sustainable

livelihoods, enable the transition to a net zero economy, and product development will continue to be
work towards ensuring water security for all, create leveraged in this regard.
an effective circular economy and protect & restore
Your Company’s diverse talent pool of professional
biodiversity. With its bold Sustainability 2.0 agenda,
entrepreneurs, ‘proneurs’, have the unique opportunity
your Company is setting the bar higher, and remains
to create categories, products and brands right
committed to making a meaningful contribution to from scratch. This talent pool is being nurtured
the Nation’s future while retaining its status as a not only to create winning products and services
sustainable business exemplar. for today, but also to seize larger opportunities as
Your Company continues to explore opportunities they emerge from the expanding horizons of your
to craft disruptive business models and value Company’s businesses. Your Company’s employees
propositions anchored at the intersection of and frontline warriors put in extraordinary efforts
Digitalisation and Sustainability – the two defining amidst adversity and responded to the call of duty
trends in the ‘new normal’ – leveraging its institutional with utmost dedication and commitment. The agility
strengths. NextGen business models such as of response to the unprecedented situation, the
e-Choupal 4.0 in the agri-ecosystem, tech-enabled innovations that were implemented at record speed to
cloud kitchens in the food services space, sustainable seize the opportunities in the market, the accelerated
paperboards and packaging solutions customised for adoption of digital technologies, the collaborations
end-use with focus on single use plastic substitutes, and realignments to execute according to the dynamic
are being blueprinted to actualise these opportunities. environment and the compassionate manner in which
Value-accretive acquisitions, joint venture and vulnerable communities in our catchments were aided,
collaborations continue to be proactively pursued are highly commendable. The Board of Directors
towards accelerating growth and value creation. would like to express its deepest appreciation of these
efforts put in by Team ITC.
During the year, the COVID-19 pandemic unleashed
incalculable loss to human life and unprecedented Your Company’s Board and employees are inspired
disruption to economic activity. Amidst an extremely by the Vision of sustaining ITC’s position as one
challenging operating environment, your Company of India’s most admired and valuable companies,
responded with speed and agility demonstrating creating enduring value for all stakeholders,
resilience and adaptive capacity while operating in the including the shareholders and the Indian society.
‘new normal’. The severe intensity of the second wave The vision of enlarging your Company’s contribution
has triggered a fresh round of disruptions and partial to the Indian economy is driven by its ‘Nation First:
lockdowns, leading to slackening in the recovery Sab Saath Badhein’ credo anchored on the core
momentum. There is heightened uncertainty around values of Trusteeship, Transparency, Empowerment,
the timing and shape of the recovery trajectory Accountability and Ethical Citizenship, which are
along with dampening of consumer and business the cornerstones of your Company’s Corporate
Governance philosophy.
sentiment. Your Company continues to monitor the
evolving situation and will respond with agility while Inspired by this Vision, driven by Values and powered
managing risks associated with the heightened by internal Vitality, your Directors and employees
uncertainties in the business environment. Recent look forward to the future with confidence and stand
learnings in dealing with the pandemic spanning sales committed to creating an even brighter future for
and distribution, supply chain operations, innovation all stakeholders.
On behalf of the Board
S. PURI Chairman & Managing Director

New Delhi, India
R. TANDON Director
1st June, 2021 Kolkata, India

Annexure to the Report of the Board of Directors
ANNUAL REPORT ON CORPORATE SOCIAL RESPONSIBILITY (CSR) ACTIVITIES OF THE COMPANY
1. CSR Policy - Brief outline and Overview
Brief outline of CSR Policy:
a.
It is ITC’s Policy to direct its CSR Programmes, inter alia, towards achieving one or more of the following – poverty
alleviation; promoting education and skill development; promoting healthcare including preventive healthcare;
providing sanitation and drinking water; ensuring environmental sustainability; enabling climate resilience;
rural development projects; creating livelihoods for people, especially those from disadvantaged sections of society;
protection of national heritage, art and culture; preserving and promoting music and sports; and providing relief and
assistance to victims of disasters and calamities.
In pursuit of the above, ITC has identified the following focus areas for its CSR Programmes based on comprehensive
need assessment surveys of its stakeholders:
reate sustainable livelihoods and alleviate poverty through promotion of, inter alia, afforestation,
(i) C
water stewardship, sustainable agriculture and climate smart practices, livestock development and women
empowerment;
(ii) Build capabilities for tomorrow through interventions in, inter alia, education, vocational training, sanitation,
school WASH (Water, Sanitation & Hygiene), safe drinking water and solid waste management;
Promote healthcare, including preventive healthcare, and improve critical nutritional & health status of at-risk
(iii)
population through interventions to strengthen mother & child health, nutritional content, delivery, outreach and
outcomes;
(iv) Protect national heritage, art & culture, and preserving & promoting music and sports; and
(v) Provide relief and assistance to victims of disasters and calamities.
he CSR Policy of the Company may be accessed on its corporate website at https://www.itcportal.com/about-
T
itc/policies/corporate-social-responsibility-policy.aspx
b. Role of the CSR and Sustainability Committee:
he role of the CSR and Sustainability Committee is inter alia, to review, monitor and provide strategic direction to
T
the Company’s CSR and sustainability practices towards fulfilling its triple bottom line objectives. The Committee
seeks to guide the Company in crafting unique models to support creation of sustainable livelihoods together with
environmental re-generation, and formulates & monitors the CSR Policy. The Committee also reviews the annual
CSR Action Plan and the Business Responsibility Report of the Company, and recommends the same to the Board
for approval.
c. CSR Programmes / Projects:
The two most important stakeholders for ITC’s CSR programmes / projects are:
Rural communities primarily in the Company’s Agri Business areas.
The communities residing in close proximity to our production units.
he Company’s stakeholder representation is varied, calling for an integrated approach to development comprising
T
several layers of interventions which are summarised below:
i. Promoting Preventive Healthcare, Sanitation & Poverty Alleviation (Schedule VII – i):

Sanitation: Promote a hygienic environment through prevention of open defecation and reduce incidence of
waterborne diseases. The focus of the interventions is on enhancing awareness and impacting behaviour
change on Water, Sanitation & Hygiene (WASH).
H
ealth: Emphasis on maternal and child care (MCH) through a network of women Village Health Champions
(VHC) and by generation of demand by at-risk women and children for institutional support in MCH.

Health Care & Infrastructure: Undertake various social and civic infrastructure initiatives to improve sanitation
and hygiene in the neighbourhood of our factories comprising potable drinking water, drainage systems,
rural health care services, etc.
S
olid Waste Management: Create a clean and green environment through source segregation and recycling
of dry & wet waste, and create sustainable livelihoods for rag pickers and waste collectors.
P
overty Alleviation: Target the needy and poor by providing them with basic needs like clothing and food
as a part of the implementation agency’s goal of poverty alleviation.
ii. Livelihood Enhancement (Schedule VII – ii):
Integrated Animal Husbandry Programme: Enhance incomes of farmers by increasing productivity of milch
animals through a comprehensive package of extension services and training to dairy farmers.
E
ducation: Provide children from weaker sections access to education with focus on enrolment, retention and
improved pedagogy.
V
ocational Training: Build and upgrade skills of youth with the emerging needs of the job market across
different sectors.
iii. Economic Empowerment of Women (Schedule VII – iii):
rovide a range of gainful employment and entrepreneurial opportunities to poor women supported with financial
P
assistance by way of loans and grants.
iv. Ensuring Environmental Sustainability (Schedule VII – iv):
Social Forestry: Provide food, fuel and fodder security to small farmers through social forestry.
W
ater Stewardship: Promote local management of water resources by facilitating community-based
participation in planning and executing watershed projects.
C
II-ITC Centre of Excellence for Sustainable Development: Enable businesses to create enduring value
on a sustainable basis by embedding the imperatives of sustainable development in their strategies and
processes.
v. Protection of National Heritage, Art & Culture (Schedule VII – v):
evive and restore vanishing musical sub-genres by enlisting the goodwill of some of the greatest musicians
R
of the time through the ITC Sangeet Research Academy (ITC SRA), which was established in 1977.
vi. Rural Development (Schedule VII – x):
S
ustainable Agriculture: Introduce advanced knowledge and technology through package of practices and
increase awareness of farmers on optimum use of natural resources in order to increase farm incomes,
minimise cost of cultivation and make agriculture resilient to extreme weather events.
K
nowledge Empowerment: Enable farmers to make informed choices by providing relevant and real-time
information on commodity prices, local weather reports, customised knowledge on farm management,
risk management and scientific farming.
A
gri-extension / services: Encourage sustainable agricultural practices through various extension platforms
to enable access to relevant farm mechanisation technologies and implements, especially for small farm
holdings.
F
arm Productivity Enhancement: Improve technical know-how of farmers, and increase access to best
practices and agricultural technologies to enhance farm productivity.
vii. Disaster Assistance (Schedule VII – xii):
rovide relief to the poor and vulnerable sections of society who face severe disruption to their livelihoods.
P
In addition, provide assistance to District Authorities and other government bodies whose eco-system reaches
out to the weakest sections of society

2. Composition of the CSR and Sustainability Committee as on 31st March, 2021:
Sl. Name of Director Designation / Nature Number of Number of

No. of Directorship meetings of CSR meetings of CSR
and Sustainability and Sustainability
Committee held Committee attended
during the year during the year
1 S. Puri Chairman & Managing Director 3 3
(Chairman of the Committee)
2 H. Bhargava Non-Executive Director 3
3 A. Jerath * Non-Executive Director 3
4 N. Rao Independent Director 3
5 A. K. Seth Independent Director 3
6 M. Shankar Independent Director 3
7 D. R. Simpson Non-Executive Director 3
* Ceased to be Member w.e.f. 1st May, 2021
3. P
rovide the web-link where composition of CSR and Sustainability Committee, CSR Policy and CSR projects approved
by the Board are disclosed on the website of the Company: https://www.itcportal.com/sustainability/corporate-
social-responsibility.aspx
4. P
rovide the details of Impact assessment of CSR projects carried out in pursuance of sub-rule (3) of Rule 8 of the
Companies (Corporate Social Responsibility Policy) Rules, 2014, if applicable (attach the report): No new impact
assessment undertaken after notification of the said Rules.
5. D
etails of the amount available for set off in pursuance of sub-rule (3) of Rule 7 of the Companies (Corporate Social
Responsibility Policy) Rules, 2014 and amount required for set off for the financial year, if any:
Sl. Amount available for set-off from Amount required to be set-off for
Financial Year
No. preceding financial years (in `) the financial year, if any (in `)
NIL
6. Average net profits of the Company as per Section 135(5) : ` 17,641.94 crores
7. (a) Two percent of the average net profits of the Company as per Section 135(5) : ` 352.84 crores
(b) Surplus arising out of the CSR projects or programmes or activities of the previous
financial years : Nil
(c) Amount required to be set off for the financial year, if any : Nil
(d) Total CSR obligation for the financial year (7a+7b-7c) : ` 352.84 crores
8. (a) CSR amount spent or unspent for the financial year:
Total Amount Amount Unspent (in `)

spent for the
Total Amount transferred to Unspent Amount transferred to any fund specified under
Financial
CSR Account as per Section 135(6) Schedule VII as per second proviso to Section 135(5)
Year (in `)
Amount Date of transfer Name of the Amount Date of transfer
Fund
` 353.46 crores Not Applicable

(b) Details of CSR amount spent against ongoing projects for the financial year:
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11)
Sl. Name Item from the Local Location of Project Amount Amount Amount Mode of Mode of
No. of the list of area the project duration allocated spent in transferred to Implementation - Implementation -
Project activities (Yes/No) for the the current Unspent CSR Direct Through Implementing
in Schedule project financial Account for (Yes/No) Agency
VII to the Act (in `) Year (in `) the project
State District as per Name CSR
Section Registration
135(6) (in `) number
Not Applicable
(c) Details of CSR amount spent against other than ongoing projects for the financial year:
(1) (2) (3) (4) (5) (6) (7) (8)
Sl. Name Item from the Local Location of Amount Spent Mode of Mode of Implementation - Through
No. of the list of activities Area the Project for the Project Implementation - Implementing Agency (Yes/No)
Project in Schedule VII to (Yes/No) (In `) Direct (Yes/No)
the Act State District Name CSR Registration No.
Annexure 1
(d) Amount spent in Administrative Overheads : ` 17.58 crores

(e) Amount spent on Impact Assessment, if applicable : ` 0.45 crore
(f) Total amount spent for the Financial Year (8b+8c+8d+8e) : ` 353.46 crores
(g) Excess amount for set off, if any : ` 0.62 crore
Sl. Particulars Amount (in `)

No.
(i) Two percent of average net profit of the Company as per Section 135(5) ` 352.84 crores
(ii) Total amount spent for the Financial Year ` 353.46 crores
(iii) Excess amount spent for the financial year [(ii)-(i)] ` 0.62 crore
(iv) Surplus arising out of the CSR projects or programmes or activities of the previous Nil
financial years, if any
(v) Amount available for set off in succeeding financial years [(iii)-(iv)] ` 0.62 crore
9. (a) Details of Unspent CSR amount for the preceding three financial years:
Sl. Preceding Amount Amount spent Amount transferred to any fund specified Amount
No. Financial transferred to in the reporting under Schedule VII as per Section 135(6), if any remaining to
Year Unspent CSR Financial Year be spent in
Account under (in `) succeeding
Section 135(6) Name of the Amount Date of financial
(in `) Fund (in `) transfer years (in `)
Not Applicable

(b) Details of CSR amount spent in the financial year for ongoing projects of the preceding financial year(s):
(1) (2) (3) (4) (5) (6) (7) (8) (9)
Sl. Project ID Name of Financial Project Total Amount Cumulative Status of the
No. the Project Year in duration amount spent on the amount spent project -
which the allocated project in at the end Completed/
project was for the the reporting of reporting Ongoing
commenced project Financial Year Financial Year
(in `) (in `) (in `)
Not Applicable
10. In case of creation or acquisition of capital asset, furnish the details relating to the asset so created or acquired through
CSR spent in the financial year (asset-wise details).
(a) Date of creation or acquisition of the capital asset(s) : Nil

(b) Amount of CSR spent for creation or acquisition of capital asset : Nil
(c) Details of the entity or public authority or beneficiary under whose name such capital asset is : Nil
registered, their address etc.
(d) Provide details of the capital asset(s) created or acquired (including complete address and location : Nil
of the capital asset).
11. Specify the reason(s), if the company has failed to spend two per cent of the average net profit as per Section 135(5):
Not applicable
S. PURI Chairman – CSR and Sustainability Committee

New Delhi, India
R. TANDON Director

Annexure 1
Details of CSR amount spent against other than ongoing projects for the financial year
1 2 3 4 5 6 7 8
Sl. Name of Item from the list of Local Area Location of the Project Amount Mode of Mode of
No. the Project activities in Schedule (Yes/No) Spent for Implementation - Implementation -
VII to the Act the Project Direct (Yes/No) Through Implementing
(In ` Lakhs) Agency (Yes/No)
State District Name CSR
Registration No.
1 Health & Clause I - Promoting Local Area & Andhra Pradesh, Assam, East Godavari, Guntur, Prakasam, Kurnool, Darrang, Dibrugarh, Kamrup, Chapra, Munger, 3,295 No Annexure 2
Sanitation health care including Others Bihar, Chhatisgarh, Delhi, Bilaspur, Raipur, Central Delhi, East Delhi, New Delhi, North Delhi, South Delhi,
preventive health care Gujarat, Himachal Pradesh, West Delhi, Ahmedabad, Shimla, Solan, Jammu, East Singhbhum, Bengaluru Rural, Bengaluru
Jammu & Kashmir, Jharkhand, Urban, Hassan, Kolar, Mysuru, Thiruvananthapuram, Indore, Sehore, Vidisha, Mumbai City,
Karnataka, Kerala, Madhya Mumbai Suburban, Pune, Imphal, East Kashi Hills, Ganjam, Khorda, Malkangiri, Kapurthala,
Pradesh, Maharashtra, Jhalawar, Coimbatore, Krishnagiri, Pudukkottai, Ramanathapuram, Virudhunagar, Bhadradri
Manipur, Meghalaya, Odisha, Kothagudem, Khammam, Medak, West Tripura, Allahabad, Badaun, Bahraich, Chandauli, 1,425 Yes N.A.
Punjab, Rajasthan, Tamil Nadu, Gonda, Hathras, Lucknow, Pilibhit, Saharanpur, Varanasi, Almora, Champawat, Dheradun,
Telengana, Tripura, Uttar Pradesh, Haridwar, Bankura, Birbhum, Darjeeling, Hooghly, Howrah, Kolkata, Malda, Murshidabad,
Uttarakhand, West Bengal Nadia, North 24 Praganas, Purulia, North Dinajpur, South Dinajpur, South 24 Praganas
2 Solid Waste Clause I - Sanitation Local Area & Andhra Pradesh, Bihar, Delhi, Anantapur, Chittoor, East Godavari, Guntur, Kadapa, Krishna, Kurnool, Nellore, Prakasam, 1,464 No Annexure 2
Management Others Karnataka, Maharashtra, Odisha, Visakhapatnam, West Godavari, Munger, Muzaffarpur, New Delhi, North Delhi, South Delhi,
Punjab, Rajasthan, Tamil Nadu, Bengaluru Rural, Bengaluru Urban, Mysuru, Pune, Puri, Kapurthala, Jhalawar, Chennai,
Telengana, Uttarakhand, Coimbatore, Madurai, Tiruchirappallai, Tiruppur, Bhadradri Kothagudem, Hyderabad,
Uttar Pradesh, West Bengal Karimnagar, Khammam, Mancherial, Medak, Medchal Malkagiri, Mahbubnagar, Nalgonda,
Rajanna Sircilla, Ranga Reddy, Sangareddy, Siddipet, Suryapet, Vikarabad, Warangal,
Yadadri Bhuvanagiri, Lucknow, Saharanpur, Haridwar, Hooghly 31 Yes N.A.
3 Vocational Clause II - Employment Local Area & Andhra Pradesh, Assam, Bihar, Guntur, Prakasam, Visakhapatnam, Darrang, Kamrup, Munger, Sukma, Solan, Srinagar, 905 No Annexure 2
Training enhancing vocation skills Others Chattisgarh, Himachal Pradesh, Benguluru Urban, Udupi, Chhindwara, Damoh, Gwalior, Sehore, Vidisha, Nanded, Pune,
Jammu & Kashmir, Karnataka, Malkangiri, Kapurthala, Barmer, Jhalawar, Chennai, Coimbatore, Krishnagiri, Madurai,
Madhya Pradesh, Maharashtra, Pudukkottai, Tiruvallur, Hyderabad, Khammam, Medak, Ghaziabad, Gorakhpur, Kanpur,
Odisha, Punjab, Rajasthan, Tamil Kaushambi, Lucknow, Saharanpur, Varanasi, Haridwar, Hooghly, Howrah, Kolkata
Nadu, Telengana, Uttar Pradesh,
Uttarakhand, West Bengal 85 Yes N.A.
4 Intergrated Clause II - Livelihood Local Area & Andhra Pradesh, Karnataka, Guntur, Nellore, Prakasam, West Godavari, Hassan, Mysuru, Bhopal, Guna, Indore, Mandsaur, 144 No Annexure 2
Animal enhancement projects Others Madhya Pradesh, Maharashtra, Sehore, Shivpur, Ujjain, Vidisha, Amravati, Khammam, Bahraich, Balrampur,
Husbandry Telengana, Uttar Pradesh Chitrakoot, Shravasti, Sonbhadra
5 Livelihood Clause II - Livelihood Local Area & Bihar, Karnataka, West Bengal Begusarai, Bhagalpur, Khagaria, Lakhisarai, Munger, Patna, Samastipur, Vaishali, 177 No Annexure 2
Promotion enhancement projects Others Bengaluru Urban, Purba Burdwan (Bardhaman), Hooglhy
8 Yes N.A.
ITC Limited
6 Education Clause II - Promoting Local Area & Andhra Pradesh, Assam, Bihar, East Godavari, Guntur, Kurnool, Prakasam, Darrang, Kamrup, Munger, Kishanganj, 1,183 No Annexure 2
education, including Others Himachal Pradesh, Karnataka, Lakhisarai, Patna, Solan, Bengaluru Rural, Bengaluru Urban, Hassan, Kolar, Mysuru, Sehore,
special education Madhya Pradesh, Maharashtra, Chandrapur, Nagpur, Pune, East Khasi Hills, Khordha, Kapurthala, Coimbatore, Krishnagiri,
Meghalaya, Odisha, Punjab, Tamil Pudukkottai, Virudhunagar, Thiruvallur, Bhadradri Kothagudem, Khammam , Medak,
Nadu, Telengana, Uttar Pradesh, Saharanpur,Shahjahanpur, Haridwar, Darjeeling, Hooghly, Howrah, North 24 Praganas
7 Women Clause III - Promoting Local Area & Assam, Bihar, Himachal Pradesh, Kamrup, Munger, Solan, Hassan, Mysuru, Agar Malwa, Annupur, Ashok Nagar, Balaghat, 340 No Annexure 2
Empowerment gender equality, Others Karnataka, Madhya Pradesh, Chhatarpur, Chhindwara, Damoh, Dattia, Dewas, Dhar, Guna, Gwalior, Hoshangabad, Morena,
empowering women Punjab, Rajasthan, Tamil Nadu, Panna, Raisen, Rajgarh, Rewa, Sagar, Setna, Sehore, Shahdol, Shivpuri, Sidhi, Singrauli,
Telengana, Uttar Pradesh, Ujjain, Vidisha, Kapurthala, Baran, Bikaner, Bundi, Jhalawar, Kota, Coimbatore, Krishnagiri,
Uttarakhand, West Bengal Pudukkottai, Khammam, Chandauli, Saharanpur, Haridwar, Hooghly, Howrah 1 Yes N.A.
8 Soil & Moisture Clause IV - Conservation Local Area & Andhra Pradesh, Bihar, Delhi, Guntur, Nellore, Prakasam, West Godavari, Munger, New Delhi, South West Delhi, Nuh, Solan, 3,267 No Annexure 2
Conservation of natural resources and Others Haryana, Himachal Pradesh, Bengaluru Rural, Bengaluru Urban, Chikkaballarpur, Hassan, Kolar, Mysuru, Chhindwara,
maintaing quality of soil, Karnataka, Madhya Pradesh, Indore, Sehore, Vidisha, Ahmednagar, Pune, Ganjam, Malkangiri, Kapurthala, Baran, Barmer,

air and water Maharashtra, Odisha, Punjab, Bikaner, Bundi, Jaisalmer, Jhalawar, Jodhpur, Kota, Pali, Pudukkottai, Theni, Thiruvallur,
Rajasthan, Tamil Nadu, Bhadradri Kothagudem, Khammam, Medak, Nalgonda, Gorakhpur,
Telengana, Uttar Pradesh, Saharanpur, Haridwar, Kolkata
131
1 2 3 4 5 6 7 8
132
Sl. Name of Item from the list of Local Area Location of the Project Amount Mode of Mode of
No. the Project activities in Schedule (Yes/No) Spent for Implementation - Implementation -
VII to the Act the Project Direct (Yes/No) Through Implementing
(In ` Lakhs) Agency (Yes/No)
State District Name CSR
Registration No.
ITC Limited
9 Social Forestry Clause IV - Ensuring Local Area & Andhra Pradesh, Assam, East Godavari, Krishna, Nellore, Prakasam, West Godavari, Darrang, Kamrup, Hassan, 192 No Annexure 2
environmental Others Karnataka, Maharashtra, Odisha, Mandya, Mysuru, Chandrapur, Malkangiri, Khammam, Nalgonda, Warangal, Sepahijala, West
sustainibility, ecological Telengana, Tripura, Uttarakhand Tripura, Haridwar 6 Yes N.A.
balance, protection of
flora and fauna, animal
welfare, agroforestry
10 Protection Clause V - Protection of Local Area & Maharashtra, West Bengal Mumbai City, Kolkata 381 No Annexure 2
of national national heritage, art and Others
heritage, art and culture
culture
11 Contribution Clause VIII - Contribution Local Area & N.A. N.A. 10,000 Yes N.A.
to PM CARES to the Prime Minister’s Others
Fund National Relief Fund or

Prime Minister’s Citizen
Assistance and Relief in
Emergency Situations
Fund (PM CARES Fund)
12 Improved Clause X - Rural Local Area & Andhra Pradesh, Assam, Chittoor, East Godavari, Guntur, Krishna, Kurnool, Nellore, Prakasam, Srikakulam, West 1,844 No Annexure 2
Agriculture Development projects Others Bihar, Gujarat, Haryana, Godavari, Baksa, Berpata, Darrang, Dhubri, Goalpara, Kamrup, Araria, Begusarai, Buxar,
Practises Himachal Pradesh, Jharkhand, East Champaran, Kaimur (Bhabua), Katihar, Lakhisarai, Munger, Nalanda, Patna, Rohtas, 1,790 Yes N.A.
Karnataka, Kerala, Madhya Sheikhpura, Sitamarhi, Navsari, Valsad, Bhiwani, Fatehabad, Hisar, Nuh, Rewari, Sirsa, Solan,
Pradesh, Maharashtra, Odisha, Pakur, Sahibganj, Bagalkot, Belagavi (Belgaum), Ballari ( Bellary), Bengaluru Rural, Bengaluru
Punjab, Rajasthan, Tamil Nadu, Urban, Chickballarpur, Chikkamagaluru (Chikmagalur), Hassan, Kolar, Mysuru, Raichur,
Telengana, Uttar Pradesh, Wayanad, Agar Malwa, Ashok Nagar, Barwani, Bhopal, Chhatarpur, Chhindwara, Dewas, Dhar,
Uttarakhand, West Bengal Guna, Harda, Hoshangabad, Indore, Khandwa, Khargaon, Mandsaur, Narsinghpur, Neemach,
Raisen, Rajgarh, Ratlam, Sagar, Sehore, Seoni, Shajapur, Shivpuri, Singrauli, Tikamgarh,
Ujjain, Vidisha, Ahmednagar, Akola, Amravati, Beed, Bhandara, Buldhana, Chandrapur,
Hingoli, Jalna, Latur, Nagpur, Nanded, Nandurbar, Nasik, Pune, Ratnagiri, Sangali, Satara,
Wardha, Washim, Yavatmal, Ganjam, Kalahandi, Khurda, Malkangiri, Rayagada, Amritsar,
Kapurthala, Ajmer, Alwar, Banswara, Baran, Barmer, Bharatpur, Bhilwara, Bikaner, Bundi,
Chittorgarh, Dausa, Dholpur, Dungarpur, Hanumannagar, Jaipur, Jaisalmer, Jalore, Jhalawar,
Karauli, Kota, Nagaur, Pali, Pratapgarh, Rajsamand, Sawai Madhopur, Shri Ganganagar,
Sikar, Tonk, Udaipur, Krishangiri, Pudukkottai, Sivaganga, Theni, Thiruvallur, Adilabad,
Bhadradri Kothagudem, Jayashankar Bhupalpally, Jangaon, Jogulamba Gadwal, Khammam,
Mahbubnagar, Medak, Nalgonda, Nizamabad, Warangal, Agra, Aligarh, Allahabad, Ambedkar
Nagar, Auraiya, Azamgarh, Baghpat, Bahraich, Balrampur, Barabanki, Bareilly, Basti, Budaun,
Bulandshahr, Chandauli, Chitrakoot, Deoria, Etah, Etawah, Faizabad, Gonda, Gorakhpur,
Ghazipur, Hardoi, Hathras, Jalaun, Jaunpur, Kanpur Dehat, Kushinagar, Lakhimpur-Kheri,
Lalitpur, Lucknow, Maharajganj, Mainpuri, Mathura, Meerut, Mirzapur, Moradabad, Pilibhit,
RaeBareli, Rampur, Saharanpur, Sant Kabir Nagar, Shravasti, Siddhart Nagar, Sitapur,
Sonbhadra, Unnao, Varanasi, Haridwar, Udham Singh Nagar, Hooghly, Howrah, Murshidabad
13 Disaster Relief Clause XII - Disaster Local Area & N.A. N.A. 2,158 No Annexure 2
Management , including Others
relief , rehabilitation and N.A. 3,273 Yes N.A.
reconstruction activities
TOTAL PROJECT COST 33,543
Annexure 2
List of Implementing Agencies
NGO Name CSR1 Registration No. Schedule VII Clause
Academy of Gandhian Studies Registration in progress Clause - ( i )

Adarsh Yuva Samiti CSR00000390 Clause - ( i, ii and iii )
Action For Agricultural Renewal In Maharashtra CSR00000092 Clause - ( iv and x )
Assocham Foundation For Corporate Social Responsibility CSR00001076 Clause - ( i )
Anudip Foundation For Social Welfare CSR00000060 Clause - ( ii )
Adarsha Rural Health and Economic Development Society CSR00000385 Clause - ( iv and x )
Art and Atristes Foundation Registration in progress Clause - ( v )
Assist CSR00000031 Clause - ( i and ii )
Dr. Ambedkar Society For Youth and
Rural Development (ASYARD) CSR00005008 Clause - ( iv and x )
BAIF Development Research Foundation CSR00000308 Clause - ( ii, iii, iv and x )
Bandhan - Konnagar CSR00001463 Clause - ( iii )
Bharat Sevashram Sangha CSR00000812 Clause - ( i )
Biome Environmental Trust CSR00001605 Clause - ( iv )
Bitan Institutte For Training , Awareness & Networking CSR00004091 Clause - ( i )
Bright Light Society CSR00001369 Clause - ( ii )
Chaitanya Jyothi Welfare Society CSR00003746 Clause - ( iv and x )
Community Organisation for Oppressed and Depressed Upliftment (COODU) CSR00001346 Clause - ( iv and x )
Daya Society Registration in progress Clause - ( i and ii )
Dilasa Sanstha CSR00001305 Clause - ( x )
Don Bosco Tech Society CSR00001747 Clause - ( ii )
Dhan (Development of Humane Action) Foundation CSR00000273 Clause - ( iii, iv and x )
Development Research Communication & Services center CSR00002927 Clause - ( x )
Deepam Rural Development Charitable Trust CSR00001942 Clause - ( i, ii, iii, iv and x )
Development Support Centre CSR00000674 Clause - ( iii, iv and x )
Dr. Hedgewar Seva Samiti Nandurbar CSR00001781 Clause - ( x )
EFFORT (Eco Foundation for Research and Training ) CSR00002557 Clause - ( iv and x )
E Sree Foundation Registration in progress Clause - ( i )
Exnora International Foundation CSR00002245 Clause - ( i )
Foundation for Ecological Security CSR00000637 Clause - ( iv )
Financial Inclusion Improves Sanitation and Health Society CSR00001053 Clause - ( i and ii )
Forum For Organized Resource Conservation And Enhancement CSR00000037 Clause - ( i, iv and x )
FXB India Suraksha CSR00000076 Clause - ( i )
Grameen Development Services CSR00000639 Clause - ( ii and x )
Gandhi Golden Trust (GGT) Project closed in FY 2020-21 Clause - ( x )
Gautam Gambhir Foundation Registration in progress Clause - ( xii )
Gramasiri CSR00002041 Clause - ( x )
Green Cross CSR00001062 Clause - ( iv and x )
Guide Foundation For Development CSR00000886 Clause - ( iv )
Harsha Trust CSR00001106 Clause - ( iv and x )
Indian Development Center CSR00005984 Clause - ( i )
Integrated Development Foundation CSR00000268 Clause - ( ii )
Institute for Development of Youth,Women & Child CSR00001582 Clause - ( iv and x )
Society of Indian Institute for Rural Development CSR00000199 Clause - ( iii, iv and x )
ITC Rural Development Trust CSR00002776 Clause - ( xii )
ITC Sangeet Research Academy CSR00003561 Clause - ( v )
Jan Nirman Kendra Project closed in FY 2020-21 Clause - ( x )
Janakalyan Welfare Society CSR00003146 Clause - ( iv )
Learning Links Foundation CSR00000640 Clause - ( ii )
Lokmitra CSR00000814 Clause - ( ii )
Mamta Health Institute For Mother and Child CSR00001978 Clause - ( i )
Manava Adhikar Seva Samity Project closed in FY 2020-21 Clause - ( x )

NGO Name CSR1 Registration No. Schedule VII Clause
Manav Vikas Sansthan CSR00001537 Clause - ( iii, iv and x )

Modern Architects For Rural India Registration in progress Clause - ( i )
Myrada Kaveri Pradeshika Samsthe CSR00001643 Clause - ( i, ii, iii, iv and x )
Mysore Resettlement And Development Agency CSR00001099 Clause - ( iv and x )
New Concept Centre for Development Communication CSR00000240 Clause - ( i )
National Centre for Human Settlements and Environment CSR00000776 Clause - ( iii, iv and x )
Network For Enterprise Enhancement and Development Support CSR00002858 Clause - ( i and ii )
Nehru Foundation For Development CSR00001034 Clause - ( x )
Navachithanya Urban and Rural Development Society CSR00003036 Clause - ( iv and x )
Outreach Association of Volunteers for Rural Development. CSR00002003 Clause - ( i, ii, iii, iv and x )
Path Welfare Society Registration in progress Clause - ( i )
Peoples Action for National Integration CSR00000125 Clause - ( ii, iv and x )
Public TV Educational & Charitable Trust Registration in progress Clause - ( ii )
Pragya Samiti Project closed in FY 2020-21 Clause - ( iii )
Pratham Education Foundation CSR00000258 Clause - ( ii )
Pravah CSR00002347 Clause - ( ii and x )
People’s Science Institute CSR00001285 Clause - ( iv and x )
Ramakrishna Mission CSR00006101 Clause - ( i )
Rural Development Organisation CSR00001586 Clause - ( i, ii and iii )
Rashtriya Gramin Vikas Nidhi CSR00002390 Clause - ( iv and x )
Round Table India Trust CSR00000895 Clause - ( ii )
Rotary Bangalore Peenya Trust Registration in progress Clause - ( i )
SAAHAS CSR00000097 Clause - ( i and iv )
Say Trees Registration in progress Clause - ( iv )
Social Awareness Through Human Involvement CSR00003798 Clause - ( i, ii and iii )
Shri Bhuvneshwari Mahila Ashram CSR00001595 Clause - ( i )
SEARCH-Socio Economic Alternatives Research and Resource Community for Humanity CSR00000587 Clause - ( i, iv and x )
Seven Sisters Development Assistance (SeSTA) CSR00000087 Clause - ( iv and x )
SEWA BHARAT CSR00001733 Clause - ( iii )
Samarth In Participatory Action Society CSR00002296 Clause - ( iv and x )
Samarthanam Trust for the Disabled Registration in progress Clause - ( i )
Shramjivi Janata Sahayyak Mandal CSR00001794 Clause - ( x )
Sarv Mangal Gramin Vikas Sansthan CSR00000154 Clause - ( iii, iv and x )
S M Sehgal Foundation Project closed in FY 2020-21 Clause - ( iv and x )
Support for Network and Extension Help Agency (SNEHA) CSR00000103 Clause - ( i and ii )
Society For Sampurna Grama Swaraj CSR00000669 Clause - ( iv and x )
Sarva Seva Samity Sanstha CSR00000224 Clause - ( x )
Shri Sachchidanand Shikshan Sansthan Registration in progress Clause - ( ii and x )
Umang Sunehra Kal Sewa Samiti CSR00000658 Clause - ( i, iv and x )
Velugu Association CSR00001765 Clause - ( x )
Vibhavari CSR00006139 Clause - ( i, ii and iv )
Vijay Integrated Devlopment Society (VIDS ) CSR00000055 Clause - ( i )
Vikasana Institute for Rural and Urban Development Project closed in FY 2020-21 Clause - ( iv )
Vikramshila Education Resource Society CSR00001182 Clause - ( ii )
Water Sanitation and Hygiene Institution (WASH Institute) CSR00000170 Clause - ( i and ii )
Watershed Support Services and Activities Network (WASSAN) CSR00001453 Clause - ( iv )
Water For People India Trust CSR00000892 Clause - ( i )
World Wide Fund For Nature India CSR00000257 Clause - ( x )
Youth For Development of People’s Organisation CSR00002588 Clause - ( iv and x )
Youthinvest Foundation CSR00001288 Clause - ( i )

Form No. MR-3
SECRETARIAL AUDIT REPORT
FOR THE FINANCIAL YEAR ENDED MARCH 31, 2021
[Pursuant to Section 204(1) of the Companies Act, 2013 and Rule 9 of the
Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014]
To
The Members
ITC Limited
Virginia House
37, J. L. Nehru Road
Kolkata 700 071
We have conducted the secretarial audit of the compliance of applicable statutory provisions and the adherence to good corporate practices by
ITC Limited (hereinafter called the ‘Company’). Secretarial Audit was conducted in a manner that provided us a reasonable basis for evaluating the
corporate conduct / statutory compliances and expressing our opinion thereon.
Based on our verification of the Company’s books, papers, minute books, forms and returns filed and other records maintained by the Company and
also the information provided by the Company, its officers, agents and authorized representatives during the conduct of secretarial audit, we hereby
report that in our opinion, the Company has, during the period covered by our audit, that is to say, from April 01, 2020 to March 31, 2021 (hereinafter
referred to as ‘Audit Period’ or ‘Period under Review’), complied with the statutory provisions listed hereunder and also that the Company has proper
Board-processes and compliance-mechanism in place to the extent, in the manner and subject to the reporting made hereinafter.
We have examined the books, papers, minute books, forms and returns filed and other records maintained by the Company till March 31, 2021,
according to the provisions of:
1. The Companies Act, 2013 (the ‘Act’) and the Rules made thereunder;
2. The Securities Contracts (Regulation) Act, 1956 and the Rules made thereunder;
3. The Depositories Act, 1996 and the Regulations and Bye-laws framed thereunder;
4. The Foreign Exchange Management Act, 1999 and the Rules and Regulations made thereunder to the extent of Foreign Direct Investment,
Overseas Direct Investment and External Commercial Borrowings;
5. The following Regulations and Guidelines prescribed under the Securities and Exchange Board of India Act, 1992:
a. The Securities and Exchange Board of India (Substantial Acquisition of Shares and Takeovers) Regulations, 2011;
b. The Securities and Exchange Board of India (Prohibition of Insider Trading) Regulations, 2015;
c. The Securities and Exchange Board of India (Issue of Capital and Disclosure Requirements) Regulations, 2018;
d. The Securities and Exchange Board of India (Share Based Employee Benefits) Regulations, 2014;
e. The Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015; and
f. The Securities and Exchange Board of India (Registrars to an Issue and Share Transfer Agents) Regulations, 1993 - The in-house
Investor Service Centre of the Company, registered with SEBI as a Category II Share Transfer Agent, provides share registration and
related services.
6. Specific laws applicable as mentioned hereunder:
a. The Tobacco Board Act, 1975 and the Rules made thereunder;
b. The Cigarettes and Other Tobacco Products (Prohibition of Advertisement and Regulation of Trade and Commerce, Production, Supply and
Distribution) Act, 2003 and the Rules made thereunder and other laws relating to manufacture and sale of Tobacco;
c. The Food Safety and Standards Act, 2006 and the Rules made thereunder;
d. The Drugs and Cosmetics Act, 1940 and the Rules made thereunder.
We have also examined compliance with the applicable clauses of the Secretarial Standards 1 and 2 issued by the Institute of Company Secretaries
of India.
We report that during the Period under Review, the Company has complied with the provisions of the Laws, Rules, Regulations, Guidelines,
Standards etc. mentioned above.
We further report that:
The Board of Directors of the Company is duly constituted with proper balance of Executive Directors, Non-Executive Directors and Independent
Directors. There were no changes in the composition of the Board of Directors during the Period under Review.
Adequate notice is given to all Directors to schedule the Board Meetings, agenda and detailed notes on agenda were sent at least seven to
fourteen days in advance, and a system exists for seeking and obtaining further information and clarifications on the agenda items before the
meeting and for meaningful participation at the meeting.
Dissenting members’ views were not required to be captured and recorded as part of the minutes as there was no such instance.
We further report that there are adequate systems and processes in the Company, commensurate with the size and operations of the Company,
to monitor and ensure compliance with the applicable Laws, Rules, Regulations and Guidelines.
We further report that during the Audit Period, the Company has not undertaken any specific events / actions that can have a bearing on the
Company’s compliance responsibility in pursuance of the above referred Laws, Rules, Regulations, Guidelines, Standards, etc., except as follows:
1. Issue and allotment of 1,66,12,990 Ordinary Shares of ` 1/- each, fully paid-up, upon exercise of Stock Options under the Employee Stock
Option Schemes of the Company, from time to time.

2. Acquisition of 100% of the equity share capital of Sunrise Foods Private Limited (Sunrise), consequent to which Sunrise and its two subsidiaries
viz., Sunrise Sheetgrah Private Limited (Sheetgrah) and Hobbits International Foods Private Limited (Hobbits), became wholly owned
subsidiaries of the Company with effect from 27th July, 2020. Further, the National Company Law Tribunal, Kolkata Bench, vide order dated
26th February, 2021, sanctioned the amalgamation of Sunrise with the Company, which became effective from 1st April, 2021.
Necessary petition seeking sanction for amalgamation of Sheetgrah and Hobbits with the Company is pending before the National Company
Law Tribunal, Allahabad Bench.
3. Incorporation of ITC IndiVision Limited as a wholly owned subsidiary of the Company.
4. Acquisition of additional shares in Delectable Technologies Private Limited (Delectable), pursuant to Share Subscription Agreement and
Shareholders’ Agreement executed during FY 2019-20. Consequent to the same, the Company’s shareholding in Delectable aggregated 20.06%
(on a fully diluted basis) and thus, it became an associate of the Company with effect from 17th September, 2020.
5. Adoption of the new Articles of Association of the Company, in respect of which shareholders’ approval was taken on 19th December, 2020
through postal ballot by way of e-voting.
For Vinod Kothari & Company

Practising Company Secretaries
Unique Code: P1996WB042300
Vinod Kothari
Managing Partner
Membership No.: F10564
Kolkata C P No.: 1391
25-05-2021 UDIN: F010564C000369771
Encl: Annexure ‘A’ forming an integral part of this Report Peer Review Certificate No.: 781/2020
Annexure ‘A’
Annexure to Secretarial Audit Report (Non-Qualified)
To
The Members
ITC Limited
Virginia House
37, J. L. Nehru Road
Kolkata 700 071
Our Report of even date is to be read along with this letter.

1. Maintenance of secretarial records is the responsibility of the management of the Company. Our responsibility is to express an opinion on these
secretarial records based on our audit.
2. We have followed the audit practices and the processes as were appropriate to obtain reasonable assurance about the correctness of the
contents of the secretarial records. The verification was done on test basis to ensure that correct facts are reflected in secretarial records.
We believe that the processes and practices, we followed provide a reasonable basis for our opinion.
3. Our Audit was based on examination, in physical or electronic form, as feasible under the prevailing circumstances, of books and records
maintained by the Company.
4. We have not verified the correctness and appropriateness of financial records and books of account of the Company as well as correctness of
the values and figures reported in various disclosures and returns as required to be submitted by the Company under the specified laws, though
we have relied to a certain extent on the information furnished in such returns.
5. Wherever required, we have obtained Management Representation about the compliance of Laws, Rules and Regulations and happening of
events etc.
6. The compliance of the provisions of corporate and other applicable Laws, Rules, Regulations, Standards etc. is the responsibility of management.
Our examination was limited to the verification of procedures on test basis.
7. The Secretarial Audit Report is neither an assurance as to the future viability of the Company nor of the efficacy or effectiveness with which the
management has conducted the affairs of the Company.
For Vinod Kothari & Company

Practising Company Secretaries
Unique Code: P1996WB042300
Vinod Kothari
Managing Partner
Membership No.: F10564
C P No.: 1391
Kolkata UDIN: F010564C000369771
25-05-2021 Peer Review Certificate No.: 781/2020

INFORMATION UNDER SECTION 134 (3) (m) OF THE COMPANIES ACT, 2013 READ WITH COMPANIES (ACCOUNTS) RULES,
2014 AND FORMING PART OF THE REPORT OF THE BOARD OF DIRECTORS
CONSERVATION OF ENERGY: c) Capital investment on energy conservation equipment:

All business units continued their efforts to improve energy ` 2,021.94 lakhs
usage efficiencies and increase the share of renewable TECHNOLOGY ABSORPTION:
energy. Various key performance indicators like specific energy
consumption (energy consumed per unit of product), energy a) Efforts made towards technology absorption:
costs and renewable energy contributions are continuously I. Advanced data capture and analytics installed as part
tracked to monitor alignment with the Company’s overall of Industry 4.0 initiative in our Paperboard & Speciality
sustainability goals. The Company has a process to identify Papers and Branded Packaged Foods businesses to
and evaluate energy risks and opportunities, taking into account improve quality, to increase throughput, to reduce specific
future expansion plans, evolving regulatory frameworks, energy and to reduce chemical consumption.
techno-commercial feasibility and socio-political aspects. II. Implementation of Industrial Internet of Things (IIoT)
Accordingly, phased implementation of energy conservation sensors to monitor equipment condition and reduce
and renewable energy generation projects are carried out and downtime in Paperboard & Speciality Papers and
innovative ways and new technologies are constantly explored Branded Packaged Foods businesses.
to bring about alignment between organizational interests and III. Robotic system of palletization to pack products of
the larger social purpose. different Stock Keeping Units (SKUs) in different types of
a) Steps taken or impact on conservation of energy: Corrugated Fibreboard Cartons (CFCs).
Some of the energy conservation measures adopted across IV. Unique identification on packets for authentication and
verification of organic food products.
the Company are outlined below:
V. New process and product technologies on personal
I. Installation of new energy efficient electric boilers. hygiene, skin care and fragrances developed through
II. Installation of Vapour Absorption Machine (VAM). in-house Research & Development in our Personal Care
III. Optimisation of compressed air through measures Products Business.
such as intelligent flow controller and additional VI. Induction of contemporary technologies and continuous
compressor to manage low-pressure load etc. improvement across businesses, towards reducing
IV. Installation of zero air-loss moisture removal traps for process variability, cycle time and wastages while
compressed air system. enhancing manufacturing flexibility, productivity and
capability across Businesses.
V. Automation in tube cleaning systems in Heating,
Ventilation and Air Conditioning (HVAC) system resulting b) Benefits derived:
in higher efficiency. I. Cycle time reduction and productivity enhancement
VI. Advanced dirt separator system in chilled water line of II. World-class quality and differentiated products
HVAC system. III. Addressing market specific end-use applications
VII. Replacement of cooling tower, AHUs, chillers, IV. Conservation of resources and improved efficiencies
compressors, motors, fans, pumps and agitators with
higher efficiency ones. c) The expenditure incurred on Research and
Development:
VIII. Replacement of steam heated equipment such as
pressing machine, laundry driers, dishwashing machine For the year ended
etc. with energy efficient electrically heated ones. 31st March, 2021
IX. Improvement in energy usage efficiency in lighting Expenditure on R&D: (` in Lakhs)
systems by changing over to efficient lighting solutions
such as Light Emitting Diodes (LEDs). i) Capital 1,212
X. Process improvements to enhance productivity and ii) Revenue 13,122
reduce specific energy consumption across Businesses. Total 14,334
b) Steps taken for utilising alternate sources of energy: Total R&D Expenditure (as a % of Gross Revenue) 0.30
Some of the renewable energy initiatives undertaken during
the year are as follows: On behalf of the Board
I. Commissioning of additional solar photovoltaic
power plants. S. PURI Chairman & Managing Director
New Delhi, India
II. Continued use of biomass-based fuels in existing
biomass boilers for thermal energy generation to reduce R. TANDON Director
dependency on fossil fuels across Businesses. 1st June, 2021 Kolkata, India

A. Information pursuant to Section 197 of the Companies Act, 2013 read with Rule 5(1) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014

Name of Directors & Designation Ratio of Remuneration to Increase in Remuneration#
Key Managerial Personnel Median Remuneration over LY (%)
of all Employees
Based on remuneration paid
S Puri Chairman & Managing Director 222 : 1 47
N Anand Executive Director 107 : 1 30
B Sumant Executive Director 107 : 1 98
R Tandon Executive Director 107 : 1 37
S Banerjee Independent Director 15 : 1 12
H Bhargava Non-Executive Director 14 : 1 56
A Duggal Independent Director 14 : 1 13

1
A Jerath Non-Executive Director 3 : 1 –*
S B Mathur Independent Director 14 : 1 10

2
A Nayak Independent Director 11 : 1 1182*
N Rao Independent Director 14 : 1 13
A K Seth 2 Independent Director 10 : 1 2131*
M Shankar Independent Director 14 : 1 8
D R Simpson Non-Executive Director 14 : 1 10
S Dutta 3 Chief Financial Officer 18 : 1 –
R K Singhi Executive Vice President & Company Secretary 37 : 1 25
# For computation of “Increase in Remuneration over LY”, the figures of remuneration for the previous year have been re-casted to include Contribution to Approved Pension Funds.
* Remuneration paid during the financial year 2020-21 is not comparable since the concerned Directors were there only for part of the financial year 2019-20
1
Appointed with effect from 31.01.2020
2
3
Notes
1) The number of permanent employees as on 31st March, 2021 was 26,071
2) Compared to the financial year 2019-20, the figures for the financial year 2020-21 reflect that:
(i) Median remuneration of employees - Increased by 16%
(ii) Average remuneration of employees - Increased by 16%
(iii) Average remuneration of employees excluding Key Managerial Personnel (KMPs) - Increased by 15%
(iv) Remuneration of KMPs - Increased by 51% due to impact of revision in remuneration during the year and increase in number of KMPs
3) Remuneration of Directors, KMPs and other employees is in accordance with the Company’s Remuneration Policy

B. Information pursuant to Section 197 of the Companies Act, 2013 read with Rule 5(2) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014
Name Age Designation Gross Net Qualifications Expe- Date of Previous Employment /
Remuneration Remuneration rience Commence- Position Held
(`) (`) (Years) ment of
Employment
1 2 3 4 5 6 7 8 9
Top ten employees in terms of remuneration drawn.
Puri S 58 Chairman & Managing Director 11,95,26,651 4,28,00,371 B.Tech. 36 20.01.1986 TELCO Ltd., Trainee
Sumant B 57 Executive Director 5,77,29,108 1,97,27,903 B.E. 35 20.01.1986 Nil
Tandon R 67 Executive Director 5,75,13,690 1,96,43,043 B.Sc., F.C.A. 43 01.01.1987 Triveni Handlooms Ltd.,
Finance Mgr. & Secy.
Anand N 64 Executive Director 5,74,41,506 2,10,86,639 B.A. (Hons.) 41 01.12.1979 @
Sivakumar S 60 Group Head - Agri Business 3,67,46,392 1,74,79,521 B.Sc., P.G. Dip. in Rural Mgmt. 38 18.09.1989 Gujarat Co-op Oil Seeds Growers’
Fed. Ltd., Mgr. Mktg.
Rajput A K 65 Senior V.P. - Corporate Affairs 3,23,47,125 1,27,60,168 B.Com., M.B.A. 44 10.04.1976 Nil
Singh S K 64 Group Head - Paper & Packaging 3,01,06,401 1,46,45,455 B.Tech. (Chem.) 44 21.06.1977 #
Satpathy S 48 Divisional Chief Executive (PCPBD) 2,90,58,324 1,24,92,964 B.Com., P.G.D.M. 25 01.12.2015 Marico Ltd., Chief Marketing Officer
Dar C 65 Group Head - LS & T, Central Projects, 2,89,28,216 1,35,43,039 B.Tech. (Hons.), P.G.D.M. 41 01.05.1981 Tata Engg. & Loco. Co.,
EHS & Quality Assurance Shift Supvr.
Malik H 55 Divisional Chief Executive (FBD) 2,73,77,367 1,08,60,438 B.A., M.B.A. 31 01.06.1989 Nil
Other employees employed throughout the year and in receipt of remuneration aggregating ` 1,02,00,000/- or more per annum.
Abraham C 57 Chief Executive - Healthcare 2,48,50,352 1,32,55,592 M.B.B.S., Adv. Dip. in Healthcare 27 02.05.2018 Health City Cayman Islands,
Administration CEO & Head of Medical Services
Aggarwal A 40 Divisional Manager HR - OD (FBD) 1,02,03,261 53,74,684 B.Tech., P.G.Dip. in P.M. & I.R. 17 15.03.2017 HCL Healthcare, G.M. - HR
Aiyer K 47 V.P. Finance - Agri Business SBU (ABD) 1,28,47,470 65,83,983 B.Com. (Hons.), A.C.A. 23 01.09.1998 Modi Telstra Pvt. Ltd.,
Mgmt. Trainee
Ambasta A (Dr.) 62 Executive V.P. & Head - Social Investments 1,93,40,083 84,98,136 M.A., M. Phil., Ph.D. (I.S.S., The Hague) 34 01.04.2002 Action Aid (India),
Sr. Programme Analyst
Anandan M 50 National Sales & Category Development 1,55,38,434 74,63,095 P.G.D.M. 28 01.02.1994 Threads India Limited, Sales
Manager - Personal Care, Matches & Representative
Agarbatti (TM & D)
Arif N 59 Executive V.P. & Head - Corporate 2,45,91,517 99,07,632 B.A. (Hons.), M.A. 35 01.09.2006 Indian Chamber of Commerce,
Communications Secretary General
Arora B 47 V.P. - Finance (FBD) 1,39,65,622 76,73,922 B.Com. (Hons.), A.C.A. 27 06.09.1999 Maruti Udyog Ltd.,
Finance Executive
Ashok D 57 Head - Taxation 1,78,30,979 69,01,834 B.Com., A.C.S., F.C.M.A. 36 01.08.1992 UB Petro Products Ltd.,
Dy. Manager, Accounts
Awasthi J 54 General Manager - Special Projects 1,07,76,814 52,01,828 B.E. (Hons.), P.G.D.M. 32 01.03.1993 Network Ltd., Field Manager
Bajaj K 48 Executive V.P. - Marketing (ITD) 1,72,39,836 81,11,126 B.A. (Hons.), M.B.A. 26 16.03.2011 Bharti Retail Ltd., Head - Brands
Balaji L N 59 Executive V.P. - Shared Services 1,36,61,493 67,74,207 B.Com., F.C.A. 36 17.06.1985 Nil
Balakrishnan S 54 Head - Manufacturing & Supply Chain (PCPBD) 1,51,15,263 70,43,763 B.E. 33 01.09.1987 Nil
Balar S 46 V.P. - Marketing (PCPBD) 1,70,34,115 79,72,027 B.Tech., P.G.D.M. 20 01.06.2000 Nil
Bandyopadhyay S S 51 Executive V.P. - HR & CSR (PSPD) 1,47,03,636 79,53,979 B.Com., P.G.D.P.M., I.R. & L.W., M.B.A., 25 12.12.2006 Pepsico India Holdings Pvt. Ltd.,
Dip. in T&D Asst. Manager - HR
Banerjee S 44 V.P. - Marketing Services (FBD) 1,50,62,081 90,57,895 B.E., M.B.A. 21 01.06.2009 IMRB International,
Insights Director
Bansal R 43 Group Category Finance Manager - Staples, 1,05,72,113 65,78,151 B.Com., A.C.A., I.C.S.I. 22 22.01.2007 Bharat Oman Refineries Ltd.,
Snacks & Meals (FBD) Asst. Mgr. Finance
Bansal R K 48 Head - Corporate Treasury 1,60,29,655 77,01,189 B.Com. (Hons.), C.W.A., A.C.A. 25 01.11.1995 Nil
Barhanpurkar M P 56 Head - Technical (PSPD) 1,16,90,299 62,92,237 B.E. 27 01.01.2004 Abhishek Industries Ltd.,
Manager Engg.
Barve M M 50 Head - Product Development, Chocolates (FBD) 1,40,67,876 82,04,540 B.Sc., M.Sc.(Food Tech.), E.M.B.A. 25 27.07.2015 Pepsico India Holdings Pvt. Ltd.,
Associate Director
Basu N 51 Sr. Manager - Corporate Communications 1,14,07,178 67,21,411 B.A., M.A. 16 01.01.2008 United Credit Belani Group, V.P.
Bezbaroa S K 58 Executive V.P. - Corporate EHS 1,70,94,223 79,13,387 B.E. (Elec.), P.G.D. (Safety Engg.), P.G.D. 38 02.06.1997 Tata Consulting Engineers Ltd.,
(Environmental Mgmt., Univ. of London) Engineer
Bhalla R 37 Category Development Manager - New Business 1,09,04,930 54,09,747 B.Tech., M.Tech. 15 08.06.2006 Nil
Development
Bhatt S 52 Divisional Manager - Exports (FBD) 1,04,82,542 53,10,654 B.Sc., P.G. Dip. in Marketing 32 01.10.1997 Pertech Computers Ltd.,
Regional Sales Mgr.
Bhattacharjee A 57 V.P. - Information Systems (HD) 1,04,34,362 50,41,977 B.E. (Industrial & Production) 32 09.07.2001 @
Bose S 52 Executive V.P. - HR & Learning & Development 1,91,10,489 1,03,02,194 B.A., P.G. Dip. in P.M. 26 28.09.2017 Indian Hotels Co. Ltd.,
(HD) V.P. HR Operations
Chadha A 51 Chief Operating Officer (HD) 1,51,52,584 77,11,949 Dip. In Hotel Mgmt., Catering & Nutrition 31 01.05.2001 @
Chatterjee K 60 Head - Packaging Development (FBD) 1,33,43,755 62,23,401 Dip. in Mech. Engg. 35 15.10.2001 Agrotech Foods Ltd., Manager -
Packaging & Development
Chatterjee S 52 General Manager - Procurement (FBD) 1,61,41,496 93,16,873 B.A. 33 05.06.2006 Nestle India Ltd.,
Purchase Manager
Chaturvedi K 43 Chief Operating Officer - Snacks (FBD) 1,83,31,345 84,65,592 B.A. (Hons.), P.G. Dip. in Communication 19 19.05.2003 Mindshare Fulcrum,
Planning Executive
Chhaproo J T 47 Head of Media (PCPBD) 1,17,10,042 61,13,356 B.Tech., P.G.D.M. 12 08.08.2016 Snapdeal, Head - Media
Dasgupta K 44 Head of Marketing - Dairy & Juices (FBD) 1,74,00,990 85,28,895 B.Sc. (Hons.), P.G.D.C., P.G.D.M. 19 03.01.2020 Hindustan Unilever Ltd.,
G.M. Foods
Dharmendra V B (Dr.) 45 Head - Food Sciences (FBD) 2,04,02,214 1,23,97,555 B.Tech., M.Tech., M.S., Ph.D. 23 05.03.2020 E & J Gallo Winery,
Applied Technology Director

Employment
1 2 3 4 5 6 7 8 9
Dixit P K 60 V.P. - T & RA (ITD) 1,87,56,614 86,79,426 B.Sc. (Hons.) 37 17.10.1983 Nil
Dogra M 46 Head - Strategic Planning 1,02,08,911 52,71,375 B.Com., A.C.A., M.B.A. 21 01.11.2004 Export Import Bank of India,
Management Trainee
Dogra R 46 Head of Modern Trade (TM & D) 1,55,26,787 77,14,238 B.Tech., M.I.B. 21 01.06.2001 J.C.T. Electronics Ltd.,
Engg. Executive
Dutta Saradindu 61 Head - Corporate Accounts 1,90,82,922 69,80,177 B.Com. (Hons.), M.Com., A.C.A. 39 01.12.1982 Organon (I) Ltd., Trainee,
Accounts
Dutta Supratim 54 Chief Financial Officer 2,45,66,809 87,62,962 B.Com. (Hons.), C.W.A., A.C.A. 30 01.11.1990 Nil
Ganesan M 58 Head - Corporate Internal Audit 2,43,16,198 98,99,148 B.Com., A.C.A., A.C.S. 35 01.03.1986 Nil
Ganesh Kumar S 53 SBU Chief Executive – Staples, Snacks & Meals 2,46,69,297 1,05,64,817 B.E. 30 14.12.1991 Mather and Platt (I) Limited,
(FBD) Engg. Trainee
Garg A S 52 V.P. - Finance ,Tobacco SBU (ABD) 1,20,82,874 64,21,680 B.Com., I.C.W.A., A.C.A. 29 01.06.1992 Larsen & Toubro, Chartered
Accountant
Ghosal N 46 Chief Engineer (ITD) 1,13,38,331 55,15,253 B.Tech., P.G.D.I.M. 22 01.06.1999 Nil
Ghosh B 59 Divisional Manager - Finance - Central Projects 1,05,32,815 51,65,858 B.Com. (Hons.), M.Com., I.C.W.A., 36 01.07.1985 Nil
Organisation M.B.A.
Gouraha R 40 Head of Manufacturing - Snacks, Noodles & 1,36,70,125 81,55,228 B.Tech. 17 04.06.2004 Nil
Pasta (FBD)
Guha S 59 Executive V.P. - Technical (ITD) 1,72,73,712 80,65,061 B.Tech. 37 03.08.1992 Tata Consulting Engineers,
Sr. Asst. Engineer
Gupta J 38 Head of Manufacturing - Staples (FBD) 1,17,18,554 57,62,003 B.Tech. 16 01.09.2016 Hindustan Unilever Ltd.,
Factory Manager
Gupta V 56 SBU Chief Executive (ESPB - SBU) 2,05,57,863 1,17,43,635 B.E., P.G.D.M. 30 09.01.2017 Cello (Writing) Group of
Companies, C.E.O.
Handa M 42 V.P. - Skin Care & Innovations (PCPBD) 1,51,38,806 94,99,512 B.E., P.G.D. 16 22.07.2019 Marico Ltd., Head of Marketing
Janardanan Anand P 55 Executive V.P. - HR (FBD) 1,84,39,146 85,98,350 B.Com. (Hons.), P.G. Dip. in P.M. & I.R. 30 01.06.1990 Nil
Jasper N K 51 Executive V.P. - Finance & IT (FBD) 1,82,50,319 86,96,984 B.Com. (Hons.), A.C.M.A., A.C.A. 28 25.06.1993 A.F. Ferguson, Asst. Consultant
Jhingran R 43 V.P. - Talent Development, Corporate HR 1,16,17,140 64,58,018 B.Sc. (Pharmacy), P.G.D.M. 17 04.06.2004 Nil
John R 52 G.M. - Operations (ITD) 1,57,49,742 75,23,660 B.Tech. 29 03.03.2006 Wings Corporation (Indonesia),
Operations Director - Nigerian
Operations
Kar S 48 Head - Operations - Finance & MIS (PSPD) 1,08,29,853 55,33,865 B.Com., C.W.A., A.C.A., A.C.S. 25 06.09.1999 Deloitte Haskins & Sells,
Asst. Mgr.
Karthik B 48 Head - Corporate Planning 1,50,32,975 71,12,995 B.Com. (Hons.), C.W.A., Advanced Dip. 25 07.05.2007 Tionale Pte Ltd., G.M. - Business
in Systems Mgmt., A.C.S., A.C.A., C.P.A. Development
Kaul S 54 Divisional Chief Executive (ITD) 2,56,38,991 1,02,90,605 B.E., P.G.D.M. 30 01.06.1990 Nil
Khosla V 54 District Manager - South (TM & D) 1,45,06,435 69,30,978 B.A. (Hons.), M.B.A 30 01.07.2001 Indian Army, Captain
Kishore A 46 Trade Marketing Information Manager (TM & D) 1,26,02,535 61,04,776 B.Tech., P.G.D.M. 25 15.05.2006 Gillete India Ltd., Regional Value
Chain Manager
Kookkal V 39 Head of Marketing - Staples & Meals (FBD) 1,11,70,205 69,88,248 B.Tech., P.G. Dip. in Marketing 15 08.06.2006 Nil
Kulkarni V 46 Divisional Chief Executive (PSPD) 2,04,02,072 1,07,55,794 B.Tech. 24 23.07.2001 Agrotech Foods Ltd., Unit In-charge
Kumar Ashit 55 Executive V.P. - Finance & MIS (ABD) 1,62,70,914 86,82,669 B.Com., A.C.A. 32 01.12.1988 Nil
Kumar Ashwani 57 Chief Technologist - Packaging & Graphics 1,37,02,827 65,16,469 B.Sc., M.B.A. 35 01.07.1990 Uptron India Ltd., Planning Officer
Design (ITD)
Kumar Atul 57 V.P. - Finance (HD) 1,10,09,158 55,99,863 B.Com. (Hons.), A.C.A. 33 01.06.1988 @
Kumar G K 55 V.P. - Leaf Operations, Tobacco SBU (ABD) 1,50,88,223 76,41,539 B.Sc. (Agriculture) 33 01.08.1987 Nil
Kumar K 49 Sr. Principal Technologist (PCPBD) 1,20,42,617 57,84,361 B.Com., A.C.A., P.G.D. 24 22.10.2008 Ruchi Soya Industries Ltd.,
(Taxation), LL.B. Deputy G.M., Commercial
Kumar T S 50 National Sales & Category Development 1,46,81,132 70,77,231 B.Sc. 28 01.04.1995 E.I.D. Parry (I) Ltd.,
Manager - Foods (TM & D) Sales Representative
Kunchey J K 46 General Manager - Supply Chain & 1,81,95,176 86,39,131 B.Tech., P.G. Dip. in I.E. 23 24.08.2007 Reliance Retail Co.,
Logistics (TM & D) Head - Planning & Logistics
Mathew T 46 Head - HR (PCPBD) 1,27,87,544 63,19,311 Dip. in H.M.C.T. & A.N., B.B.A., M.A. 23 25.06.2001 Marico Industries Ltd.,
Mgmt. Trainee
Mathur A 39 Head of Manufacturing - Biscuits & Cakes (FBD) 1,10,96,173 54,72,711 B.Tech. 16 08.06.2005 Nil
Mehta R R 60 Senior Associate General Counsel 1,10,57,852 53,15,175 B.Com. (Hons.), LL.B., LL.M., LL.M. 36 10.06.1994 Legal Practitioner
(Criminal Law), M.S.(Wis.), Ph.D.
Menon V P 55 V.P. - Projects (HD) 1,14,62,770 58,55,113 B.Tech. (Civil) 32 10.01.1993 @
Moodliar A 55 V.P. - Marketing (HD) 1,16,13,446 58,10,070 B.Com., M.B.A. 31 15.10.1993 @
Mukherjee P 59 V.P. - Finance & MIS (PPB - SBU) 1,58,92,363 71,36,387 B.Com. (Hons.), A.C.S., A.C.A. 35 01.09.1987 Khanna & Annadhanam, Chartered
Accountants, Asst. Audit
Mukherjee S (Dr.) 55 Chief Scientist and Head R&D (ITD) 1,69,75,332 98,95,490 B.Sc., M.Sc., Ph.D. 25 16.03.1998 ICI India Ltd., Manager Q.A.
Mukherji A 48 Head - Corporate Human Resources 2,27,18,709 1,00,80,998 B.A., P.G. Dip. in P.M. & I.R., M.I.L.R. 25 01.08.1995 ANZ Grindlays Bank, Mgmt. Trainee
Mukhopadhyay M 63 Head - Product Development, 1,29,38,372 73,49,452 B.Sc., B.Tech., M.Tech. 34 21.04.2006 Britannia Industries Ltd.,
Biscuits & Cakes (FBD) R & D Manager
Narayanan R R 55 Head - Sales & Marketing (ESPB - SBU) 1,50,49,301 72,42,021 B.A., P.G.D.M. 34 01.01.1990 Godrej & Boyce Mfg. Co. Ltd.,
Sales Representative
Ohri R 54 V.P. - Corporate Affairs 1,41,00,878 62,21,810 B.Com. (Hons.), A.C.A. 30 01.09.1991 Nil
Panda Shatanshu 48 Deputy General Counsel 1,44,76,604 86,18,814 B.A., LL.B. (Hons.) 25 15.07.1996 Nil
Panda Swarup 54 Executive V.P.- HR (ITD) 1,63,06,671 98,06,259 B.Sc. (Hons.), P.G.D. 31 01.09.2003 J K Papers Ltd., Mgmt. Trainee

Employment
1 2 3 4 5 6 7 8 9
Pandey S K 54 Divisional Head - Plantations & Raw Materials 1,08,84,599 61,50,537 B.Tech., M.Tech., I.F.S. Diploma in 30 20.02.2014 Ballarpur Industries Ltd.,
(PSPD) Bamboo Tech. V.P.
Paul A E 56 Regional Manager - T&RA (TM & D) 1,03,53,766 49,73,465 B.Com. 35 01.08.1986 Nil
Phakey A 51 V.P. - Frozen Snacks and Fresh F & V (FBD) 1,67,07,456 98,53,253 B.Com., M.B.A. 28 25.03.2019 H.T. Media Ltd., C.O.O.
Ponnuru R K 37 Category Manager - Juices & Dairy (FBD) 1,47,67,607 70,95,537 B.Tech. 17 04.06.2004 Nil
Prabhakar L 55 Executive V.P. - HR (ABD) 1,69,54,445 86,78,148 B.E. (Mech.), P.G. Dip. in P.M. & I.R. 33 01.05.2006 ITC Infotech India Ltd., G.M.- HR
Puri Sudhir 44 Head - New Generation Products (ITD) 1,56,66,984 74,67,729 B.Tech. 22 01.06.1998 Nil
Raghuraman R 53 Head of Supply Chain Strategy (FMCG) 1,59,82,794 74,34,602 B.E. 32 13.01.2020 Hindustan Unilever Ltd.,
V.P. Logistics
Rai R K 58 Divisional Chief Executive (ABD) 2,39,12,972 1,14,53,960 B.A. (Mktg.), P.G.D. in Exports & 38 16.08.1990 Britannia Industries Ltd.,
Imports Commercial Officer
Rajiv Mohan D V R 55 V.P. - Value Added Agri Products, Agri Business 1,43,06,289 72,32,380 B.Com. (Hons.), M.B.A. 32 22.08.1988 Nil
SBU (ABD)
Ralhan R 41 District Manager - North (TM & D) 1,14,78,714 62,31,130 B.E., M.M.S. 18 04.06.2004 Kirloskar Oil Engines Ltd.,
Graduate Engr. Trainee
Rama Prasad H N 55 SBU Chief Executive - Tobacco SBU (ABD) 1,57,20,779 79,02,990 B.Sc. (Agriculture), M.Sc. (Agriculture) 32 26.09.1988 Nil
Ramamurthi S (Dr.) 56 Chief Scientist - Biosciences (LS & T) 1,58,08,752 75,38,931 B.Sc., M.Sc. (Tech.), Ph.D. 27 27.08.2007 Hindustan Unilever Ltd.,
Sr. Research Scientist
Ramkumar P 50 Head - Finance (ESPB) 1,26,24,898 61,56,490 B.Com., I.C.W.A., A.C.A. 27 06.09.1999 Zuari Industries Ltd.,
Dy. Mgr. - Finance
Ranganathan S 46 V.P. - Finance (FBD) 1,29,65,140 64,11,124 B.Com. (Hons.), A.C.A. 23 01.09.1998 Phillips India Ltd., Accounts
Officer
Rangrass S 60 Group Head - LS & T, Central Projects, EHS & 2,33,18,654 1,00,84,474 B.Tech. 38 01.07.1982 Nil
Quality Assurance
Rao Renati V 51 Divisional Manager - Exports (ITD) 1,13,24,944 54,49,493 B.Sc. (Hons.), P.G.D.M. 27 01.04.1995 Wipro Ltd., Marketing Asst.
Rasquinha P C 56 V.P. - Finance & MIS (PSPD) 1,31,29,911 77,22,516 B.Com. (Hons.), A.C.A., C.W.A. 33 15.07.1991 A.F. Ferguson & Co.,
Asst. Consultant
Rastogi M 53 V.P. - Social Investments 1,44,24,545 76,86,110 B.A., M.A. 32 01.06.1989 Nil
Ravindranath D 55 Divisional Manager Procurement - P.M. (FBD) 1,15,91,949 56,49,334 B.Tech., P.G. Dip. in Materials Mgmt. 34 01.11.2002 AgroTech Foods Ltd.,
Dy. Mgr. Purchase
Ray Chaudhuri B 41 Business Development Manager - Strategic 1,27,48,106 60,77,541 B.Com. (Hons.), A.C.A. 19 01.03.2002 Nil
Planning
Rayavaram R K 48 SBU Chief Executive - Matches & Agarbatti SBU 1,71,74,157 80,67,525 B.E., P.G.P.M. 25 01.06.2003 3M India Ltd., Marketing Analyst
Reddy K V 55 V.P. - Product Development - Atta,Spices & 1,53,38,094 83,58,558 B.Tech. 31 01.08.2001 Cargill India Pvt. Ltd.,
Noodles (FBD) Production Manager
Roy A 55 Executive V.P. - Corporate Finance 1,69,57,958 76,94,821 B.Com. (Hons.), A.C.A. 32 04.06.1990 E.L.M. (I) Ltd., Accounts Officer
Rustagi A K 46 Chief Operating Officer - Chocolates, Coffee, 2,45,72,019 1,09,76,762 B.Tech., P.G.P.M. 24 01.10.2017 Unilever Inc. (London),
Confectionery & New Category Development (FBD) Global Brand Director
Sahay S 50 Head of Sales Operations & Development 1,75,37,158 83,27,918 B.A., P.G.D.B.A. 26 05.09.2002 Luxor Writing Instruments Ltd.,
(TM & D) Brand Manager
Salunkhe D J 47 SBU Chief Operating Officer (PPB) 1,38,31,954 63,00,104 B.E., M.B.A. 16 21.03.2019 3M India Ltd., Sr. G.M.,
Ops & Cont. Imp.
Sandeep C 50 Executive V.P. & Head - Central Projects 1,32,11,752 80,59,383 B.E. 29 24.05.1999 Kar Mobiles Ltd., Production
Organisation Engineer
Sanganeria G 44 Manager - Corporate Accounts 1,20,78,331 69,75,028 B.Com. (Hons.), A.C.S., A.C.A. 20 11.12.2000 Nil
Sarma C V 59 Executive V.P. - Finance & MIS (PSPD) 1,87,37,809 77,70,836 B.Com., C.W.A., A.C.A., A.C.S., P.G.D.M. 34 03.05.1993 J. Loyalka & Co., Sr. Asst.
Sawant S J 49 Business Development Manager - Frozen Snacks 1,11,62,049 67,01,863 B.Com., P.G.D.M. 21 01.10.2018 OSI Vista Foods Ltd., Director
(FBD) Commercial
Senguttuvan R 59 Chief Executive (PPB - SBU) 2,19,01,927 1,12,09,797 B.E., P.G.D.M. 35 27.05.1991 Asian Paints, Purchase Executive
Shanmuga Sundaram A 54 General Counsel and Head of Corporate Legal 2,36,17,371 1,07,07,244 B.L., M.L. 32 20.10.1997 Maxworth Home Ltd., Manager,
Legal
Shenoy T S M 53 Head of Finance (TM & D) 1,79,32,745 86,93,491 B.Com. (Hons.), A.C.A. 33 03.08.1992 A.F. Ferguson & Co.,
Mgmt. Consultant
Shere A H 44 Chief Operating Officer - Biscuits & Cakes (FBD) 2,15,78,654 1,27,58,747 B.A., M.B.A. 23 21.08.2019 Britannia Industries Ltd.,
Director Marketing
Singal S 50 Chief Operating Officer - Dairy & Beverages (FBD) 1,84,24,636 86,86,867 B.Sc., P.G.D.M. 25 01.07.2016 Dabur India Ltd., Head of
Marketing
Singh J 55 Executive V.P. - Finance, IT & Procurement (HD) 1,79,85,766 90,19,682 B.Com. (Hons.), A.C.A. 33 01.04.1990 Lovelock & Lewes, Jr. Asst.
Singhi R K 56 Executive V.P. and Company Secretary 1,98,46,290 93,02,775 B.Com. (Hons.), LL.B., F.C.S. 36 01.08.1988 Chemcrown (I) Ltd.,
Asst. Secretary
Srinivas K 56 Chief Technologist - Blending & Cigarette Design 1,41,99,816 67,91,463 B.Sc., M.Sc. 33 22.08.1988 Nil
(ITD)
Srinivas S 47 V.P. - Health & Hygiene (PCPBD) 1,48,41,010 70,87,555 B.E., P.G.D.M. 23 01.06.2000 Computational Structural Mechanics
Pvt. Ltd., Marketing Executive
Srinivasan V P 48 Sr. Principal Technologist - PMD Process 1,18,93,387 57,91,797 Diploma in Mech. Engg., B.S. (Engg. 28 23.02.1999 Union Carbide, Supervisor
Development (ITD) Technology)
Stephanos K G 56 Executive V.P. - Finance, MIS & T&RA (ITD) 1,78,59,601 83,11,354 B.Com. (Hons.), A.C.A. 33 01.07.1988 PricewaterhouseCoopers & Co.,
Jr. Officer
Sule S 55 Chief Executive Officer (TM & D) 2,50,66,653 1,06,59,374 B.Com., M.I.B. 31 16.07.1990 Bayer India Ltd., Management
Trainee
Suryavanshi R 43 Head - Competency Development & HR (TM & D) 1,14,53,374 57,37,508 B.M.S., P.G.D.M. 19 16.07.2003 Gabriel India Ltd., Mgmt Trainee

Employment
1 2 3 4 5 6 7 8 9
Tandan S 61 On deputation 1,64,01,492 73,67,942 B.A. (Hons.), A.C.A. 35 01.10.1985 Nil
Tayal G 40 SBU Chief Operating Officer - Matches & 1,58,49,332 77,27,384 B.Tech. 18 09.06.2003 Nil
Agarbatti SBU
Thakar A 54 V.P. Finance - Dairy, Beverages & New Category 1,57,68,840 71,19,517 B.Com. (Hons.), A.C.A., M.B.A. 28 30.06.1992 Nil
Development (FBD)
Thakur N N 57 National Sales & Category Development 1,31,60,236 63,63,237 B.Sc., P.G.D.M. 34 01.09.1987 Nil
Manager - Cigarettes (TM & D)
Umesh K S 62 Chief Manager - Corporate Affairs 1,07,30,805 58,79,998 B.A., M.S.W. 22 16.04.2001 Hotel Leelaventure Ltd.,
Manager HRD
Venkataraman S N 57 Executive V.P. - Marketing & Sales (PSPD) 1,48,32,886 83,75,950 B.Sc., M.B.A. 36 29.06.1985 Nil
Venkateswaran K (Dr.) 61 Chief Scientist - Research & Technology 1,64,45,792 94,65,048 B.Sc., M.Sc., Ph.D. 36 05.05.2005 Hindustan Lever Ltd., Head - Skin,
Innovation (LS & T) Cleansing & Care
Venneti S P Rao 54 Divisional Head - Marketing (PSPD) 1,21,74,027 68,64,164 B.E., P.G.D. 22 20.06.2011 Century Pulp & Paper, President
Vijayakrishnan V (Dr.) 54 Chief Scientist & Head - Product Development 1,86,81,450 84,89,802 B.Sc., M.Sc., Ph.D. 25 02.05.2017 Unilever Inc., Global R & D -
and R&D (PCPBD) Design Director
Vinayaka H C 57 V.P. - Technical Services & EHS (HD) 1,16,17,996 56,06,127 B.E. (Mech.) 33 23.05.2001 @
Wali P 51 Executive V.P. - New Business Development 1,36,39,283 63,00,718 B.Tech., Ph.D. Fellowship in Management 30 16.08.1991 Nil
Wariah D S 54 Head - Product Development - Snacks (FBD) 1,44,13,626 80,91,424 B.E. 31 05.04.2005 Pepsico India Holdings Pvt. Ltd.,
G.M.
Yadav S M 51 V.P. - Technology & Manufacturing (FBD) 1,85,36,523 85,80,709 B.E., Dip. in International Business 30 24.08.2016 Mondelez International,
Associate Director - Asia Pacific
(Engineering)
Other employees employed for a part of the year and in receipt of remuneration aggregating ` 8,50,000/- or more per month.
Lahiri Devraj 48 Chief Operating Officer (ITD) 64,89,672 26,26,665 B.Com. (Hons.), M.B.A. 24 10.12.2020 VST Industries, M.D.
Garg A K 60 Head - Finance & IT (PCPBD) 1,44,90,870 81,66,627 B.A. (Hons.), M.B.A. (U.S.A.) 38 01.08.1985 International Travel House Ltd.,
Regional Financial Controller
Mitra S 58 Head of Finance - Operations (ITD) 1,34,23,528 50,22,553 B.Com (Hons.), A.C.A. 33 01.06.1988 Nil
Nagahari K 62 Divisional Head - Projects (PSPD) 86,53,563 57,21,898 B.E. (Chem) 32 12.10.1988 Nil
Narasimham B V 60 V. P. - Processing & Technology - Tobacco 1,12,81,993 59,12,791 B.Tech. 38 28.06.1991 Hindustan Shipyard Ltd.,
SBU (ABD) Sr. Engineer
Reddy N K 60 G.M. - New Projects - Agri Business SBU (ABD) 35,03,297 23,62,648 B.Sc. (Agriculture), P.G. Dip. in Rural 37 24.07.2006 Stock Holdings Corp of India Ltd.,
Mgmt. Asst. V.P.
Sequeira S 47 Head - Finance & IT (PCPBD) 89,19,567 47,45,141 B.Com. (Hons.), A.C.A. 23 01.09.1998 %
Viswanathan K I 60 Executive V.P. - Marketing & Commercial (PSPD) 1,11,98,331 73,40,160 M.B.A. 38 06.09.1982 Nil
Wanchoo S 60 Executive V.P. - Marketing (ITD) 1,11,19,860 61,46,359 B.Com. (Hons.) 39 19.10.1981 Nil
Abbreviations denote :
ITD : India Tobacco Division PCPBD : Personal Care Products Business Division
PSPD : Paperboards & Specialty Papers Division ESPB : Education & Stationery Products Business
LRBD : Lifestyle Retailing Business Division PPB : Printing & Packaging Business
ABD : Agri Business Division LS&T : Life Sciences & Technology
HD : Hotels Division TM & D : Trade Marketing & Distribution
FBD : Foods Business Division SBU : Strategic Business Unit
@ Previously employed with ITC Hotels Ltd. which was merged with the Company on March 23, 2005
# Previously employed with ITC Bhadrachalam Paperboards Ltd. which was merged with the Company on March 13, 2002
% Was on deputation to the Company’s Associate and reverted to Company on October 28, 2020
Notes :
1. Remuneration includes salary, performance bonus, allowances, contribution to the approved Provident Fund & Pension Funds & other benefits/applicable perquisites borne by the Company, except the contribution to
approved Gratuity Funds and provisions for leave encashment which are actuarially determined on an overall Company basis The term ‘remuneration’ has the meaning assigned to it under the Companies Act, 2013.
2. During the year, the Company granted Stock Options to the Executive Directors, the Company Secretary and certain other eligible employees under its Employee Stock Option Schemes at ‘market price’ [within the
meaning of the Securities and Exchange Board of India (Share Based Employee Benefits) Regulations, 2014]. The Company also granted Employee Stock Appreciation Linked Reward Units (ESAR Units) to the eligible
employees under the ITC Employee Cash Settled Stock Appreciation Linked Reward Plan. Since such Stock Options and ESAR Units are not tradeable, no perquisite or benefit is immediately conferred upon the
employee by grant of such Options / ESAR Units, and accordingly the said grants have not been considered as remuneration.
3. Net remuneration comprises cash income less: a) income tax, surcharge (as applicable) & education cess deducted at source.
b) employees’ own contribution to Provident Fund.
4. All appointments are/were contractual in accordance with terms and conditions as per Company rules.
5. None of the above employees is a relative of any Director of the Company.
6. The above list does not include employees who are on deputation and whose cost is not borne by the Company.

New Delhi, India
R. TANDON Director

KEY FINANCIAL RATIOS
[Pursuant to Schedule V(B) to the Securities and Exchange Board of India (Listing Obligations and Disclosure
Requirements) Regulations, 2015]
Key Financial Ratios for the Company:
FY21 FY20
(i) Operating Profit Margin (%) 35.7 41.8
(ii) Net Profit Margin (%)1 27.1 32.9
(iii) Debtors Turnover 23.0 22.1
(iv) Inventory Turnover 5.1 5.8
(v) Current Ratio 3.1 4.0
(vi) Return on Net Worth1 22.1 23.8
Notes:
Net Profit Margin and Return on Net Worth Ratios have been computed based on Profit After Tax, excluding the
1.
impact of exceptional items.
2. The relatively lower Profit Margins and Return on Net Worth is attributable to lower Profit due to the impact of
COVID-19 pandemic on your Company’s operating segments.
3. Interest Coverage Ratio and Debt-Equity Ratio are not relevant for the Company as it has negligible debt.

New Delhi, India
R. TANDON Director

Independent Auditor’s Report on compliance with the conditions of Corporate Governance as per provisions
of Chapter IV of the Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements)
Regulations, 2015, as amended
The Members of ITC Limited
1. The Corporate Governance Report prepared by ITC Limited (hereinafter the “Company”), contains details as specified in regulations 17 to 27, clauses (b) to
(i) and (t) of sub - regulation (2) of regulation 46 and para C, D, and E of Schedule V of the Securities and Exchange Board of India (Listing Obligations and
Disclosure Requirements) Regulations, 2015, as amended (“the Listing Regulations”) (‘Applicable criteria’) for the year ended March 31, 2021, and the said
Report will be submitted by the Company to the Stock Exchanges as part of the Annual Report.
Management’s Responsibility
2. The preparation of the Corporate Governance Report is the responsibility of the Management of the Company including the preparation and maintenance of
all relevant supporting records and documents. This responsibility also includes the design, implementation and maintenance of internal control relevant to the
preparation and presentation of the Corporate Governance Report.
3. The Management along with the Board of Directors are also responsible for ensuring that the Company complies with the conditions of Corporate Governance
as stipulated in the Listing Regulations, issued by the Securities and Exchange Board of India.
Auditor’s Responsibility
4. Pursuant to the requirements of the Listing Regulations, our responsibility is to provide a reasonable assurance in the form of an opinion whether, the Company
has complied with the conditions of Corporate Governance as specified in the Listing Regulations.
5. We conducted our examination of the Corporate Governance Report in accordance with the Guidance Note on Reports or Certificates for Special Purposes
and the Guidance Note on Certification of Corporate Governance, both issued by the Institute of Chartered Accountants of India (“ICAI”). The Guidance Note
on Reports or Certificates for Special Purposes requires that we comply with the ethical requirements of the Code of Ethics issued by ICAI.
6. We have complied with the relevant applicable requirements of the Standard on Quality Control (SQC) 1, Quality Control for Firms that Perform Audits and
Reviews of Historical Financial Information, and Other Assurance and Related Services Engagements.
7. The procedures selected depend on the auditor’s judgement, including the assessment of the risks associated in compliance of the Corporate Governance
Report with the applicable criteria. Summary of procedures performed include:
i. Read and understood the information prepared by the Company and included in its Corporate Governance Report;
ii. Obtained and verified that the composition of the Board of Directors with respect to executive and non-executive directors has been met throughout the
reporting period;
iii. Obtained and read the Register of Directors as on March 31, 2021 and verified that atleast one independent woman director was on the Board of Directors
throughout the year;
iv. Obtained and read the minutes of the following committee meetings / other meetings held from April 01, 2020 to March 31, 2021:
(a) Board of Directors;
(b) Audit Committee;
(c) Annual General Meeting (AGM);
(d) Nomination and Remuneration Committee;
(e) Stakeholders Relationship Committee;
(f) Risk Management Committee
v. Obtained necessary declarations from the directors of the Company.
vi. Obtained and read the policy adopted by the Company for related party transactions.
vii. Obtained the schedule of related party transactions during the year and balances at the year-end.
viii. Obtained and read the minutes of the audit committee meeting wherein such related party transactions have been pre-approved by the audit committee.
ix. Performed necessary inquiries with the management and also obtained necessary specific representations from management.
8. The above-mentioned procedures include examining evidence supporting the particulars in the Corporate Governance Report on a test basis. Further, our
scope of work under this report did not involve us performing audit tests for the purposes of expressing an opinion on the fairness or accuracy of any of the
financial information or the financial statements of the Company taken as a whole.
Opinion
9. Based on the procedures performed by us, as referred in paragraph 7 above, and according to the information and explanations given to us, we are of the
opinion that the Company has complied with the conditions of Corporate Governance as specified in the Listing Regulations, as applicable for the year ended
March 31, 2021, referred to in paragraph 4 above.
Other matters and Restriction on Use
10. This report is neither an assurance as to the future viability of the Company nor the efficiency or effectiveness with which the management has conducted the
affairs of the Company.
11. This report is addressed to and provided to the members of the Company solely for the purpose of enabling it to comply with its obligations under the
Listing Regulations with reference to compliance with the relevant regulations of Corporate Governance and should not be used by any other person or for
any other purpose. Accordingly, we do not accept or assume any liability or any duty of care or for any other purpose or to any other party to whom it is shown
or into whose hands it may come without our prior consent in writing. We have no responsibility to update this report for events and circumstances occurring
after the date of this report.
For S R B C & CO LLP
Chartered Accountants
ICAI Firm Registration Number: 324982E/E300003
per Sudhir Soni
Partner
Place of Signature: Mumbai Membership Number: 41870
Date: June 01, 2021 UDIN: 21041870AAAABB2476

CEO and CFO Compliance Certificate
We, S. Puri, Chairman & Managing Director, R. Tandon, Director and S. Dutta, Chief Financial
Officer certify that :
a) We have reviewed the financial statements including the cash flow statement for the
year ended 31st March, 2021 and to the best of our knowledge and belief :
i) these statements do not contain any materially untrue statement or omit any material
fact or contain statements that might be misleading;
ii) these statements together present a true and fair view of the Company’s affairs
and are in compliance with Indian Accounting Standards, applicable laws and
regulations.
b) To the best of our knowledge and belief, no transactions entered into by the Company
during the year ended 31st March, 2021 are fraudulent, illegal or violative of the
Company’s code of conduct.
c) We accept responsibility for establishing and maintaining internal controls for financial
reporting and we have evaluated the effectiveness of internal control systems of the
Company pertaining to financial reporting. Deficiencies in the design or operation of
such internal controls, if any, of which we are aware have been disclosed to the auditors
and the Audit Committee and steps have been taken to rectify these deficiencies.
d) i) There has not been any significant change in internal control over financial reporting
during the year under reference;
ii) There has not been any significant change in accounting policies during the year
requiring disclosure in the notes to the financial statements; and
iii) We are not aware of any instance during the year of significant fraud with
involvement therein of the management or any employee having a significant role in
the Company’s internal control system over financial reporting.
S. DUTTA Chief Financial Officer

Kolkata, India
R. TANDON Director
Kolkata, India
May 28, 2021 New Delhi, India

Balance Sheet as at 31st March, 2021
As at As at
Note 31st March, 2021 31st March, 2020
(` in Crores) (` in Crores)
ASSETS
Non-current assets
(a) Property, Plant and Equipment 3A 18489.91 18932.57
(b) Capital work-in-progress 3B 3329.97 2776.31
(c) Investment Property 3C 376.56 385.36
(d) Goodwill 3D 577.20 –
(e) Other Intangible assets 3E 2004.32 519.45
(f) Other Intangible assets under development 3F 3.50 3.89
(g) Right of use assets 3G 726.84 680.17
(h) Financial Assets
(i) Investments 4 12950.38 13455.59
(ii) Loans 5 2.37 3.31
(iii) Others 6 72.45 13025.20 607.09 14065.99
(i) Other non-current assets 7 1231.62 39765.12 1364.71 38728.45
Current assets
(a) Inventories 8 9470.87 8038.07
(b) Financial Assets
(i) Investments 9 14046.71 17175.02
(ii) Trade receivables 10 2090.35 2092.00
(iii) Cash and cash equivalents 11 231.25 561.84
(iv) Other Bank Balances 12 3770.25 6281.43
(v) Loans 5 2.77 4.87
(vi) Others 6 1197.15 21338.48 1505.94 27621.10
(c) Other current assets 7 1006.07 31815.42 847.74 36506.91
TOTAL ASSETS 71580.54 75235.36
EQUITY AND LIABILITIES
Equity
(a) Equity Share capital 13 1230.88 1229.22
(b) Other Equity 57773.70 59004.58 62799.94 64029.16
Liabilities
Non-current liabilities
(a) Financial Liabilities
(i) Borrowings 14 5.28 5.63
(ii) Lease Liabilities 15 272.36 259.25
(iii) Other financial liabilities 16 239.35 516.99 90.47 355.35
(b) Provisions 17 157.07 143.79
(c) Deferred tax liabilities (Net) 18 1727.73 2401.79 1617.65 2116.79
Current liabilities
(i) Trade payables
Total outstanding dues of micro enterprises
and small enterprises 59.34 34.67
Total outstanding dues of creditors other than
micro enterprises and small enterprises 4060.19 3412.07
(ii) Lease Liabilities 15 51.36 64.87
(iii) Other financial liabilities 16 1248.17 5419.06 1147.24 4658.85
(b) Other current liabilities 19 4369.00 4175.91
(c) Provisions 17 169.05 117.94
(d) Current Tax Liabilities (Net) 20 217.06 10174.17 136.71 9089.41
TOTAL EQUITY AND LIABILITIES 71580.54 75235.36
The accompanying notes 1 to 30 are an integral part of the Financial Statements.

In terms of our report attached On behalf of the Board
Chartered Accountants R. TANDON Director S. PURI Chairman & Managing Director
Firm Registration Number: 324982E/E300003 Kolkata, India New Delhi, India
Sudhir Soni
Partner S. DUTTA Chief Financial Officer R. K. SINGHI Company Secretary
Mumbai, India Kolkata, India Kolkata, India
Dated: June 01, 2021 Dated: June 01, 2021

Statement of Profit and Loss for the year ended 31st March, 2021
Note For the year ended For the year ended
31st March, 2021 31st March, 2020
I Revenue From Operations 21A, 21B 48524.54 46807.34
II Other Income 22 3250.99 3013.66
III Total Income (I+II) 51775.53 49821.00
IV EXPENSES
Cost of materials consumed 13605.07 13121.76
Purchases of Stock-in-Trade 6896.40 4289.71
Changes in inventories of finished goods, Stock-in-Trade,
work-in-progress and intermediates (526.86) (176.34)
Excise duty 3039.43 1187.64
Employee benefits expense 23 2820.95 2658.21
Finance costs 24 47.47 55.72
Depreciation and amortization expense 1561.83 1563.27
Other expenses 25 7167.09 7822.11
Total expenses (IV) 34611.38 30522.08
V Profit before exceptional items and tax (III-IV) 17164.15 19298.92
VI Exceptional Items – (132.11)
VII Profit before tax (V+VI) 17164.15 19166.81
VIII Tax expense:
Current Tax 26 4035.36 4441.97
Deferred Tax 26 97.15 (411.21)
IX Profit for the year (VII-VIII) 13031.64 15136.05
Other Comprehensive Income
A (i) Items that will not be reclassified to profit or loss:
– Remeasurements of the defined benefit plans 27(v) (30.10) (125.09)
– Equity instruments through other comprehensive
income 252.00 (1238.94)
– Effective portion of gains / (losses) on designated
portion of hedging instruments in a cash flow hedge (6.64) (1.29)
(ii) Income tax relating to items that will not be reclassified
to profit or loss 26 0.49 9.62
B (i) Items that will be reclassified to profit or loss:
portion of hedging instruments in a cash flow hedge 40.76 (36.24)
(ii) Income tax relating to items that will be reclassified
to profit or loss 26 (10.26) 10.13
X Other Comprehensive Income [A (i-ii)+B (i-ii)] 246.25 (1381.81)
XI Total Comprehensive Income for the year (IX+X) 13277.89 13754.24
XII Earnings per equity share (Face Value ` 1.00 each): 27(i)
(1) Basic (in `) 10.59 12.33
(2) Diluted (in `) 10.59 12.31

Sudhir Soni

148
Statement of changes in equity for the year ended 31st March, 2021
A. Equity Share Capital (` in Crores)
Balance at the beginning Changes in equity share Balance at the end of the
of the reporting year capital during the year reporting year
ITC Limited
For the year ended 31st March, 2020 1225.86 3.36 1229.22
B. Other Equity (` in Crores)

Reserves and Surplus Items of other comprehensive income
Equity
Share Instruments Effective Foreign Total
Options Capital through Other portion of Currency
Capital Securities Outstanding Redemption Contingency General Retained Comprehensive Cash Flow Translation
Reserve Premium Account Reserve Reserve Reserve Earnings Income Hedges Reserve

Balance as at 31st March, 2019 2.48 8522.76 1997.94 0.30 363.05 17585.31 26978.13 1241.71 (8.30) 40.55 56723.93
Profit for the year – – – – – – 15136.05 – – – 15136.05
Other Comprehensive Income (net of tax) – – – – – – (113.54) (1238.94) (29.33) – (1381.81)
Total Comprehensive Income for the year – – – – – – 15022.51 (1238.94) (29.33) – 13754.24
Issue of equity shares under ITC Employee
Stock Option Schemes – 621.94 – – – – – – – – 621.94
Dividend
– Dividend 2018-19 – ` 5.75 per share – – – – – – (7048.71) – – – (7048.71)
Dividend distribution tax (paid) / refund received – – – – – – (1373.52) – – – (1373.52)
Transfer from Share Option Outstanding
Account on exercise and lapse – 66.79 (89.80) – – – 17.73 – – – (5.28)
Transferred to initial carrying amount of
hedged items (net of tax) – – – – – – – – 13.30 – 13.30
Recognition of share based payment – – 114.04 – – – – – – – 114.04
Balance as at 31st March, 2020 2.48 9211.49 2022.18 0.30 363.05 17585.31 33596.14 2.77 (24.33) 40.55 62799.94
Profit for the year – – – – – – 13031.64 – – – 13031.64
Other Comprehensive Income (net of tax) – – – – – – (29.66) 250.38 25.53 – 246.25
Total Comprehensive Income for the year – – – – – – 13001.98 250.38 25.53 – 13277.89
Issue of equity shares under ITC Employee
Stock Option Schemes – 288.99 – – – – – – – – 288.99
Statement of changes in equity for the year ended 31st March, 2021
B. Other Equity (Contd.) (` in Crores)
Reserves and Surplus Items of other comprehensive income
Equity
Share Instruments Effective Foreign Total
Options Capital through Other portion of Currency
Capital Securities Outstanding Redemption Contingency General Retained Comprehensive Cash Flow Translation
Reserve Premium Account Reserve Reserve Reserve Earnings Income Hedges Reserve
Dividends
– Final Dividend
(2019-20 – ` 10.15 per share) – – – – – – (12476.61) – – – (12476.61)
– Interim Dividend
(2020-21 – ` 5.00 per share) (6152.68) (6152.68)
Dividend distribution tax (paid) / refund received – – – – – – 13.98 – – – 13.98
Transfer from Share Option Outstanding
Account on exercise and lapse – 111.16 (342.32) – – – 222.96 – – – (8.20)
Transfer from Equity Instruments through
Other Comprehensive Income reserve on
renunciation of rights entitlements (net of tax) – – – – – – 4.82 (4.82) – – –
hedged items (net of tax) – – – – – – – – 3.73 – 3.73
Recognition of share based payment – – 26.66 – – – – – – – 26.66
Balance as at 31st March, 2021 2.48 9611.64 1706.52 0.30 363.05 17585.31 28210.59 248.33 4.93 40.55 57773.70
The Board of Directors of the Company have recommended Final Dividend of ` 5.75 per share for the financial year ended 31st March, 2021 to be paid on fully paid Equity Shares amounting to ` 7077.59 Crores. The Final Dividend is subject
to the approval of shareholders at the Annual General Meeting and has not been included as a liability in these financial statements. Including the Interim Dividend of ` 5.00 per share declared by the Board of Directors, the total Equity Dividend
for the year ended 31st March, 2021 is ` 10.75 per share (total Equity Dividend for the year ended 31st March, 2020 - ` 10.15 per share).
Capital Reserve: This Reserve represents the difference between value of the net assets transferred to the Company in the course of business combinations and the consideration paid for such combinations.
Securities Premium: This Reserve represents the premium on issue of shares and can be utilized in accordance with the provisions of the Companies Act, 2013.
Share Options Outstanding Account: This Reserve relates to stock options granted by the Company to employees under ITC Employee Stock Option Schemes. This Reserve is transferred to Securities Premium or Retained Earnings
on exercise or cancellation of vested options.
Capital Redemption Reserve: This Reserve has been transferred to the Company in the course of business combinations and can be utilized in accordance with the provisions of the Companies Act, 2013.
Contingency Reserve: This Reserve has been created out of Retained Earnings, as a matter of prudence, to take care of any unforeseen adverse developments in pending legal disputes.
General Reserve: This Reserve is created by an appropriation from one component of equity (generally Retained Earnings) to another, not being an item of Other Comprehensive Income. The same can be utilized in accordance with the
provisions of the Companies Act, 2013.
ITC Limited
Retained Earnings: This Reserve represents the cumulative profits of the Company and effects of remeasurement of defined benefit obligations. This Reserve can be utilized in accordance with the provisions of the Companies Act, 2013.
Equity Instruments through Other Comprehensive Income: This Reserve represents the cumulative gains (net of losses) arising on revaluation of Equity Instruments measured at Fair Value through Other Comprehensive Income, net
of amounts reclassified, if any, to Retained Earnings when those instruments are disposed of.
Effective portion of Cash Flow Hedges: This Reserve represents the cumulative effective portion of changes in Fair Value of derivatives that are designated as Cash Flow Hedges. It will be reclassified to profit or loss or included in the
carrying amount of the non-financial asset in accordance with the Company’s accounting policy.
Foreign Currency Translation Reserve: This Reserve contains the accumulated balance of foreign exchange differences arising on monetary items that, in substance, form part of the Company’s net investment in a foreign operation whose
functional currency is other than Indian Rupee. Exchange differences previously accumulated in this Reserve are reclassified to profit or loss on disposal of the foreign operation.

Sudhir Soni
Kolkata, India Kolkata, India
149
Mumbai, India
Cash Flow Statement for the year ended 31st March, 2021
For the year ended For the year ended
A. Cash Flow from Operating Activities
PROFIT BEFORE TAX 17164.15 19166.81
ADJUSTMENTS FOR:
Share based payments to employees 27.15 105.77
Finance costs 47.47 55.72
Interest Income (1224.82) (1438.87)
Dividend Income (723.94) (551.11)
Loss on sale of property, plant and equipment, lease termination - Net 55.04 56.08
Doubtful and bad debts 26.02 16.17
Doubtful and bad advances, loans and deposits 33.04 (1.71)
Impairment of investment in joint venture – 10.00
Net (gain) / loss arising on financial instruments mandatorily measured
at fair value through profit or loss (1107.53) (944.25)
Foreign currency translations and transactions - Net (13.00) (1318.74) 0.44 (1128.49)
OPERATING PROFIT BEFORE WORKING CAPITAL CHANGES 15845.41 18038.32
ADJUSTMENTS FOR:
Trade receivables, advances and other assets (99.38) 1527.33
Inventories (1350.89) (450.83)
Trade payables, other liabilities and provisions 1055.43 (394.84) (658.50) 418.00
CASH GENERATED FROM OPERATIONS 15450.57 18456.32
Income tax paid (3956.62) (4650.14)
NET CASH FROM OPERATING ACTIVITIES 11493.95 13806.18
B. Cash Flow from Investing Activities
Purchase of property, plant and equipment, Intangibles, ROU asset etc. (1582.09) (2140.35)
Sale of property, plant and equipment 2.66 26.75
Purchase of current investments (51625.18) (74803.59)
Sale / redemption of current investments 56785.92 69214.00
Payment towards business combination [Refer Note 27 (ix)] (2176.26) –
Investment in subsidiaries (374.53) (202.39)
Investment in associate (1.87) –
Purchase of non-current investments (1488.71) (1987.78)
Redemption proceeds of non-current investments 1712.05 3429.63
Dividend Income 723.94 551.11
Interest received 1199.36 1437.26
Investment in bank deposits
(original maturity more than 3 months) (3706.02) (4666.57)
Redemption / maturity of bank deposits
(original maturity more than 3 months) 6259.37 3508.18
Investment in deposit with housing finance companies (78.38) (585.16)
Redemption / maturity of deposit with housing finance companies 844.43 699.15
Loans given (2.12) (3.22)
Loans realised 5.32 6.27
NET CASH FROM / (USED IN) INVESTING ACTIVITIES 6497.89 (5516.71)

Cash Flow Statement for the year ended 31st March, 2021
C. Cash Flow from Financing Activities
Proceeds from issue of share capital 290.65 625.30
Repayment of non-current borrowings (2.26) (3.23)
Payment of lease liabilities (49.67) (44.03)
Interest paid (43.47) (45.54)
Net increase / (decrease) in statutory restricted accounts balances 41.17 (1.14)
Dividend paid (18629.29) (7048.71)
Dividend distribution tax (paid) / refund received 13.98 (1373.52)
NET CASH USED IN FINANCING ACTIVITIES (18378.89) (7890.87)
NET INCREASE / (DECREASE) IN CASH AND CASH EQUIVALENTS (387.05) 398.60
OPENING CASH AND CASH EQUIVALENTS 561.35 162.75
CASH AND CASH EQUIVALENTS ACQUIRED ON BUSINESS
COMBINATION [See Note 3 below] 56.95 –
CLOSING CASH AND CASH EQUIVALENTS 231.25 561.35
Notes:
1. The above Cash Flow Statement has been prepared under the “Indirect Method” as set out in Ind AS - 7 “Statement of Cash Flows”
2. CASH AND CASH EQUIVALENTS:
Cash and cash equivalents as above 231.25 561.35
Unrealised gain / (loss) on foreign currency cash and cash equivalents … 0.49
Cash and cash equivalents (Note 11) 231.25 561.84
3. Cash & Cash Equivalents include ` 56.95 Crores on acquisition of Sunrise Foods Private Limited during the period and is included
in the closing Cash and Cash Equivalents.
4. Net Cash Flow from Operating Activities includes an amount of ` 368.18 Crores (2020 - ` 322.06 Crores) spent towards Corporate
Social Responsibility.

Sudhir Soni

Notes to the Financial Statements
1. Significant Accounting Policies
Statement of Compliance cycle and other criteria set out in the Schedule III to the
These financial statements have been prepared in Companies Act, 2013 and Ind AS 1 – Presentation of
accordance with Indian Accounting Standards (Ind AS) Financial Statements based on the nature of products and
notified under Section 133 of the Companies Act, 2013. the time between the acquisition of assets for processing
The financial statements have also been prepared in and their realisation in cash and cash equivalents.
accordance with the relevant presentation requirements of Property, Plant and Equipment – Tangible Assets
the Companies Act, 2013. The Company adopted Ind AS Property, plant and equipment are stated at cost of
from 1st April, 2016. acquisition or construction less accumulated depreciation
Basis of Preparation and impairment, if any. For this purpose, cost includes
deemed cost which represents the carrying value of
The financial statements are prepared in accordance with
property, plant and equipment recognised as at 1st April,
the historical cost convention, except for certain items
2015 measured as per the previous Generally Accepted
that are measured at fair values, as explained in the
Accounting Principles (GAAP).
accounting policies.
Cost is inclusive of inward freight, duties and taxes
Fair Value is the price that would be received to sell an
and incidental expenses related to acquisition. In
asset or paid to transfer a liability in an orderly transaction
respect of major projects involving construction, related
between market participants at the measurement date,
pre-operational expenses form part of the value of
regardless of whether that price is directly observable or
assets capitalised. Expenses capitalised also include
estimated using another valuation technique. In estimating
applicable borrowing costs for qualifying assets, if any.
the fair value of an asset or a liability, the Company takes into
All upgradation / enhancements are charged off as
account the characteristics of the asset or liability if market
revenue expenditure unless they bring similar significant
participants would take those characteristics into account
additional benefits.
when pricing the asset or liability at the measurement date.
Fair value for measurement and / or disclosure purposes An item of property, plant and equipment is derecognised
in these financial statements is determined on such upon disposal or when no future economic benefits are
expected to arise from the continued use of asset. Any
a basis, except for share-based payment transactions
gain or loss arising on the disposal or retirement of an
that are within the scope of Ind AS 102 – Share-based
item of property, plant and equipment is determined as the
Payment, leasing transactions that are within the scope of
difference between the sales proceeds and the carrying
Ind AS 116 – Leases, and measurements that have some
amount of the asset and is recognised in Statement of Profit
similarities to fair value but are not fair value, such as net
and Loss.
realisable value in Ind AS 2 – Inventories or value in use in
Ind AS 36 – Impairment of Assets. Depreciation of these assets commences when the assets
are ready for their intended use which is generally on
The preparation of financial statements in conformity
commissioning. Items of property, plant and equipment
with Ind AS requires management to make judgements,
are depreciated in a manner that amortizes the cost
estimates and assumptions that affect the application of the
(or other amount substituted for cost) of the assets after
accounting policies and the reported amounts of assets and
commissioning, less its residual value, over their useful
liabilities, the disclosure of contingent assets and liabilities
lives as specified in Schedule II of the Companies Act, 2013
at the date of the financial statements, and the reported
on a straight line basis. Land is not depreciated.
amounts of revenues and expenses during the year. Actual
The estimated useful lives of property, plant and equipment
results could differ from those estimates. The estimates
of the Company are as follows:
and underlying assumptions are reviewed on an ongoing
basis. Revisions to accounting estimates are recognised Buildings 30-60 Years
in the period in which the estimate is revised if the revision Leasehold Improvements Shorter of lease period or
affects only that period; they are recognised in the period estimated useful lives
of the revision and future periods if the revision affects both
Plant and Equipment 7-25 Years
current and future periods.
Furniture and Fixtures 8-10 Years
Operating Cycle
Vehicles 8-10 Years
All assets and liabilities have been classified as current
or non-current as per the Company’s normal operating Office Equipment 5 Years

1. Significant Accounting Policies (Contd.)
Assets held under finance leases are depreciated over their The useful lives of intangible assets are reviewed annually to
expected useful lives on the same basis as owned assets determine if a reset of such useful life is required for assets
or, where shorter, the term of the relevant lease. with finite lives and to confirm that business circumstances
Property, plant and equipment’s residual values and useful continue to support an indefinite useful life assessment for
lives are reviewed at each Balance Sheet date and changes, assets so classified. Based on such review, the useful life
if any, are treated as changes in accounting estimate. may change or the useful life assessment may change from
indefinite to finite. The impact of such changes is accounted
Intangible Assets
for as a change in accounting estimate.
Intangible Assets that the Company controls and from
which it expects future economic benefits are capitalised Investment Property
upon acquisition and measured initially: Properties that are held for long-term rental yields and / or
a. for assets acquired in a business combination, at fair for capital appreciation are classified as investment
value on the date of acquisition. properties. Investment properties are stated at cost of
acquisition or construction less accumulated depreciation
b. for separately acquired assets, at cost comprising
and impairment, if any. Depreciation is recognised using the
the purchase price (including import duties and
straight line method so as to amortise the cost of investment
non-refundable taxes) and directly attributable costs to
properties over their useful lives as specified in Schedule II
prepare the asset for its intended use.
of the Companies Act, 2013. Freehold land and properties
Internally generated assets for which the cost is clearly under construction are not depreciated.
identifiable are capitalised at cost. Research expenditure is
recognised as an expense when it is incurred. Development Transfers to, or from, investment properties are made at
costs are capitalised only after the technical and commercial the carrying amount when and only when there is a change
feasibility of the asset for sale or use has been established. in use.
Thereafter, all directly attributable expenditure incurred to An item of investment property is derecognised upon
prepare the asset for its intended use are recognised as the disposal or when no future economic benefits are expected
cost of such assets. Internally generated brands, websites to arise from the continued use of asset. Any gain or loss
and customer lists are not recognised as intangible assets. arising on the disposal or retirement of an item of investment
The carrying value of intangible assets includes deemed property is determined as the difference between the sales
cost which represents the carrying value of intangible proceeds and the carrying amount of the property and is
assets recognised as at 1st April, 2015 measured as per recognised in the Statement of Profit and Loss.
the previous GAAP. Income received from investment property is recognised
The useful life of an intangible asset is considered finite in the Statement of Profit and Loss on a straight line basis
where the rights to such assets are limited to a specified over the term of the lease.
period of time by contract or law (e.g. patents, licences,
Impairment of Assets
trademarks, franchise and servicing rights) or the likelihood
of technical, technological obsolescence (e.g. computer Impairment loss, if any, is provided to the extent, the
software, design, prototypes) or commercial obsolescence carrying amount of assets or cash generating units exceed
(e.g. lesser known brands are those to which adequate their recoverable amount.
marketing support may not be provided). If, there are no Recoverable amount is higher of an asset’s net selling
such limitations, the useful life is taken to be indefinite. price and its value in use. Value in use is the present value
Intangible assets that have finite lives are amortized over of estimated future cash flows expected to arise from the
their estimated useful lives by the straight line method continuing use of an asset or cash generating unit and from
unless it is practical to reliably determine the pattern of its disposal at the end of its useful life.
benefits arising from the asset. An intangible asset with an Impairment losses recognised in prior years are reversed
indefinite useful life is not amortized. when there is an indication that the impairment losses
All intangible assets are tested for impairment. Amortization recognised no longer exist or have decreased. Such
expenses and impairment losses and reversal of reversals are recognised as an increase in carrying
impairment losses are taken to the Statement of Profit and amounts of assets to the extent that it does not exceed the
Loss. Thus, after initial recognition, an intangible asset is carrying amounts that would have been determined (net of
carried at its cost less accumulated amortization and / or amortization or depreciation) had no impairment loss been
impairment losses. recognised in previous years.

Inventories any changes in the fair value of the hedged asset or

Inventories are stated at lower of cost and net realisable liability that are attributable to the hedged risk. The
value. The cost is calculated on weighted average method. change in the fair value of the designated portion of
Cost comprises expenditure incurred in the normal course hedging instrument and the change in fair value of
of business in bringing such inventories to their present the hedged item attributable to the hedged risk are
location and condition and includes, where applicable, recognised in Statement of Profit and Loss in the line
appropriate overheads based on normal level of activity. Net item relating to the hedged item.
realisable value is the estimated selling price less estimated Hedge accounting is discontinued when the hedging
costs for completion and sale. instrument expires or is sold, terminated, or exercised,
Obsolete, slow moving and defective inventories are or when it no longer qualifies for hedge accounting.
identified from time to time and, where necessary, a The fair value adjustment to the carrying amount of the
provision is made for such inventories. hedged item arising from the hedged risk is amortised to
profit or loss from that date.
Foreign Currency Transactions
(ii) Cash flow hedges
The functional and presentation currency of the Company
is Indian Rupee. The effective portion of changes in the fair value of
derivatives that are designated and qualify as cash
Transactions in foreign currency are accounted for at
flow hedges is recognised in the other comprehensive
the exchange rate prevailing on the transaction date.
income and accumulated as ‘Cash Flow Hedging
Gains / losses arising on settlement as also on translation
Reserve’. The gains / losses relating to the ineffective
of monetary items are recognised in the Statement of
portion are recognised in the Statement of Profit
Profit and Loss.
and Loss.
Exchange differences arising on monetary items that, in
Amounts previously recognised and accumulated in
substance, form part of the Company’s net investment in
other comprehensive income are reclassified to profit
a foreign operation (having a functional currency other
or loss when the hedged item affects the Statement
than Indian Rupee) are accumulated in Foreign Currency
of Profit and Loss. However, when the hedged item
Translation Reserve.
results in the recognition of a non – financial asset,
Derivatives and Hedge Accounting such gains / losses are transferred from equity (but not
Derivatives are initially recognised at fair value and are as reclassification adjustment) and included in the initial
subsequently remeasured to their fair value at the end measurement cost of the non – financial asset.
of each reporting period. The resulting gains / losses are Hedge accounting is discontinued when the hedging
recognised in Statement of Profit and Loss immediately instrument expires or is sold, terminated, or exercised,
unless the derivative is designated and effective as a or when it no longer qualifies for hedge accounting. Any
hedging instrument, in which event the timing of recognition gains / losses recognised in other comprehensive income
in profit or loss / inclusion in the initial cost of non-financial and accumulated in equity at that time remain in equity
asset depends on the nature of the hedging relationship and is reclassified when the underlying transaction is
and the nature of the hedged item. ultimately recognised. When an underlying transaction
The Company complies with the principles of hedge is no longer expected to occur, the gains / losses
accounting where derivative contracts are designated accumulated in equity are recognised immediately in
as hedge instruments. At the inception of the hedge the Statement of Profit and Loss.
relationship, the Company documents the relationship
Investment in Subsidiaries, Associates and Joint Ventures
between the hedge instrument and the hedged item, along
with the risk management objectives and its strategy for Investment in subsidiaries, associates and joint ventures
undertaking hedge transaction, which can be a fair value are carried at cost less accumulated impairment, if any.
hedge or a cash flow hedge. Financial instruments, Financial assets, Financial
(i) Fair value hedges liabilities and Equity Instruments
Changes in fair value of the designated portion of Financial assets and financial liabilities are recognised when
derivatives that qualify as fair value hedges are the Company becomes a party to the contractual provisions
recognised in profit or loss immediately, together with of the relevant instrument and are initially measured at

fair value. Transaction costs that are directly attributable the aforesaid classes. However, in respect of particular
to the acquisition or issue of financial assets and financial investments in equity instruments that would otherwise
liabilities (other than financial assets and financial liabilities be measured at fair value through profit or loss, an
measured at fair value through profit or loss) are added irrevocable election at initial recognition may be made to
to or deducted from the fair value on initial recognition of present subsequent changes in fair value through other
financial assets or financial liabilities. Purchase or sale of comprehensive income.
financial assets that require delivery of assets within a time Impairment: The Company assesses at each reporting
frame established by regulation or convention in the market date whether a financial asset (or a group of financial
place (regular way trades) are recognised on the trade assets) such as investments, trade receivables, advances
date, i.e., the date when the Company commits to purchase and security deposits held at amortised cost and financial
or sell the asset. assets that are measured at fair value through other
Financial Assets comprehensive income are tested for impairment based
on evidence or information that is available without undue
Recognition: Financial assets include Investments,
cost or effort. Expected credit losses are assessed and loss
Trade Receivables, Advances, Security Deposits, Cash
allowances recognised if the credit quality of the financial
and Cash equivalents. Such assets are initially recognised
asset has deteriorated significantly since initial recognition.
at transaction price when the Company becomes party
to contractual obligations. The transaction price includes Reclassification: When and only when the business
transaction costs unless the asset is being fair valued model is changed, the Company shall reclassify all affected
through the Statement of Profit and Loss. financial assets prospectively from the reclassification date
as subsequently measured at amortised cost, fair value
Classification: Management determines the classification
through other comprehensive income or fair value through
of an asset at initial recognition depending on the purpose
profit or loss without restating the previously recognised
for which the assets were acquired. The subsequent
gains, losses or interest and in terms of the reclassification
measurement of financial assets depends on such
principles laid down in the Ind AS relating to Financial
classification.
Instruments.
Financial assets are classified as those measured at:
Derecognition: Financial assets are derecognised when
(a) amortised cost, where the financial assets are held the right to receive cash flows from the assets has expired,
solely for collection of cash flows arising from payments or has been transferred, and the Company has transferred
of principal and / or interest. substantially all of the risks and rewards of ownership.
(b) fair value through other comprehensive income Concomitantly, if the asset is one that is measured at:
(FVTOCI), where the financial assets are held not only (a) amortised cost, the gain or loss is recognised in the
for collection of cash flows arising from payments of Statement of Profit and Loss;
principal and interest but also from the sale of such
(b) fair value through other comprehensive income, the
assets. Such assets are subsequently measured at fair
cumulative fair value adjustments previously taken
value, with unrealised gains and losses arising from
to reserves are reclassified to the Statement of Profit
changes in the fair value being recognised in other
and Loss unless the asset represents an equity
comprehensive income.
investment, in which case the cumulative fair value
(c) fair value through profit or loss (FVTPL), where the adjustments previously taken to reserves are reclassified
assets are managed in accordance with an approved within equity.
investment strategy that triggers purchase and sale
Income Recognition: Interest income is recognised in the
decisions based on the fair value of such assets. Such
Statement of Profit and Loss using the effective interest
assets are subsequently measured at fair value, with
method. Dividend income is recognised in the Statement
unrealised gains and losses arising from changes in the
of Profit and Loss when the right to receive dividend is
fair value being recognised in the Statement of Profit
established.
and Loss in the period in which they arise.
Trade Receivables, Advances, Security Deposits, Cash Financial Liabilities
and Cash equivalents etc. are classified for measurement Borrowings, trade payables and other financial liabilities are
at amortised cost while investments may fall under any of initially recognised at the value of the respective contractual

obligations. They are subsequently measured at amortised (b) related to incurring specific expenditures are taken to
cost. Any discount or premium on redemption / settlement is the Statement of Profit and Loss on the same basis and
recognised in the Statement of Profit and Loss as finance in the same periods as the expenditures incurred.
cost over the life of the liability using the effective interest (c) by way of financial assistance on the basis of certain
method and adjusted to the liability figure disclosed in the
qualifying criteria are recognised as they become
Balance Sheet.
receivable.
Financial liabilities are derecognised when the liability is
In the unlikely event that a grant previously recognised is
extinguished, that is, when the contractual obligation is
ultimately not received, it is treated as a change in estimate
discharged, cancelled or on expiry.
and the amount cumulatively recognised is expensed in the
Offsetting Financial Instruments Statement of Profit and Loss.
Financial assets and liabilities are offset and the net amount
Dividend Distribution
is included in the Balance Sheet where there is a legally
enforceable right to offset the recognised amounts and Dividends paid (including income tax thereon) are
there is an intention to settle on a net basis or realise the recognised in the period in which the interim dividends are
asset and settle the liability simultaneously. approved by the Board of Directors, or in respect of the final
dividend when approved by shareholders.
Equity Instruments
Equity instruments are recognised at the value of the Employee Benefits
proceeds, net of direct costs of the capital issue. The Company makes contributions to both defined
benefit and defined contribution schemes which are
Revenue
mainly administered through duly constituted and
Revenue is measured at the fair value of the consideration approved Trusts.
received or receivable for goods supplied and services
rendered, net of returns and discounts to customers. Provident Fund contributions are in the nature of defined
Revenue from the sale of goods is shown to include Excise contribution scheme. In respect of employees who
Duties and National Calamity Contingent Duty which are are members of constituted and approved trusts, the
payable on manufacture of goods but excludes taxes such Company recognises contribution payable to such trusts
as VAT and Goods and Services Tax which are payable in as an expense including any shortfall in interest between
respect of sale of goods and services. the amount of interest realised by the investment and
Revenue from the sale of goods and services is recognised the interest payable to members at the rate declared by
when the Company performs its obligations to its customers the Government of India. In respect of other employees,
and the amount of revenue can be measured reliably and provident funds are deposited with the Government and
recovery of the consideration is probable. The timing of such recognised as expense.
recognition in case of sale of goods is when the control over The Company makes contribution to defined contribution
the same is transferred to the customer, which is mainly pension plan. The contribution payable is recognised as an
upon delivery and in case of services, in the period in which expense, when an employee renders the related service.
such services are rendered.
The Company also makes contribution to defined benefit
Government Grant pension and gratuity plan. The cost of providing benefits
The Company may receive government grants that require under the defined benefit obligation is calculated by
compliance with certain conditions related to the Company’s independent actuary using the projected unit credit method.
operating activities or are provided to the Company Service costs and net interest expense or income is
by way of financial assistance on the basis of certain reflected in the Statement of Profit and Loss. Gain or Loss
qualifying criteria. on account of remeasurements are recognised immediately
Government grants are recognised when there is through other comprehensive income in the period in which
reasonable assurance that the grant will be received upon they occur.
the Company complying with the conditions attached to the The employees of the Company are entitled to compensated
grant. Accordingly, government grants: leave for which the Company records the liability based on
(a) related to or used for assets, are deducted from the actuarial valuation computed using projected unit credit
carrying amount of the asset. method. These benefits are unfunded.

Actual disbursements made under the Workers’ Voluntary For cash settled SAR units granted to eligible employees, a
Retirement Scheme are accounted as revenue expenses. liability is initially measured at fair value at the grant date and
is subsequently remeasured at each reporting period, until
Employee Share Based Compensation
settled. The fair value of ESAR units granted is recognised
Stock Options in the Statement of Profit and Loss for employees of the
Stock Options are granted to eligible employees under Company. In case of employees on deputation to group
the ITC Employee Stock Option Schemes (“ITC ESOS”), companies, the Company generally seeks reimbursements
as may be decided by the Nomination & Compensation from the concerned group company. The value of such
Committee / Board. Eligible employees for this purpose payments, net of reimbursements, is considered as capital
include employees of the Company including Directors contribution / investment.
and those on deputation and employees of the Company’s
Leases
subsidiary companies including Managing Director / Wholetime
Director of a subsidiary. The Company assesses at contract inception whether a
Under Ind AS, the cost of ITC Stock Options (Stock Options) contract is, or contains, a lease. A contract is, or contains,
is recognised based on the fair value of Stock Options as a lease if it conveys the right to control the use of an identified
on the grant date. asset for a period of time in exchange for consideration.
While the fair value of Stock Options granted is recognised Company as a Lessee
in the Statement of Profit and Loss for employees of the Right-of-Use (ROU) assets are recognised at inception of
Company (other than those out on deputation), the value a contract or arrangement for significant lease components
of Stock Options, net of reimbursements, granted to at cost less lease incentives, if any. ROU assets are
employees on deputation and to employees of the wholly subsequently measured at cost less accumulated
owned and other subsidiary companies is considered as depreciation and impairment losses, if any. The cost of ROU
capital contribution / investment.
assets includes the amount of lease liabilities recognised,
The Company generally seeks reimbursement of the value initial direct cost incurred and lease payments made at
of Stock Options from such companies, as applicable. or before the lease commencement date. ROU assets
It may, if so recommended by the Corporate Management are generally depreciated over the shorter of the lease
Committee and approved by the Audit Committee, decide term and estimated useful lives of the underlying assets
not to seek such reimbursements from: on a straight line basis. Lease term is determined based
(a) Wholly owned subsidiaries who need to conserve on consideration of facts and circumstances that create
financial capacity to sustain their business and growth an economic incentive to exercise an extension option,
plans and to address contingencies that may arise, or not to exercise a termination option. Lease payments
taking into account the economic and market conditions associated with short-term leases and low value leases are
then prevailing and opportunities and threats in the charged to the Statement of Profit and Loss on a straight
competitive context. line basis over the term of the relevant lease.
(b) Other companies not covered under (a) above, who The Company recognises lease liabilities measured at the
need to conserve financial capacity to sustain their present value of lease payments to be made on the date
business and growth plans and where the quantum of of recognition of the lease. Such lease liabilities do not
reimbursement is not material - the materiality threshold
include variable lease payments (that do not depend on
being ` 5 Crores for each entity for a financial year.
an index or a rate), which are recognised as expense in
Cash Settled Stock Appreciation Linked Reward (SAR) the periods in which they are incurred. Interest on lease
Plan liability is recognised using the effective interest method.
Cash Settled SAR units are granted to eligible employees Lease liabilities are subsequently increased to reflect the
under the ITC Employee Cash Settled Stock Appreciation accretion of interest and reduced for the lease payments
Linked Reward Plan (“ITC ESARP”). The eligible employees made. The carrying amount of lease liabilities is also
for this purpose are such present and future permanent remeasured upon modification of lease arrangement or
employees of the Company, including a Director of the upon change in the assessment of the lease term. The
Company, as may be decided by the CMC / Nomination & effect of such remeasurements is adjusted to the value of
Compensation Committee / Board. the ROU assets.

Company as a Lessor Provisions

Leases in which the Company does not transfer substantially Provisions are recognised when, as a result of a past
all the risks and rewards of ownership of an asset are event, the Company has a legal or constructive obligation;
classified as operating leases. Where the Company is a it is probable that an outflow of resources will be required
lessor under an operating lease, the asset is capitalised to settle the obligation; and the amount can be reliably
within property, plant and equipment or investment property estimated. The amount so recognised is a best estimate
and depreciated over its useful economic life. Payments of the consideration required to settle the obligation at the
received under operating leases are recognised in the
reporting date, taking into account the risks and uncertainties
Statement of Profit and Loss on a straight line basis over
surrounding the obligation.
the term of the lease.
In an event when the time value of money is material, the
Taxes on Income provision is carried at the present value of the cash flows
Taxes on income comprise current taxes and deferred taxes. estimated to settle the obligation.
Current tax in the Statement of Profit and Loss is provided
Operating Segments
as the amount of tax payable in respect of taxable income
for the period using tax rates and tax laws enacted during Operating segments are reported in a manner consistent
the period, together with any adjustment to tax payable in with the internal reporting provided to the chief operating
respect of previous years. decision-maker (CODM). The CODM, who is responsible
Deferred tax is recognised on temporary differences for allocating resources and assessing performance of the
between the carrying amounts of assets and liabilities and operating segments, has been identified as the Corporate
the amounts used for taxation purposes (tax base), at the Management Committee.
tax rates and tax laws enacted or substantively enacted by Segments are organised based on businesses which
the end of the reporting period. have similar economic characteristics as well as exhibit
Deferred tax assets are recognised for the future tax similarities in nature of products and services offered,
consequences to the extent it is probable that future the nature of production processes, the type and class of
taxable profits will be available against which the deductible customer and distribution methods.
temporary differences can be utilised.
Segment revenue arising from third party customers is
Income tax, insofar as it relates to items disclosed under reported on the same basis as revenue in the financial
other comprehensive income or equity, is disclosed statements. Inter-segment revenue is reported on the basis
separately under other comprehensive income or equity, of transactions which are primarily market led. Segment
as applicable. results represent profits before finance charges, unallocated
Deferred tax assets and liabilities are offset when there is corporate expenses and taxes.
legally enforceable right to offset current tax assets and
“Unallocated Corporate Expenses” include revenue and
liabilities and when the deferred tax balances relate to the
expenses that relate to initiatives / costs attributable to the
same taxation authority. Current tax assets and tax liabilities
enterprise as a whole.
are offset where the entity has a legally enforceable right to
offset and intends either to settle on net basis, or to realize Financial and Management Information Systems
the asset and settle the liability simultaneously.
The Company’s Accounting System is designed to unify the
Claims Financial and Cost Records and also to comply with the
Claims against the Company not acknowledged as debts relevant provisions of the Companies Act, 2013, to provide
are disclosed after a careful evaluation of the facts and financial and cost information appropriate to the businesses
legal aspects of the matter involved. and facilitate Internal Control.

2. Use of estimates and judgements
The preparation of financial statements in conformity liability, the Company uses market-observable data
with generally accepted accounting principles requires to the extent it is available. Where Level 1 inputs
management to make estimates and assumptions that are not available, the Company engages third party
affect the reported amounts of assets and liabilities and valuers, where required, to perform the valuation.
disclosure of contingent liabilities at the date of the financial Information about the valuation techniques and
statements and the results of operations during the inputs used in determining the fair value of various
reporting period end. Although these estimates are based assets, liabilities and share based payments are
upon management’s best knowledge of current events and disclosed in the notes to the financial statements.
actions, actual results could differ from these estimates. 3. Actuarial Valuation:
The estimates and underlying assumptions are reviewed on The determination of Company’s liability towards
an ongoing basis. Revisions to accounting estimates are defined benefit obligation to employees is made
recognised in the period in which the estimate is revised through independent actuarial valuation including
if the revision affects only that period, or in the period of determination of amounts to be recognised in
the revision and future periods if the revision affects both the Statement of Profit and Loss and in other
current and future periods. comprehensive income. Such valuation depends
A. Judgements in applying accounting policies upon assumptions determined after taking into
account inflation, seniority, promotion and other
The judgements, apart from those involving estimations
relevant factors such as supply and demand factors
(see note B below), that the Company has made in the in the employment market. Information about
process of applying its accounting policies and that have such valuation is provided in notes to the financial
a significant effect on the amounts recognised in these statements.
financial statements pertain to useful life of intangible
assets. The Company is required to determine whether 4. Claims, Provisions and Contingent Liabilities:
its intangible assets have indefinite or finite life which is The Company has ongoing litigations with various
a subject matter of judgement. Certain trademarks have regulatory authorities and third parties. Where an
been considered of having an indefinite useful life taking outflow of funds is believed to be probable and a
into account that there are no technical, technological or reliable estimate of the outcome of the dispute can
commercial risks of obsolescence or limitations under be made based on management’s assessment of
contract or law. Other trademarks have been amortised specific circumstances of each dispute and relevant
over their useful economic life. Refer notes to the financial external advice, management provides for its best
statements. estimate of the liability. Such accruals are by nature
complex and can take number of years to resolve
B. Key sources of estimation uncertainty and can involve estimation uncertainty. Information
The following are the key assumptions concerning the about such litigations is provided in notes to the
future, and other key sources of estimation uncertainty at the financial statements.
end of the reporting period that may have a significant risk
5. COVID -19:
of causing a material adjustment to the carrying amounts of
assets and liabilities within the next financial year. The Company has considered the possible effects
that may arise out of the still unfolding COVID -19
1. Useful lives of property, plant and equipment, pandemic on the carrying amounts of property,
investment property and intangible assets: plant & equipment, intangible assets, investments,
As described in the significant accounting policies, inventories, trade receivables, etc. For this purpose,
the Company reviews the estimated useful lives of the Company has considered internal and external
property, plant and equipment, investment property sources of information up to the date of approval of
and intangible assets at the end of each reporting these financial statements, including credit reports
period. and related information, economic forecasts, market
value of certain investments etc. Based on the
2. Fair value measurements and valuation current estimates, the Company does not expect
processes: any significant impact on such carrying values. The
Some of the Company’s assets and liabilities impact of COVID -19 on the Company’s financial
are measured at fair value for financial reporting statements may differ from that estimated as at the
purposes. In estimating the fair value of an asset or a date of approval of these financial statements.

(` in Crores)
Gross Block
As at Withdrawals As at Acquired Withdrawals As at

31st March, Transfer in / and 31st March, through business and 31st March,
Particulars 2019 Additions (out) # adjustments 2020 Additions combinations@ adjustments 2021
3A. Property, Plant and Equipment*

Land1 1935.38 4.78 – 6.26 1933.90 46.21 6.57 3.88 1982.80
Buildings 6614.43 1285.59 (340.24) 10.29 7549.49 169.54 30.77 9.15 7740.65
Leasehold Improvements 23.91 1.46 – 12.90 12.47 0.28 – 0.85 11.90
Plant and Equipment 12815.32 1385.35 (66.47) 110.44 14023.76 756.69 28.38 114.88 14693.95
Furniture and Fixtures 620.81 197.90 – 30.63 788.08 23.02 1.36 2.44 810.02
Vehicles 142.77 35.56 – 15.66 162.67 12.64 0.71 17.31 158.71
Office Equipment 22.16 4.42 – 0.82 25.76 1.92 0.87 1.99 26.56
Railway Sidings 1.73 – – – 1.73 – – – 1.73
TOTAL 22176.51 2915.06 (406.71) 187.00 24497.86 1010.30 68.66 150.50 25426.32
3B. Capital work-in-progress 3391.47 2250.02 – 2865.18 2776.31 1557.78 1.06 1005.18 3329.97
3C. Investment Property 5 – – 406.71 – 406.71 3.40 – – 410.11
2
3D. Goodwill – – – – – – 577.20 – 577.20
3E. Other Intangible assets (acquired) 2
Trademarks 447.30 – – – 447.30 – 1473.05 – 1920.35
Computer Software 195.03 20.63 – 1.70 213.96 10.12 0.35 0.38 224.05
Know How, Business and Commercial Rights 33.85 – – – 33.85 – – – 33.85
Customer Relationships – – – – – – 35.21 – 35.21
TOTAL 676.18 20.63 – 1.70 695.11 10.12 1508.61 0.38 2213.46
3F. Other Intangible assets under development 9.89 13.57 – 19.57 3.89 6.41 – 6.80 3.50
(` in Crores)
Gross Block
As at Withdrawals As at Acquired Withdrawals As at

1st April, Transfer in / and 31st March, through business and 31st March,
Particulars 2019 Additions (out) adjustments 2020 Additions combinations@ adjustments 2021
3G. Right of use assets^

Land 440.49 – – – 440.49 54.98 4.27 – 499.74
Buildings 229.30 26.80 – 3.52 252.58 53.42 5.72 22.32 289.40
Plant and Equipment 48.63 – – – 48.63 – – – 48.63
TOTAL 718.42 26.80 – 3.52 741.70 108.40 9.99 22.32 837.77
# Includes amounts transferred to Investment Property on its initial recognition. Refer Note 3C.
@ Refer Note 27(ix) on Business Combination.
^ Also refer Note 27(vii).
(` in Crores)
* The above includes following assets given on As at 31st March, 2021 2021 As at 31st March, 2020 2020
operating lease:
Depreciation Depreciation
Accumulated Charge for Accumulated Charge for
Particulars Gross Block Depreciation Net Block the year Gross Block Depreciation Net Block the year
Land 1.48 – 1.48 – – – – –

Buildings 4.88 1.24 3.64 0.08 5.10 1.16 3.94 0.54
Plant and Equipment 216.21 124.30 91.91 20.43 210.53 103.87 106.66 22.80
TOTAL 222.57 125.54 97.03 20.51 215.63 105.03 110.60 23.34

(` in Crores)
Depreciation and Amortization Net Book Value
Upto On Withdrawals Upto On Withdrawals Upto As at As at

31st March, For Transfer in / and 31st March, For and 31st March, 31st March, 31st March,
Particulars 2019 the year (out) # adjustments 2020 the year adjustments 2021 2021 2020
3A. Property, Plant and Equipment*

Land1 – – – – – – – – 1982.80 1933.90
Buildings 521.08 207.40 (10.05) 1.11 717.32 207.18 0.19 924.31 6816.34 6832.17
Leasehold Improvements 13.01 1.92 – 9.57 5.36 1.36 0.73 5.99 5.91 7.11
Plant and Equipment 3380.76 1139.30 (5.24) 65.89 4448.93 1139.48 64.92 5523.49 9170.46 9574.83
Furniture and Fixtures 254.64 82.83 – 17.23 320.24 79.86 2.36 397.74 412.28 467.84
Vehicles 47.79 19.04 – 9.01 57.82 19.22 9.50 67.54 91.17 104.85
Office Equipment 13.06 3.25 – 1.34 14.97 3.03 1.44 16.56 10.00 10.79
Railway Sidings 0.52 0.13 – – 0.65 0.13 – 0.78 0.95 1.08
TOTAL 4230.86 1453.87 (15.29) 104.15 5565.29 1450.26 79.14 6936.41 18489.91 18932.57
3B. Capital work-in-progress – – – – – – – – 3329.97 2776.31
3C. Investment Property 5 – 6.06 15.29 – 21.35 12.20 – 33.55 376.56 385.36
2
3D. Goodwill – – – – – – – – 577.20 –
3E. Other Intangible assets (acquired) 2
Trademarks 11.02 3.14 – – 14.16 3.14 – 17.30 1903.05 433.14
Computer Software 112.70 34.96 – 1.39 146.27 24.23 0.38 170.12 53.93 67.69
Know How, Business and Commercial Rights 11.71 3.52 – – 15.23 3.50 – 18.73 15.12 18.62
Customer Relationships – – – – – 2.99 – 2.99 32.22 –
TOTAL 135.43 41.62 – 1.39 175.66 33.86 0.38 209.14 2004.32 519.45
3F. Other Intangible assets under development – – – – – – – – 3.50 3.89
(` in Crores)
Upto On Withdrawals Upto On Withdrawals Upto As at As at

1st April, For Transfer in / and 31st March, For and 31st March, 31st March, 31st March,
Particulars 2019 the year (out) adjustments 2020 the year adjustments 2021 2021 2020
3G. Right of use assets^

Land – 6.73 – – 6.73 7.00 – 13.73 486.01 433.76
Buildings – 49.51 – 0.24 49.27 53.18 16.30 86.15 203.25 203.31
Plant and Equipment – 5.53 – – 5.53 5.52 – 11.05 37.58 43.10
TOTAL – 61.77 – 0.24 61.53 65.70 16.30 110.93 726.84 680.17
Notes:
1. Land includes certain lands at Munger with Gross Block - ` 1.16 Crores (2020 - ` 1.16 Crores) which stood vested with the State of Bihar under the Bihar Land Reforms Act, 1950 for which
compensation has not yet been determined.
2. a) Goodwill arising on Business Combination is carried at cost and annually tested for impairment in line with applicable Accounting Standards. The carrying value of such Goodwill is ` 577.20 Crores
(2020 - Nil). The Company has also considered certain acquired Trademarks aggregating ` 1889.78 Crores (2020 - ` 416.73 Crores) as having indefinite useful lives. The indefinite useful life for
such trademarks has been assessed considering no technical, technological or commercial risks of obsolescence or any limitations under contract or law. Such assets are also annually tested for
impairment. These assets pertain to the ‘FMCG - Others’ Segment and are related to the Branded Packaged Foods and Personal Care Products businesses of the Company. Impairment testing for
goodwill and intangible assets with indefinite useful lives has been carried out considering their recoverable amounts which, inter-alia, includes estimation of their value-in-use based on management
projections. These projections have been made for a period of five years, or longer, as applicable and consider various factors, such as market scenario, growth trends, growth and margin projections,
and terminal growth rates specific to the business. For such projections, discount rate of 10% and long-term growth rates ranging between 5% to 6% have been considered. Discount rate has been
determined considering the Weighted Average Cost of Capital (WACC) of market benchmarks. Based on the above assessment, no impairment has been recognised during the year.
2. b) Computer software and Customer Relationships are amortized over a period of 5 years and 8 years respectively. Other Intangibles with finite useful life are amortized over a period of 10 years unless
shorter useful life is required based on contractual or legal terms.
3. The amortization expense of intangible assets has been included under ‘Depreciation and amortization expense’ in the Statement of Profit and Loss.
4. The amount of expenditure recognised in the carrying amount of property, plant and equipment in the course of construction is ` 26.65 Crores (2020 - ` 115.95 Crores).
5. The fair value of the investment property is ` 861.00 Crores (2020 - ` 849.41 Crores), which has been determined on the basis of valuation carried out at the reporting date by independent valuer.
The fair value measurement for investment property has been categorised as Level 2 based on the valuation techniques used and inputs applied. The main inputs considered by the valuer are
government rates, property location, market research, market trend, contracted rentals, terminal yields, discount rates and comparable values, as appropriate.
Amounts recognised in the statement of profit and loss in respect of the investment property is as under:
(` in Crores)
Particulars For the year ended For the year ended
Rental Income from investment property 110.05 49.69
Direct Operating Expenses arising from investment property that
generated rental income during the year$ 9.65 15.43
did not generate rental income during the year – –
$As per the contractual arrangements, the Company is responsible for the maintenance of common area / bears maintenance costs. The expenses arising out of such arrangements are not material.

As at 31st March, 2021 As at 31st March, 2020
Quoted Unquoted Quoted Unquoted
4. Non-Current investments (Contd.)

INVESTMENT IN EQUITY INSTRUMENTS
In Subsidiaries (at cost unless stated otherwise)
Gold Flake Corporation Limited

1,59,98,385 Equity Shares of ` 10.00 each, fully paid 16.00 16.00
Russell Credit Limited
7,54,22,400 Equity Shares of ` 10.00 each, ` 6.50 per share paid 39.22 39.22
ITC Infotech India Limited
Landbase India Limited
Surya Nepal Private Limited
1,18,94,400 Ordinary Shares of Nepalese Rupees 100.00 each,
fully paid 10.15 10.15
Srinivasa Resorts Limited
4,50,008 Equity Shares of ` 10.00 each, fully paid 0.45 0.45
Bay Islands Hotels Limited
11,875 Equity Shares of ` 100.00 each, fully paid 0.12 0.12
WelcomHotels Lanka (Private) Limited
13,96,42,260 Shares with no par value 641.85 641.85
Wimco Limited
Technico Pty Limited
1,00,15,502 Ordinary Shares with no par value
(` 16.29 Crores impaired) 31.88 31.88
ITC Investments & Holdings Limited
5,00,00,000 (2020 - Nil) Equity Shares of ` 10.00 each, fully paid 50.00 –
Hobbits International Foods Private Limited [Refer Note 27 (ix)]
3,30,000 (2020 - Nil) Equity Shares of ` 10.00 each, fully paid 7.20 –
Sunrise Sheetgrah Private Limited [Refer Note 27 (ix)]
5,57,350 (2020 - Nil) Equity Shares of ` 10.00 each, fully paid 5.76 –
North East Nutrients Private Limited
Pavan Poplar Limited
55,10,004 Equity Shares of ` 10.00 each, fully paid
(cost ` 5.99 Crores, fully impaired) – –
Carried over 2145.66 2092.50


Brought forward 2145.66 2092.50
INVESTMENT IN EQUITY INSTRUMENTS (Contd.)
Prag Agro Farm Limited

1,28,00,020 Equity Shares of ` 1.00 each, fully paid
(cost ` 12.82 Crores, fully impaired) – –
In Associates (at cost unless stated otherwise)

International Travel House Limited
Gujarat Hotels Limited
Delectable Technologies Private Limited [Refer Note 27 (x)]
100 (2020 - Nil) Equity Shares of ` 10.00 each, fully paid 0.10 –
In Joint Ventures (at cost unless stated otherwise)

Espirit Hotels Private Limited
Maharaja Heritage Resorts Limited
Logix Developers Private Limited
(` 33.45 Crores impaired) 8.50 8.50
In Others (at fair value through other comprehensive income unless
stated otherwise)
VST Industries Limited
476 Equity Shares of ` 10.00 each, fully paid 0.16 0.13
HLV Limited
EIH Limited
Bihar Hotels Limited
Tourism Finance Corporation of India Limited
Andhra Pradesh Gas Power Corporation Limited
Woodlands Multispeciality Hospital Limited
Mirage Advertising and Marketing Limited
12,488 Equity Shares of ` 10.00 each, fully paid – –
Delectable Technologies Private Limited (at fair value through profit or loss)
Nil (2020 - 100) Equity Shares of ` 10.00 each, fully paid – 0.10
Carried over 827.47 2204.04 581.93 2150.88


Brought forward 827.47 2204.04 581.93 2150.88
INVESTMENT IN PREFERENCE SHARES

In Subsidiaries (at cost unless stated otherwise)
North East Nutrients Private Limited (at amortised cost)
18,00,000 Redeemable Preference Shares of ` 100.00 each, fully paid 18.00 18.00
WelcomHotels Lanka (Private) Limited
29,61,27,340 (2020 - 21,67,90,940) Redeemable Preference Shares
of Sri Lankan Rupee 100.00 each, fully paid 1200.18 888.61
Wimco Limited (at amortised cost)
5,00,000 Cumulative Redeemable Preference Shares
of ` 100.00 each, fully paid 5.00 5.00
In Associates (at cost unless stated otherwise)
Delectable Technologies Private Limited [Refer Note 27 (x)]
3,828 (2020 - Nil) Compulsorily Convertible Cumulative Preference
Shares of ` 10.00 each, fully paid 3.65 –
In Others (at fair value through profit or loss)
Delectable Technologies Private Limited
Nil (2020 - 1,864) Compulsorily Convertible Cumulative Preference
Shares of ` 10.00 each, fully paid – 1.78
INVESTMENT IN GOVERNMENT OR TRUST SECURITIES
(at amortised cost)
Government Securities (cost ` 74000.00) 0.01 0.01
National savings certificates (pledged with various Mandi Samitis)
(cost ` 6000.00) … …
INVESTMENT IN BONDS / DEBENTURES
In Others (at amortised cost)
Housing and Urban Development Corporation Limited
700 6.99% Unsecured Listed Rated Redeemable Non-Convertible
Non-Cumulative Taxable Bonds in the nature of Debenture Series E
(11 November 2022) of ` 1000000.00 each, fully paid 70.18 70.26
4,300 7.07% Secured Redeemable Non-Convertible Tax Free Bonds
in the nature of Debentures Series B (01 October 2025) of
` 1000000.00 each, fully paid 436.49 437.76
150 7.19% Secured Redeemable Non-Convertible Tax Free Bonds
in the nature of Debentures Series A (31 July 2025) of ` 1000000.00
each, fully paid 15.55 15.65
3,29,870 7.34% (Tranche I Series 1 Bonds) For Category I, II, III Tax
Free Tranche I Series 1 Bonds in the nature of Secured Redeemable
Non-Convertible Debentures (16 February 2023) of ` 1000.00 each,
7,00,696 7.39% (For Category I, II & III) Secured Redeemable
Non-Convertible Tax Free Bonds Tranche I Series 2A (08 February 2031)
Carried over 1453.34 3430.88 1209.55 3064.28


Brought forward 1453.34 3430.88 1209.55 3064.28
INVESTMENT IN BONDS / DEBENTURES (Contd.)

250 7.61% Rated Listed Taxable Bonds in the nature of Unsecured
Debentures Series A 2019 (22 June 2022) of ` 1000000.00 each,
Nil (2020 - 3,50,000) 8.10% For Category I & II Tax Free Bonds
Tranche 1 Series - 1 in the nature of Secured Non-Convertible
Debentures (05 March 2022) of ` 1000.00 each, fully paid – 36.06
5,00,000 8.20% For Category I & II, Tax Free Bonds in the nature of
Secured Non-Convertible Debentures Tranche 1 Series - 2
(05 March 2027) of ` 1000.00 each, fully paid 54.87 55.54
850 8.40% Unsecured Rated Listed Taxable Redeemable
Non-Convertible Bonds Series C 2018 (11 April 2022) of
` 1000000.00 each, fully paid 85.00 85.00
ICICI Bank Limited #
2,647 9.15% Unsecured Rated Listed Subordinated Non-Convertible
Basel III Compliant Perpetual Bonds in the nature of Debentures Series
DMR 18AT (with first Call Option on 20 June 2023) of ` 1000000.00 each,
fully paid 264.70 264.70
Nil (2020 - 2,000) 9.20% Unsecured Subordinated Non-Convertible
DMR 17AT (with first Call Option on 17 March 2022) of ` 1000000.00 each,
fully paid – 200.14
3,000 9.90% Unsecured Rated Listed Subordinated Perpetual
Additional Tier 1 Basel III Compliant Non-Convertible Bonds in the
nature of Debentures (with first Call Option on 28 December 2023)
India Infrastructure Finance Company Limited
5,00,000 7.19% For Category I,II,III & IV Tax Free Secured
Redeemable Non-Convertible Bonds 2012-13 (Tranche I Series I)
(22 January 2023) of ` 1000.00 each, fully paid 50.76 51.15
3,00,000 7.36% For Category I,II,III & IV Public Issue of Tax Free
Secured Redeemable Non-Convertible Bonds 2012-13 (Tranche I
Series II) (22 January 2028) of ` 1000.00 each, fully paid 32.28 32.55
2013-14 Tranche I Series 1A (12 November 2023) of ` 1000.00 each,
1,175 8.26% Tax Free Secured Redeemable Non-Convertible Bonds in the
nature of Debentures Series V B (23 August 2028) of ` 1000000.00 each,
fully paid 124.37 125.06
1,300 8.46% Tax Free Secured Redeemable Non-Convertible Bonds in
the nature of Debentures Series VI B (30 August 2028) of ` 1000000.00
1,780 8.48% Tax Free Secured Redeemable Non-Convertible Bonds
in the nature of Debentures Series VII B (05 September 2028)
Carried over 2726.83 3430.88 2723.76 3064.28


Brought forward 2726.83 3430.88 2723.76 3064.28

Indian Railway Finance Corporation Limited
70,498 7.07% (For Category I,II & III) Secured Redeemable
Non-Convertible Bonds in the nature of Debentures Series 102
(21 December 2025) of ` 1000.00 each, fully paid 7.26 7.30
250 7.15% Secured Redeemable Non-Convertible Bonds in the nature
of Debentures Series 100 (21 August 2025) of ` 1000000.00 each,
5,00,000 7.18% (For Categories I,II & III) Tax Free Non-Cumulative
Non-Convertible Redeemable Bonds in the nature of Debentures
Series 86 (19 February 2023) of ` 1000.00 each, fully paid 50.78 51.15
2,250 7.19% Tax Free Secured Redeemable Non-Convertible Bonds
in the nature of Debentures Series 99 (31 July 2025) of ` 1000000.00
Non-Convertible Redeemable Bonds in the nature of Debentures 86th
“A” Series (19 February 2028) of ` 1000.00 each, fully paid 10.84 10.93
Nil (2020 - 3,31,819) 8.00% (For Categories I & II) Tax Free
Non-Cumulative Non-Convertible Redeemable Bonds Series 80
(23 February 2022) of ` 1000.00 each, fully paid – 34.21
8,00,000 8.23% (For Category I,II & III) Tax Free Secured
Non-Convertible Redeemable Bonds Series 91 (18 February 2024)
100 8.35% Tax Free Secured Non-Cumulative Non-Convertible
Redeemable Bonds Series 89 (21 November 2023)
1,250 8.48% Tax Free Secured Non-Cumulative Non-Convertible
Redeemable Bonds 89th A Series (21 November 2028)
130 8.55% Tax Free Secured Non-Convertible Redeemable Bonds
Series 94th A (12 February 2029) of ` 1000000.00 each, fully paid 13.87 13.95
LIC Housing Finance Limited
Nil (2020 - 400) 7.67% Secured Redeemable Non-Convertible
Debentures Tranche 339 Option 1 (29 July 2021) of ` 1000000.00 each,
Debentures Tranche 294 (10 May 2021) of ` 1000000.00 each,
500 Zero Coupon Secured Redeemable Non-Convertible Debentures
Tranche 378 (04 May 2022) of ` 1000000.00 each, fully paid 59.59 54.82
Carried over 3347.91 3430.88 3483.13 3064.28


Brought forward 3347.91 3430.88 3483.13 3064.28

National Bank for Agriculture and Rural Development
5,000 (2020 - Nil) 4.60% Unsecured Rated Listed Redeemable
Non-Convertible Taxable Bond Series 21E (29 July 2024 with Call
and Put Option 29 July 2022) of ` 1000000.00 each, fully paid 499.98 –
250 6.70% Unsecured Listed Rated Redeemable Taxable
Non-Convertible Bonds Series 20H (11 November 2022)
2,000 6.98% Unsecured Listed Rated Redeemable Taxable
Non-Convertible Bonds Series 20G (19 September 2022)
2,000 7.07% Secured Redeemable Non-Convertible Bonds in the nature
of Debentures Series 1A (25 February 2026) of ` 1000000.00 each,
fully paid 207.62 208.97
Non-Convertible Bond Series 20C (29 May 2024) of ` 1000000.00 each,
fully paid 461.01 –
500 7.70% Unsecured Listed Redeemable Taxable Non-Convertible

Bonds Series 20D (13 June 2022) of ` 1000000.00 each, fully paid 50.59 51.06
900 7.85% Unsecured Listed Taxable Redeemable Non-Convertible

Bond Series 20B (23 May 2022) of ` 1000000.00 each, fully paid 91.13 92.07
600 7.90% Unsecured Rated Listed Redeemable Non-Convertible

Bonds Series 20A (18 April 2022) of ` 1000000.00 each, fully paid 60.73 61.39
Nil (2020 - 1,000) 8.60% Unsecured Rated Listed Redeemable
Non-Convertible Taxable Bonds Series 19B (31 January 2022)
of ` 1000000.00 each, fully paid – 102.59
National Highways Authority of India
2,600 7.11% Secured Redeemable Tax Free Non-Convertible Bonds in
the nature of Debentures Series NHAI-IIA (18 September 2025)
8,06,381 7.14% Secured Redeemable Tax Free Non-Convertible Bonds in
the nature of Debentures Series IA (11 January 2026) of ` 1000.00 each,
2,500 7.28% Secured Redeemable Tax Free Non-Convertible Bonds in
the nature of Debentures Series NHAI-IIB (18 September 2030)
17,49,943 7.35% Secured Redeemable Tax Free Non-Convertible
Bonds in the nature of Debentures Series IIA (11 January 2031)
5,00,000 8.50% (For Category I, II & III) Secured Non-Convertible
Tranche I Series IIA Bonds (05 February 2029) of ` 1000.00 each,
Carried over 5776.62 3430.88 5058.45 3064.28


Brought forward 5776.62 3430.88 5058.45 3064.28
2,50,000 8.75% (For Category IV) Secured Non-Convertible Tranche I

Series IIB Bonds (05 February 2029) of ` 1000.00 each, fully paid 29.14 29.54
National Housing Bank

800 8.46% NHB Tax Free Bonds 2028, Series V (30 August 2028)
Power Finance Corporation Limited

100 (2020 - Nil) 5.47% Unsecured Rated Listed Redeemable
Non-Convertible Non-Cumulative Taxable Bonds in the nature of
Debentures Series 206 (19 August 2023) of ` 1000000.00 each, fully paid 10.09 –

Debentures Series 208 (17 September 2025) of ` 1000000.00 each,

Debentures - Series 203 A (09 June 2023) of ` 1000000.00 each,

Debentures - Series 202 A (22 May 2023) of ` 1000000.00 each,
700 7.10% Unsecured Listed Redeemable Non-Convertible Taxable

Bonds in the nature of Debentures Series 169 A (08 August 2022)

Series 136 (17 July 2025) of ` 1000000.00 each, fully paid 61.98 62.37
4,500 7.35% Unsecured Rated Listed Redeemable Non-Convertible

Taxable Bonds in the nature of Debentures Series 191
(15 October 2022) of ` 1000000.00 each, fully paid 450.00 450.00
Nil (2020 - 150) 7.47% Unsecured Redeemable Non-Convertible Taxable

Bonds in the nature of Debentures Series 151 A (16 September 2021)
450 (2020 - Nil) 8.20% Unsecured Redeemable Non-Convertible

Taxable Bonds in the nature of Debentures Series 128 (10 March 2025)
of ` 1000000.00 each, fully paid 48.36 –
Taxable Bonds in the nature of Debentures Series 130 C (19 April 2025)
Taxable Bonds in the nature of Debentures Series 181 (11 August 2022)
Carried over 6912.53 3430.88 5796.58 3064.28


Brought forward 6912.53 3430.88 5796.58 3064.28

500 8.46% Secured Redeemable Non-Convertible Non-Cumulative Tax
Free Bonds in the nature of Debentures Series 107-B (30 August 2028)
3,50,000 8.54% Secured Tax Free Redeemable Non-Convertible Bonds
Series 2A (16 November 2028) of ` 1000.00 each, fully paid 40.69 41.27
Nil (2020 - 150) 8.66% Unsecured Redeemable Non-Convertible
Taxable Bonds in the nature of Debentures Series 123 Series C
(27 November 2021) of ` 1000000.00 each, fully paid – 15.29
REC Limited
Non-Cumulative Non-Convertible Taxable Bond in the nature of Debentures
Series 203 B (20 December 2025) of ` 1000000.00 each, fully paid 109.26 –
300 7.09% Unsecured Listed Redeemable Non-Convertible
Non-Cumulative Taxable Bonds Series 152 (17 October 2022)
2,000 7.09% Unsecured Rated Listed Non-Cumulative Non-Convertible
Redeemable Taxable Bonds Series 185 (13 December 2022)
Series 5-A (23 July 2025) of ` 1000000.00 each, fully paid 87.69 88.22
Nil (2020 - 1,700) 8.45% Unsecured Redeemable Non-Convertible
Non-Cumulative Taxable Bonds Series 167 (22 March 2022)
1,190 8.46% Secured Redeemable Non-Convertible Tax Free Bonds in the
nature of Debentures Series 3B (29 August 2028) of ` 1000000.00 each,
fully paid 129.72 130.82
3,50,000 8.46% Secured Redeemable Non-Convertible Tax Free Bonds
Tranche I Series 2A (24 September 2028) of ` 1000.00 each, fully paid 40.44 41.01
Non-Convertible Taxable Bond Series 177 (20 December 2021)
50 8.54% Secured Redeemable Non-Convertible Non-Cumulative Tax
Free Bonds in the nature of Debentures Series 4B (11 October 2028)
Small Industries Development Bank of India
Nil (2020 - 2,500) 7.89% Unsecured Listed Redeemable
Non-Convertible Bond Series III of 2019-20 (15 November 2022 with
Call and Put Option 14 May 2021) of ` 1000000.00 each, fully paid – 250.48
State Bank ofIndia #
Nil (2020 - 1,550) 8.39% Unsecured Non-Convertible Perpetual
Subordinated Basel III Compliant Tier 1 Bonds in the nature of
Debentures Series III (with first Call Option 25 October 2021)
Carried over 7608.47 3430.88 7264.67 3064.28


Brought forward 7608.47 3430.88 7264.67 3064.28

Debentures Series I (with first Call Option 06 September 2021)
2,350 9.37% Unsecured Non-Convertible Perpetual Subordinated
Basel III Compliant Tier 1 Bonds in the nature of Debentures Series II
(with first Call Option 21 December 2023) of ` 1000000.00 each,
fully paid 235.00 235.00
Basel III Compliant Tier 1 Bonds in the nature of Debentures Series I
(with first Call Option 04 December 2023) of ` 1000000.00 each,
fully paid 700.00 700.00
INVESTMENT IN MUTUAL FUNDS (at fair value through profit or loss)
Aditya Birla Sun Life Fixed Term Plan - Series OX (1234 Days)
Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.91
Aditya Birla Sun Life Fixed Term Plan - Series OY (1218 Days)
Nil (2020 - 4,00,00,000) Units of ` 10.00 each – 47.71
Aditya Birla Sun Life Fixed Term Plan - Series OZ (1187 Days)
Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.79
Aditya Birla Sun Life Fixed Term Plan - Series PA (1177 Days)
Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.88
Aditya Birla Sun Life Fixed Term Plan - Series RP (1239 Days)
5,50,00,000 Units of ` 10.00 each 69.07 63.38
Aditya Birla Sun Life Fixed Term Plan - Series SF (1161 Days)
40,00,000 Units of ` 10.00 each 4.87 4.47
Aditya Birla Sun Life Fixed Term Plan - Series SG (1155 Days)
1,80,00,000 Units of ` 10.00 each 21.88 20.14
Aditya Birla Sun Life Fixed Term Plan - Series SI (1141 Days)
1,00,00,000 Units of ` 10.00 each 12.12 11.13
Aditya Birla Sun Life Fixed Term Plan - Series SJ (1135 Days)
3,00,00,000 Units of ` 10.00 each 36.22 33.29
DSP Fixed Maturity Plan - Series 217 - 40 M

Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.91

Nil (2020 - 1,90,00,000) Units of ` 10.00 each – 22.54

Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.66
Franklin India Fixed Maturity Plans - Series 2 - Plan A
Nil (2020 - 1,40,00,000) Units of ` 10.00 each – 16.64
Carried over 8687.63 3430.88 8833.52 3064.28


Brought forward 8687.63 3430.88 8833.52 3064.28
INVESTMENT IN MUTUAL FUNDS (Contd.)
HDFC Fixed Maturity Plan 1158D February 2018 (1) - Series-39

Nil (2020 - 6,50,00,000) Units of ` 10.00 each – 77.26
HDFC Fixed Maturity Plan 1232D November 2018 (1) - Series-43

4,00,00,000 Units of ` 10.00 each 50.10 46.11
ICICI Prudential Fixed Maturity Plan - Series 82 - 1236 Days - Plan A

Nil (2020 - 70,00,000) Units of ` 10.00 each – 8.36
ICICI Prudential Fixed Maturity Plan - Series 82 - 1225 Days - Plan B

Nil (2020 - 3,70,00,000) Units of ` 10.00 each – 44.23
ICICI Prudential Fixed Maturity Plan - Series 82 - 1217 Days - Plan C

Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.94
ICICI Prudential Fixed Maturity Plan - Series 85 - 1175 Days - Plan D

40,00,000 Units of ` 10.00 each 4.87 4.48

Nil (2020 - 1,90,00,000) Units of ` 10.00 each – 22.69
ICICI Prudential Fixed Maturity Plan - Series 85 - 1168 Days - Plan E

50,00,000 Units of ` 10.00 each 6.08 5.58

Nil (2020 - 1,30,00,000) Units of ` 10.00 each – 15.50
ICICI Prudential Fixed Maturity Plan - Series 85 - 1156 Days - Plan G

60,00,000 Units of ` 10.00 each 7.27 6.68
ICICI Prudential Fixed Maturity Plan - Series 82 - 1215 Days - Plan H

Nil (2020 - 4,50,00,000) Units of ` 10.00 each – 53.61
ICICI Prudential Fixed Maturity Plan - Series 82 - 1185 Days - Plan I

Nil (2020 - 5,00,00,000) Units of ` 10.00 each – 59.50
ICICI Prudential Fixed Maturity Plan - Series 82 - 1203 Days - Plan K

Nil (2020 - 4,50,00,000) Units of ` 10.00 each – 53.54
ICICI Prudential Fixed Maturity Plan - Series 82 - 1199 Days - Plan L

Nil (2020 - 5,00,00,000) Units of ` 10.00 each – 59.41
ICICI Prudential Fixed Maturity Plan - Series 82 - 1185 Days - Plan M

Nil (2020 - 3,50,00,000) Units of ` 10.00 each – 41.51
ICICI Prudential Fixed Maturity Plan - Series 85 - 1127 Days - Plan O

30,00,000 Units of ` 10.00 each 3.58 3.30
ICICI Prudential Fixed Maturity Plan - Series 85 - 1129 Days - Plan P

2,00,00,000 Units of ` 10.00 each 23.91 21.98

5,00,00,000 Units of ` 10.00 each 62.45 57.43
Carried over 8845.89 3430.88 9426.63 3064.28


Brought forward 8845.89 3430.88 9426.63 3064.28
ICICI Prudential Fixed Maturity Plan - Series 84 - 1272 Days - Plan Q

1,40,00,000 Units of ` 10.00 each 17.47 16.02
IDFC Fixed Term Plan - Series 176 - 1170 Days

1,00,00,000 Units of ` 10.00 each 12.25 11.21

60,00,000 Units of ` 10.00 each 7.30 6.67

60,00,000 Units of ` 10.00 each 7.26 6.63
Kotak Fixed Maturity Plan - Series 212

Nil (2020 - 60,00,000) Units of ` 10.00 each – 7.15

Nil (2020 - 1,10,00,000) Units of ` 10.00 each – 13.12

Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.94

Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.94

Nil (2020 - 3,50,00,000) Units of ` 10.00 each – 41.22

10,00,00,000 Units of ` 10.00 each 125.15 115.00

2,20,00,000 Units of ` 10.00 each 27.36 25.18

2,40,00,000 Units of ` 10.00 each 29.78 27.43

90,00,000 Units of ` 10.00 each 11.11 10.23

1,40,00,000 Units of ` 10.00 each 17.16 15.81

1,80,00,000 Units of ` 10.00 each 21.73 19.95

1,00,00,000 Units of ` 10.00 each 11.97 11.03
Nippon India Fixed Horizon Fund - XXXV - Series 11

Nil (2020 - 50,00,000) Units of ` 10.00 each – 5.98

Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.93
Carried over 9134.43 3430.88 9801.07 3064.28


Brought forward 9134.43 3430.88 9801.07 3064.28

Nil (2020 - 80,00,000) Units of ` 10.00 each – 9.54

Nil (2020 - 1,20,00,000) Units of ` 10.00 each – 14.29

Nil (2020 - 1,70,00,000) Units of ` 10.00 each – 20.26

Nil (2020 - 50,00,000) Units of ` 10.00 each – 5.99
Nippon India Fixed Horizon Fund - XXXVI - Series 1

Nil (2020 - 1,20,00,000) Units of ` 10.00 each – 14.27

Nil (2020 - 50,00,000) Units of ` 10.00 each – 5.93

Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.48
Nippon India Fixed Horizon Fund - XXXVII - Series 4

4,50,00,000 Units of ` 10.00 each 58.44 54.27
Nippon India Fixed Horizon Fund - XXXIX - Series 15

3,00,00,000 Units of ` 10.00 each 37.89 34.81
Nippon India Fixed Horizon Fund - XXXX - Series 1

1,00,00,000 Units of ` 10.00 each 12.60 11.57
SBI Debt Fund Series C-7 (1190 Days)

Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.69

Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.73

Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.76

4,50,00,000 Units of ` 10.00 each 55.83 51.23

3,00,00,000 Units of ` 10.00 each 37.09 34.04

1,00,00,000 Units of ` 10.00 each 12.31 11.30

1,70,00,000 Units of ` 10.00 each 20.89 19.19
Carried over 9369.48 3430.88 10176.42 3064.28


Brought forward 9369.48 3430.88 10176.42 3064.28

3,00,00,000 Units of ` 10.00 each 36.59 33.59

1,50,00,000 Units of ` 10.00 each 18.28 16.75

3,00,00,000 Units of ` 10.00 each 36.20 33.15

2,00,00,000 Units of ` 10.00 each 23.91 21.98
UTI Fixed Term Income Fund - Series XXVIII - IV (1204 Days)

Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.85
UTI Fixed Term Income Fund - Series XXVIII - VI (1190 Days)

Nil (2020 - 1,90,00,000) Units of ` 10.00 each – 22.59
UTI Fixed Term Income Fund - Series XXVIII - VIII (1171 Days)
Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.83
UTI Fixed Term Income Fund - Series XXVIII - IX (1168 Days)

Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.74
INVESTMENT IN ALTERNATIVE INVESTMENT FUND

(at fair value through profit or loss)
Fireside Ventures Investments Fund I

1,307 Units of ` 100000.00 each 25.49 18.89
Fireside Ventures Investments Fund II

50,000 Units of ` 1000.00 each 3.64 4.28
Chiratae Ventures India Fund IV

600 (2020 - 465) Units of ` 100000.00 each 5.91 4.24
Aggregate amount of quoted and unquoted Investments 9484.46 3465.92 10363.90 3091.69
TOTAL 12950.38 13455.59
Aggregate market value of quoted investments ` 9984.03 Crores (2020 - ` 10592.71 Crores).
Aggregate amount of impairment in value of investments ` 68.55 Crores (2020 - ` 68.55 Crores).
# Additional
Tier 1 bonds, which are perpetual in nature, are issued by commercial banks under Reserve Bank of India guidelines.
These have been classified as debt instruments by the Company based on the substantive characteristics of the contract.

As at As at
Current Non-Current Current Non-Current
5. Loans
Other Loans
Others (Employees, suppliers, etc.)
– Unsecured, considered good* 2.77 2.37 4.87 3.31
TOTAL 2.77 2.37 4.87 3.31
* Includes interest bearing loan to a supplier, M/s MD Fresh Vegetable Private Limited - Nil (2020 - ` 0.50 Crore) carrying interest
@ 12% p.a. for upgrading its infrastructure and enhancement of its factory capacity.
6. Other Financial assets
Advances 9.47 – 10.85 –

Deposits* 599.30 72.45 835.75 607.09
Interest accrued on Loans, Deposits, Investments, etc. 448.37 – 534.24 –
Other Receivables** 140.01 – 125.10 –
TOTAL 1197.15 72.45 1505.94 607.09
* Deposits include deposits to Directors and Key Management Personnel ` 0.08 Crore (2020 - ` 0.07 Crore) (Refer Note 29).
** Others comprise receivables on account of claims, interest, rentals, derivatives designated as hedging instrument, etc.

As at As at
7. Other Assets
Capital Advances – 232.62 – 368.50

Advances other than capital advances
Security Deposits
– With Statutory Authorities 0.18 782.05 0.21 789.42
– Others 0.66 115.71 2.24 106.71
Advances to related parties (Refer Note 29) … – 0.05 –
Other Advances (including advances with statutory authorities,
prepaid expenses, employees, etc.) 897.00 101.24 739.93 100.08
Other Receivables* 108.23 – 105.31 –
TOTAL 1006.07 1231.62 847.74 1364.71
* Includes receivables on account of export incentives.
As at As at
8. Inventories*
(At lower of cost and net realisable value)

Raw materials (including packing materials) 6544.03 5683.46
Work-in-progress 213.07 178.55
Finished goods (manufactured) 1445.49 1301.68
Stock-in-trade (goods purchased for resale) 832.87 473.15
Stores and Spares 390.81 345.44
Intermediates - Tissue paper and Paperboards 44.60 55.79
TOTAL 9470.87 8038.07
The above includes goods in transit as under:

Stores and spares 1.35 2.31
TOTAL 138.04 144.90
The cost of inventories recognised as an expense includes ` 10.45 Crores (2020 - ` 19.08 Crores) in respect of write-downs of
inventory to net realisable value. During the year, reversal of previous write-downs of ` 1.67 Crores (2020 - ` 1.25 Crores) have been
made owing to subsequent increase in realisable value.
Inventories of ` 669.75 Crores (2020 - ` 623.01 Crores) are expected to be recovered after more than twelve months. The operating
cycle of the Company is twelve months.
* Cash credit facilities are secured by hypothecation of inventories of the Company, both present and future.

9. Current investments (at fair value through profit or loss, unless stated otherwise) (Contd.)
Export Import Bank of India

300 9.15% Unsecured Non-Convertible Bonds Series P-16
(05 September 2022) of ` 1000000.00 each, fully paid 31.90 32.04
10,00,000 7.18% Tax Free Non-Cumulative Non-Convertible
Redeemable Bonds in the nature of Debentures 86th Series
(19 February 2023) of ` 1000.00 each, fully paid 104.74 101.05
20,00,000 8.23% Tax Free Secured Non-Convertible Redeemable
Bonds Series 91st (18 February 2024) of ` 1000.00 each, fully paid 219.75 209.50
Redeemable Bonds 80th Series (23 February 2022) of ` 1000.00 each,
4,94,476 8.20% Tax Free Secured Redeemable Non-Convertible Bonds
1,500 8.09% Secured Non-Convertible Non-Cumulative Tax Free
Bonds in the nature of Debentures Series 80-A (25 November 2021)
1,000 8.01% Secured Redeemable Non-Convertible Non-Cumulative
Tax Free Bonds in the nature of Debentures Series 107-A
(30 August 2023) of ` 1000000.00 each, fully paid 107.83 103.55
1,00,000 8.20% Secured Non-Convertible Tax Free Bonds Series - I
12,95,560 8.18% Secured Tax Free Redeemable Non-Convertible
Bonds Series 1A (16 November 2023) of ` 1000.00 each, fully paid 141.08 135.10
REC Limited
Bonds Tranche 1 Series 1 (19 December 2022) of ` 1000.00 each,
fully paid 313.23 302.84
in the nature of Debentures Series 3A (29 August 2023)
INVESTMENT IN CERTIFICATE OF DEPOSIT
Axis Bank Limited

Nil (2020 - 50,000) Certificate of Deposit (18 December 2020)
Kotak Mahindra Bank Limited
Nil (2020 - 15,000) Certificate of Deposit (14 January 2021)
Carried over 1148.15 – 1108.04 1104.01

Brought forward 1148.15 – 1108.04 1104.01
INVESTMENT IN CERTIFICATE OF DEPOSIT (Contd.)

Nil (2020 - 10,000) Certificate of Deposit (03 February 2021)

Nil (2020 - 25,000) Certificate of Deposit (05 March 2021)

INVESTMENT IN MUTUAL FUNDS
Aditya Birla Sun Life Money Manager Fund

40,95,539 Units of ` 100.00 each 117.61 110.96
Aditya Birla Sun Life Corporate Bond Fund

70,15,575 (2020 - 6,05,10,758) Units of ` 10.00 each 60.27 475.21
Aditya Birla Sun Life Floating Rate Fund

1,94,01,569 Units of ` 100.00 each 525.17 489.49
Aditya Birla Sun Life Savings Fund

1,86,63,673 Units of ` 100.00 each 794.72 746.57
Axis Banking & PSU Debt Fund

31,86,227 Units of ` 1000.00 each 662.25 613.69
Axis Liquid Fund

2,13,085 (2020 - 13,67,777) Units of ` 1000.00 each 48.69 300.12
Axis Overnight Fund

9,20,331 (2020 - Nil) Units of ` 1000.00 each 100.00 –
Axis Short Term Fund

4,31,15,900 Units of ` 10.00 each 109.52 100.79
Axis Treasury Advantage Fund

14,17,525 Units of ` 1000.00 each 351.91 329.60
Bharat Bond ETF – April 2023

30,00,000 Units of ` 1000.00 each 335.10 307.06
DSP Banking and PSU Debt Fund

Nil (2020 - 8,62,88,433) Units of ` 10.00 each – 151.22
DSP Liquidity Fund

33,41,890 (2020 - Nil) Units of ` 1000.00 each 975.72 –
DSP Low Duration Fund

17,22,63,805 (2020 - 22,32,41,558) Units of ` 10.00 each 267.44 328.55
DSP Overnight Fund

Nil (2020 - 23,43,641) Units of ` 1000.00 each – 250.16
DSP Short Term Fund

6,67,71,463 Units of ` 10.00 each 259.37 239.95
Carried over 1483.25 4272.67 1415.10 6003.07

Brought forward 1483.25 4272.67 1415.10 6003.07
HDFC Floating Rate Debt Fund

10,07,90,662 Units of ` 10.00 each 385.94 356.62
HDFC Liquid Fund
Nil (2020 - 5,17,089) Units of ` 1000.00 each – 200.82
HDFC Money Market Fund
2,39,118 Units of ` 1000.00 each 106.98 100.90
HDFC Short Term Debt Fund
Nil (2020 - 14,47,53,251) Units of ` 10.00 each – 327.72
HDFC Ultra Short Term Fund
Nil (2020 - 27,49,00,837) Units of ` 10.00 each – 309.50
ICICI Prudential Corporate Bond Fund
13,34,45,209 (2020 - 50,98,14,396) Units of ` 10.00 each 313.69 1055.87
ICICI Prudential Savings Fund
53,44,324 Units of ` 100.00 each 224.30 208.63
ICICI Prudential Bond Fund
Nil (2020 - 2,11,18,618) Units of ` 10.00 each – 62.30
ICICI Prudential Short Term
Nil (2020 - 2,70,17,352) Units of ` 10.00 each – 119.87
ICICI Prudential Liquid Fund
5,07,333 (2020 - Nil) Units of ` 100.00 each 15.46 –
IDFC Banking & PSU Debt Fund
14,17,61,931 Units of ` 10.00 each 272.68 251.53
IDFC Bond Fund - Short Term Plan
6,58,03,493 (2020 - 10,23,94,458) Units of ` 10.00 each 308.37 414.04
IDFC Low Duration Fund
7,34,11,386 Units of ` 10.00 each 225.06 212.12
IDFC Money Manager Fund
4,22,87,680 Units of ` 10.00 each 142.29 135.17
Kotak Bond Fund (Short Term)
Nil (2020 - 7,68,78,681) Units of ` 10.00 each – 243.74
Kotak Corporate Bond Fund
6,68,442 Units of ` 1000.00 each 196.74 182.23
Kotak Savings Fund
23,75,47,122 (2020 - 31,65,06,578) Units of ` 10.00 each 819.42 1033.24
LIC MF Liquid Fund
1,63,399 (2020 - Nil) Units of ` 1000.00 each 60.50 –
Nippon India Banking & PSU Debt Fund
10,41,55,094 (2020 - 20,50,51,796) Units of ` 10.00 each 167.84 306.09
Carried over 1483.25 7511.94 1415.10 11523.46

Brought forward 1483.25 7511.94 1415.10 11523.46
Nippon India ETF Nifty CPSE Bond Plus SDL - 2024 maturity
58,69,560 (2020 - Nil) Units of ` 100.00 each 60.46 –
Nippon India Floating Rate Fund
6,22,64,756 Units of ` 10.00 each 224.08 204.74
Nippon India Money Market Fund
6,60,345 Units of ` 1000.00 each 212.68 201.58
Nippon India Overnight Fund
Nil (2020 - 2,33,60,862) Units of ` 100.00 each – 250.08
Nippon India Short Term Fund
8,93,74,937 Units of ` 10.00 each 384.78 353.38
Nippon India Liquid Fund
92,869 (2020 - Nil) Units of ` 1000.00 each 46.74 –
SBI Magnum Low Duration Fund
8,30,697 Units of ` 1000.00 each 232.24 218.47
SBI Magnum Ultra Short Duration Fund
2,47,159 Units of ` 1000.00 each 116.63 110.71
SBI Savings Fund
6,33,58,708 (2020 - 15,67,64,566) Units of ` 10.00 each 216.66 507.39
SBI Short Term Debt Fund
9,72,90,145 (2020 - 28,79,35,474) Units of ` 10.00 each 253.24 691.30
SBI Liquid Fund
25,773 (2020 - Nil) Units of ` 1000.00 each 8.26 –
UTI Liquid Cash Plan
16,91,359 (2020 - Nil) Units of ` 1000.00 each 567.38 –
Current Portion of Non-Current Investment
INVESTMENT IN BONDS / DEBENTURES (at amortised cost)

Housing Development Finance Corporation Limited
Debentures Series O - 001 (31 August 2020) of ` 10000000.00 each,
Debentures Series N - 017 (18 May 2020) of ` 500000.00 each,
Debentures Series R - 007 (18 June 2020) of ` 10000000.00 each,
Carried over 1543.71 9774.63 1746.41 14061.11

Brought forward 1543.71 9774.63 1746.41 14061.11

3,50,000 (2020 - Nil) 8.10% For Category I & II Tax Free Bonds
Debentures (05 March 2022) of ` 1000.00 each, fully paid 35.52 –
ICICI Bank Limited #

2,000 (2020 - Nil) 9.20% Unsecured Subordinated Non-Convertible
DMR 17AT (with first Call Option on 17 March 2022)

3,31,819 (2020 - Nil) 8.00% (For Categories I & II) Tax Free
(23 February 2022) of ` 1000.00 each, fully paid 33.68 –

Debentures Tranche 273 Option 1 (23 October 2020)

Debentures Tranche 302 (07 July 2020) of ` 1000000.00 each,

Debentures Tranche 249 (28 April 2020) of ` 1000000.00 each,

Debentures Tranche 266 (24 September 2020) of ` 1000000.00 each,


Debentures Tranche 263 Option 1 (29 July 2020) of ` 1000000.00
each, fully paid – 5.02


Debentures Tranche 263 Option 2 (26 August 2020) of ` 1000000.00
each, fully paid – 69.45
Nil (2020 - 1,250) 8.75% Secured Redeemable Non-Convertible

Debentures Tranche 290 Option 1 (21 December 2020)
Carried over 1812.98 9774.63 2257.92 14061.11

Brought forward 1812.98 9774.63 2257.92 14061.11
Nil (2020 - 239) 8.95% Unsecured Non-Convertible Redeemable Tier II

Subordinated Bonds Series III (15 September 2020)
550 (2020 - Nil) 8.37% Secured Redeemable Non-Convertible


Debentures Tranche 304 Option 2 (15 July 2021) of ` 1000000.00
each, fully paid 10.02 –


Bonds Series 18 G (30 September 2020)


(15 May 2020) of ` 1000000.00 each, fully paid – 24.97

(26 June 2020) of ` 1000000.00 each, fully paid – 24.96

Taxable Bonds in the nature of Debentures Series 151 A
(16 September 2021) of ` 1000000.00 each, fully paid 15.01 –

(17 September 2020) of ` 1000000.00 each, fully paid – 24.94

Taxable Bonds in the nature of Debentures Series 131-B
(27 April 2020) of ` 1000000.00 each, fully paid – 50.00
Nil (2020 - 2,800) 8.53% Unsecured Redeemable

Non-Convertible Taxable Bonds in the nature of Debentures Series 137
(24 July 2020) of ` 1000000.00 each, fully paid – 280.66
150 (2020 - Nil) 8.66% Unsecured Redeemable

Non-Convertible Taxable Bonds in the nature of Debentures Series 123
Series C (27 November 2021) of ` 1000000.00 each, fully paid 15.12 –
Carried over 2049.45 9774.63 3006.06 14061.11

Brought forward 2049.45 9774.63 3006.06 14061.11

Non-Cumulative Taxable Bonds Series - 92 - C (21 August 2022 with
Call and Put Option 21 August 2020) of ` 1000000.00 each, fully paid – 40.22
REC Limited
Nil (2020 - 500) 6.87% Unsecured Listed Redeemable Non-Convertible
Non-Cumulative Taxable Bonds Series 149 (24 September 2020)
1,700 (2020 - Nil) 8.45% Unsecured Redeemable Non-Convertible



2,500 (2020 - Nil) 7.89% Unsecured Listed Redeemable
Non-Convertible Bond Series III of 2019-20 (15 November 2022
with Call and Put Option 14 May 2021) of ` 1000000.00 each,
State Bank of India #

3,250 (2020 - Nil) 9.00% Unsecured Non-Convertible Perpetual

1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.63 –
4,00,00,000 (2020 - Nil) Units of ` 10.00 each 50.78 –
2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.25 –
1,50,00,000 (2020 - Nil) Units of ` 10.00 each 18.95 –

1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.62 –

1,90,00,000 (2020 - Nil) Units of ` 10.00 each 24.00 –
Carried over 3381.76 9774.63 3095.86 14061.11

Brought forward 3381.76 9774.63 3095.86 14061.11

2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.16 –
1,40,00,000 (2020 - Nil) Units of ` 10.00 each 17.66 –
6,50,00,000 (2020 - Nil) Units of ` 10.00 each 81.86 –
ICICI Prudential Fixed Maturity Plan - Series 81 - 1154 Days - Plan J
Nil (2020 - 50,00,000) Units of ` 10.00 each – 6.10
5,00,00,000 (2020 - Nil) Units of ` 10.00 each 63.24 –
3,50,00,000 (2020 - Nil) Units of ` 10.00 each 44.16 –
5,00,00,000 (2020 - Nil) Units of ` 10.00 each 63.20 –
4,50,00,000 (2020 - Nil) Units of ` 10.00 each 56.86 –
4,50,00,000 (2020 - Nil) Units of ` 10.00 each 57.06 –
1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.64 –
1,90,00,000 (2020 - Nil) Units of ` 10.00 each 24.09 –
1,30,00,000 (2020 - Nil) Units of ` 10.00 each 16.43 –
3,70,00,000 (2020 - Nil) Units of ` 10.00 each 46.86 –
70,00,000 (2020 - Nil) Units of ` 10.00 each 8.85 –
Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.95
60,00,000 (2020 - Nil) Units of ` 10.00 each 7.59 –
1,10,00,000 (2020 - Nil) Units of ` 10.00 each 13.92 –
1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.67 –
1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.71 –
Carried over 3946.72 9774.63 3113.91 14061.11

Brought forward 3946.72 9774.63 3113.91 14061.11

3,50,00,000 (2020 - Nil) Units of ` 10.00 each 43.80 –
50,00,000 (2020 - Nil) Units of ` 10.00 each 6.34 –
50,00,000 (2020 - Nil) Units of ` 10.00 each 6.35 –
1,50,00,000 (2020 - Nil) Units of ` 10.00 each 19.05 –
80,00,000 (2020 - Nil) Units of ` 10.00 each 10.14 –
1,20,00,000 (2020 - Nil) Units of ` 10.00 each 15.22 –
1,70,00,000 (2020 - Nil) Units of ` 10.00 each 21.57 –
1,20,00,000 (2020 - Nil) Units of ` 10.00 each 15.17 –
50,00,000 (2020 - Nil) Units of ` 10.00 each 6.31 –
2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.04 –
1,50,00,000 (2020 - Nil) Units of ` 10.00 each 18.87 –
2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.18 –
2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.21 –
1,50,00,000 (2020 - Nil) Units of ` 10.00 each 18.94 –
1,90,00,000 (2020 - Nil) Units of ` 10.00 each 23.97 –
1,50,00,000 (2020 - Nil) Units of ` 10.00 each 18.94 –
2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.26 –
TOTAL 14046.71 17175.02
# Additional Tier 1 bonds, which are perpetual in nature, are issued by commercial banks under Reserve Bank of India guidelines.

As at As at
10. Trade Receivables (Current)
Secured, considered good 45.32 31.65

Unsecured, considered good 2045.03 2060.35
Doubtful 161.62 137.29
Less: Allowance for doubtful receivables 161.62 137.29
TOTAL 2090.35 2092.00
11. Cash and cash equivalents@
Balances with Banks

Current accounts 227.61 553.88
Cheques, drafts on hand 1.27 5.72
Cash on hand 2.37 2.24
TOTAL 231.25 561.84
@ Cash and cash equivalents include cash on hand, cheques, drafts on hand, cash at bank and deposits with banks with original
maturity of 3 months or less.
12. Other bank balances
Earmarked balances 209.23 168.06

In deposit accounts* 3561.02 6113.37
TOTAL 3770.25 6281.43
* Represents deposits with original maturity of more than 3 months having remaining maturity of less than 12 months from the
Balance Sheet date.

As at As at As at As at
31st March, 2021 31st March, 2021 31st March, 2020 31st March, 2020
(No. of Shares) (` in Crores) (No. of Shares) (` in Crores)
13. Equity Share capital
Authorised
Ordinary Shares of ` 1.00 each 20,00,00,00,000 2000.00 20,00,00,00,000 2000.00
Issued and Subscribed
Ordinary Shares of ` 1.00 each, fully paid 12,30,88,44,231 1230.88 12,29,22,31,241 1229.22
A) Reconciliation of number of
Ordinary Shares outstanding
As at beginning of the year 12,29,22,31,241 1229.22 12,25,86,31,601 1225.86
Add: Issue of Shares on exercise
of Options 1,66,12,990 1.66 3,35,99,640 3.36
As at end of the year 12,30,88,44,231 1230.88 12,29,22,31,241 1229.22
B) Shareholders holding more than 5% of the Ordinary Shares in the Company

(No. of Shares) % (No. of Shares) %
Tobacco Manufacturers (India) Limited 2,97,83,47,320 24.20 2,97,83,47,320 24.23

Life Insurance Corporation of India 1,99,75,66,067 16.23 1,99,75,40,067 16.25
Specified Undertaking of the
Unit Trust of India 97,45,31,427 7.92 97,45,31,427 7.93
C) Ordinary Shares allotted as fully paid pursuant to contract(s) without payment being received in cash during the period of
five years immediately preceding 31st March: Nil
D) Ordinary Shares allotted as fully paid up Bonus Shares for the period of five years immediately preceding 31st March
2021 2020
(No. of Shares) (No. of Shares)
Bonus Shares issued in 2016-17 4,02,66,57,100 4,02,66,57,100
E) Rights, preferences and restrictions attached to the Ordinary Shares

The Ordinary Shares of the Company, having par value of ` 1.00 per share, rank pari passu in all respects including voting rights
and entitlement to dividend.
F) Shares reserved for issue under Options

As at As at
Ordinary Shares of ` 1.00 each 29,18,12,920 34,58,05,430
Terms and Conditions of Options Granted

Each Option entitles the holder thereof to apply for and be allotted ten Ordinary Shares of the Company of ` 1.00 each upon payment of the exercise
price during the exercise period. The exercise period commences from the date of vesting of the Options and expires at the end of five years from
the date of vesting in respect of Options.
The vesting period for conversion of Options is as follows:
On completion of 12 months from the date of grant of the Options : 30% vests
The Options have been granted at the ‘market price’ as defined under the Securities and Exchange Board of India (Share Based Employee Benefits)
Regulations, 2014.
Further details of ITC Employee Stock Option Schemes are provided in Note 27(xi).

As at As at
14. Non-current borrowings
Unsecured
Deferred payment liabilities
Sales tax deferment loans 5.28 5.63
TOTAL 5.28 5.63
Sales tax deferment loans

Interest free deferral period of 14 years and repayable by 2025-26.
The scheduled maturity of the Non-current borrowings are summarised as under:
Deferred Payment Deferred Payment

Liabilities Liabilities
Borrowings repayable
In the first year (Refer Note 16) 0.35 2.26
Current maturities of long-term debt 0.35 2.26
In the second year 0.74 0.35

In the third to fifth year 4.54 3.51
After five years – 1.77
Non-current borrowings 5.28 5.63
As at As at
15. Lease Liabilities *
Lease Liabilities 51.36 272.36 64.87 259.25
TOTAL 51.36 272.36 64.87 259.25
* Refer Note 27(vii)
Movement of Lease Liabilities during the year

Particulars 31st March, 2021 31st March, 2020
Opening Lease Liabilities 324.12 344.69

New Leases recognised 55.90 26.80
Remeasurements and withdrawals (6.63) (3.34)
Interest expense on Lease Liabilities 28.02 28.92
Payment of Lease Liabilities (77.69) (72.95)
Closing Lease Liabilities 323.72 324.12

As at As at
16. Other financial liabilities
Non-current
Others
(Includes liability in respect of cash-settled share based payments,
retention money payable towards property, plant and equipment,
contingent consideration on business combination etc.) 239.35 90.47
TOTAL 239.35 90.47
Current
Current maturities of long-term debt (Refer Note 14) 0.35 2.26
Interest accrued 1.90 1.90
Unpaid dividend* 209.00 167.83
Unpaid matured deposits and interest accrued thereon … …
Unpaid matured debentures / bonds and interest accrued thereon** 0.30 0.30
Others (Includes liability in respect of cash-settled share based payments,
payable for property, plant and equipment, derivatives designated as
hedging instruments, contingent consideration on business combination etc.) 1036.62 974.95
TOTAL 1248.17 1147.24
* Represents dividend amounts either not claimed or kept in abeyance in accordance with Section 126 of the Companies Act, 2013
or such amounts in respect of which Prohibitory / Attachment Orders are on record with the Company.
** Represents amounts which are subject matter of a pending legal dispute with a bank for which the Company has filed a suit.
As at As at
17. Provisions
Provision for employee benefits [Refer Note 27(v)]

Retirement benefits 156.53 107.91 104.88 99.69
Other benefits 12.52 49.16 13.06 44.10
TOTAL 169.05 157.07 117.94 143.79

As at As at
18. Deferred tax liabilities (Net)
Deferred tax liabilities 2014.01 1914.09

Less: Deferred tax assets 286.28 296.44
TOTAL 1727.73 1617.65
(` in Crores)
Acquired in Recognised Recognised Reclassified
Movement in deferred tax liabilities / assets Opening Business in profit or Recognised directly in to Profit or Closing
balances Balance Combination loss in OCI Equity loss Balance
2020-21
Deferred Tax liabilities / assets in relation to:
On fiscal allowances on property, plant and
equipment, investment property etc. 1617.33 3.79 6.86 – – – 1627.98
On Excise Duty / National Calamity Contingent
Duty on closing stock 46.09 – 26.16 – – – 72.25
On cash flow hedges (8.19) – – 10.44 1.26 (1.85) 1.66
Other timing differences 258.86 0.12 53.14 – – – 312.12
Total deferred tax liabilities 1914.09 3.91 86.16 10.44 1.26 (1.85) 2014.01
On employees’ separation and retirement etc. 53.32 0.33 4.91 0.44 – – 59.00
On provision for doubtful debts / advances 36.64 – 14.09 – – – 50.73
On State and Central taxes etc. 103.42 – (39.06) – – – 64.36
Other timing differences 103.06 0.06 9.07 – – – 112.19
Total deferred tax assets 296.44 0.39 (10.99) 0.44 – – 286.28
Deferred tax liabilities (Net) 1617.65 3.52 97.15 10.00 1.26 (1.85) 1727.73
2019-20
Deferred Tax liabilities / assets in relation to:
On fiscal allowances on property, plant and
equipment, investment property etc. 2204.25 – (586.92) – – – 1617.33
On Excise Duty / National Calamity Contingent
Duty on closing stock 18.62 – 27.47 – – – 46.09
On cash flow hedges (4.46) – – (8.16) 4.47 (0.04) (8.19)
Other timing differences 222.77 – 36.09 – – – 258.86
Total deferred tax liabilities 2441.18 – (523.36) (8.16) 4.47 (0.04) 1914.09
On employees’ separation and retirement etc. 68.13 – (26.36) 11.55 – – 53.32
On provision for doubtful debts / advances 49.81 – (13.17) – – – 36.64
On State and Central taxes etc. 140.27 – (36.85) – – – 103.42
Other timing differences 138.83 – (35.77) – – – 103.06
Total deferred tax assets 397.04 – (112.15) 11.55 – – 296.44
Deferred tax liabilities (Net) 2044.14 – (411.21) (19.71) 4.47 (0.04) 1617.65
As at As at
19. Other liabilities
Current
Statutory Liabilities 3263.04 3184.49
Advances received from customers 994.80 885.06
Others (includes deferred revenue, accruals, customer deposits etc.) 111.16 106.36
TOTAL 4369.00 4175.91

As at As at
20. Current Tax Liabilities (Net)
Current taxation (net of advance payment) 217.06 136.71
TOTAL 217.06 136.71

21A. Revenue from operations
Sale of Products 47523.63 44497.50

Sale of Services 627.61 1826.22
Gross Revenue from sale of products and services* [including
Excise Duty / National Calamity Contingent Duty of ` 2935.48 Crores
(2020 - ` 1057.82 Crores)] 48151.24 46323.72
Other Operating Revenues # 373.30 483.62
TOTAL 48524.54 46807.34
* Net of sales returns and damaged stocks.

# Includes Government grants received of ` 42.57 Crores (2020 - ` 119.66 Crores) on account of Service Exports from India
Scheme, Merchandise Exports from India Scheme, Duty Drawback etc.
21B. Gross Revenue from sale of products and services*
FMCG
– Cigarettes etc. 20333.12 21201.74
– Branded Packaged Food Products 12241.14 10377.73
– Others (Education and Stationery Products, Personal Care Products,
Safety Matches, Agarbattis, Apparel etc.) 2467.48 2436.00
Hotels
– Hotels Sales / Income from Hotel Services 623.59 1823.41
Agri Business
– Unmanufactured Tobacco 1420.51 1464.71
– Other Agri Products and Commodities (Wheat, Soya, Spices,
Coffee, Aqua etc.) 6445.55 4439.68
Paperboards, Paper and Packaging

– Paperboards and Paper 4019.53 4022.47
– Printed Materials 600.32 557.98
TOTAL 48151.24 46323.72

22. Other income
Interest income 1224.82 1438.87

Dividend income 723.94 551.11
Other non-operating income 141.36 90.11
Other gains and losses 1160.87 933.57
TOTAL 3250.99 3013.66
Interest income:
a) Deposits with banks etc. - carried at amortised cost 310.82 460.94
b) Financial assets mandatorily measured at FVTPL 119.04 121.61
c) Other financial assets measured at amortised cost 698.27 842.38
d) Others (from statutory authorities etc.) 96.69 13.94
TOTAL 1224.82 1438.87
Dividend income:
a) Equity instruments measured at FVTOCI held at the end of 0.02 7.72
reporting period
b) Other investments 723.92 543.39
TOTAL 723.94 551.11
Other gains and losses:

Net foreign exchange gain / (loss) (1.27) 23.77
Net gain / (loss) arising on financial instruments mandatorily
measured at FVTPL* 1162.14 919.80
Impairment of investment in joint venture – (10.00)
TOTAL 1160.87 933.57
* Includes ` 353.96 Crores (2020 - ` 211.24 Crores) being net gain / (loss) on sale of investments.
23. Employee benefits expense
Salaries and wages 2423.33 2176.01

Contribution to Provident and other funds 182.14 181.99
Share based payments to employees {Includes cash-settled
share based payments ` 29.54 Crores [2020 - ` (10.19) Crores]} 56.69 95.58
Staff welfare expenses 197.49 239.91
2859.65 2693.49
Less: Recoveries made / reimbursements received 38.70 35.28
TOTAL 2820.95 2658.21
24. Finance costs
Interest expense:
– On Lease Liabilities 27.93 28.92
– On other financial liabilities measured at amortised cost 2.04 2.76
– Others 17.50 24.04
TOTAL 47.47 55.72

25. Other Expenses
Power and fuel 672.11 744.55

Consumption of stores and spare parts 266.68 302.00
Contract processing charges 671.80 834.51
Rent 211.59 247.06
Rates and taxes 81.64 137.73
Insurance 125.33 93.06
Repairs
– Buildings 48.30 70.99
– Machinery 224.09 248.95
– Others 41.02 67.92
Maintenance and upkeep 225.72 278.09
Outward freight and handling charges 1312.09 1220.15
Warehousing charges 160.45 159.77
Advertising / Sales promotion 1083.51 979.71
Market research 122.02 143.43
Design and product development 44.96 47.71
Hotel reservation / Marketing expenses 14.58 42.11
Retail accessories 134.35 128.21
Brokerage and discount - sales 15.33 16.35
Commission to selling agents 14.62 8.03
Bank and credit card charges 11.47 24.72
Information technology services 247.41 267.06
Travelling and conveyance 139.07 267.87
Training and development 11.02 24.03
Legal expenses 21.25 44.04
Consultancy / Professional fees 135.01 163.24
Postage, telephone etc. 17.39 19.08
Printing and stationery 9.74 17.33
Loss on sale of property, plant and equipment - Net 56.04 56.08
Loss on sale of stores and spare parts - Net 5.03 2.88
Miscellaneous expenses@ 984.41 1150.99
TOTAL 7167.09 7822.11
Miscellaneous expenses include:
(1) Auditors’ remuneration and expenses*
Audit fees 2.95 2.95
Tax audit fees 0.60 0.60
Fees for limited review 1.17 1.17
Fees for other services # 0.40 0.57
Reimbursement of expenses 0.15 0.57
(2) Cost auditors’ fees 0.11 0.10
* Excluding taxes.
# Auditors’ remuneration for current year excludes remuneration for services amounting to ` 2.01 Crores (2020 - ` 1.21 Crores)
rendered by network firm / entity which is a part of the network of which auditor is a member firm. Figures of previous year includes
remuneration of ` 0.47 Crore paid to erstwhile auditor.
@ Includes Contributions amounting - Nil (2020 - ` 73.81 Crores) made under Section 182 of the Companies Act, 2013.

26. Income Tax Expenses
A. Amount recognised in profit or loss

Current tax
Income tax for the year 3960.45 4581.16
Adjustments / (credits) related to previous years - Net 74.91 (139.19)
Total current tax 4035.36 4441.97
Deferred tax
Deferred tax for the year 172.06 (429.88)
Adjustments / (credits) related to previous years - Net (74.91) 18.67
Total deferred tax 97.15 (411.21)
TOTAL 4132.51 4030.76
B. Amount recognised in other comprehensive income

The tax (charge) / credit arising on income and expenses recognised in other comprehensive income is as follows:
On items that will not be reclassified to profit or loss
Remeasurements gains / (losses) on defined benefit plans 0.44 11.55
Equity instruments through other comprehensive income (1.62) –
Related to designated portion of hedging instruments in cash flow hedges 1.67 (1.93)
0.49 9.62
On items that will be reclassified to profit or loss
Related to designated portion of hedging instruments in cash flow hedges (10.26) 10.13
TOTAL (9.77) 19.75
C. Amount recognised directly in equity

The income tax (charged) / credited directly to equity during the year is as follows:
Deferred tax
Arising on gains / (losses) of hedging instruments in cash flow hedges
transferred to the initial carrying amounts of hedged items 1.26 4.47
TOTAL 1.26 4.47
D. Reconciliation of effective tax rate

The income tax expense for the year can be reconciled to the accounting profit as follows:
Profit before tax 17164.15 19166.81
Income Tax expense calculated @ 25.168% (2020- 25.168%) 4319.87 4823.90
Effect of remeasurement of Deferred Tax Liabilities (net)
as on 31st March, 2019* – (563.93)
Effect of tax relating to uncertain tax positions 25.59 46.25
Effect of different tax rate on certain items (80.21) (131.56)
Effect of Income not taxable (82.39) (131.01)
Other differences (50.35) 107.63
Total 4132.51 4151.28
Adjustments recognised in the current year in relation to the
current tax of prior years – (120.52)
Income Tax recognised in profit or loss 4132.51 4030.76
The tax rate of 25.168% (22% + surcharge @10% and cess @4%) used for the year 2020-21 and 2019-20 is the corporate tax rate applicable on
taxable profits under the Income-tax Act, 1961.
* On exercising the option permitted under Section 115BAA of the Income-tax Act, 1961 as introduced by the Taxation Laws (Amendment) Act, 2019.

27. Additional Notes to the Financial Statements
(i) Earnings per share: 2021 2020
Earnings per share has been computed as under:
(a) Profit for the year (` in Crores) 13031.64 15136.05
(b) Weighted average number of Ordinary shares outstanding for

the purpose of basic earnings per share 12,30,12,07,984 12,27,93,39,192
(c) Effect of potential Ordinary shares on Employee Stock Options

outstanding 12,73,424 1,31,85,149
(d) Weighted average number of Ordinary shares in computing

diluted earnings per share [(b) + (c)] 12,30,24,81,408 12,29,25,24,341
(e) Earnings per share on profit for the year

(Face Value ` 1.00 per share)
– Basic [(a) / (b)] 10.59 12.33
– Diluted [(a) / (d)] 10.59 12.31
(ii) Expenditure incurred under Section 135 of the Companies Act, 2013 on Corporate Social Responsibility (CSR) activities -
` 353.46 Crores (2020 - ` 326.49 Crores) comprising employee benefits expense of ` 14.96 Crores (2020 - ` 9.69 Crores) and
other expenses of ` 338.50 Crores (2020 - ` 316.80 Crores), of which ` 11.94 Crores (2020 - ` 26.66 Crores) is accrued for
payment as on 31st March, 2021. Such CSR expenditure of ` 353.46 Crores (2020 - ` 326.49 Crores) excludes ` 5.72 Crores
(2020 - ` 11.83 Crores) being the excess of expenditure of salaries of CSR personnel and administrative expenses over the
limit of 5% of total CSR expenditure laid down under Rule 7(1) of the Companies (Corporate Social Responsibility Policy)
Amendment Rules, 2021 for such expenses.
(iii) Research and Development expenses for the year amount to ` 131.22 Crores (2020 - ` 141.55 Crores).
(iv) Contingent liabilities and commitments:
(a) Contingent liabilities
Claims against the Company not acknowledged as debts ` 884.97 Crores (2020 - ` 735.31 Crores), including interest
on claims, where applicable, estimated to be ` 257.55 Crores (2020 - ` 233.50 Crores). These comprise:
Excise duty, VAT / sales taxes, GST and other indirect taxes claims disputed by the Company relating to issues of
applicability and classification aggregating ` 608.26 Crores (2020 - ` 573.99 Crores), including interest on claims,
where applicable, estimated to be ` 245.88 Crores (2020 - ` 222.46 Crores).
Local Authority taxes / cess / royalty on property, utilities, etc. claims disputed by the Company relating to issues of
applicability and determination aggregating ` 231.50 Crores (2020 - ` 117.72 Crores), including interest on claims,
where applicable, estimated to be ` 5.40 Crores (2020 - ` 5.29 Crores).
Third party claims arising from disputes relating to contracts aggregating ` 32.41 Crores (2020 - ` 32.28 Crores),
including interest on claims, where applicable, estimated to be ` 0.88 Crore (2020 - ` 0.75 Crore).
Other matters ` 12.80 Crores (2020 - ` 11.32 Crores), including interest on other matters, where applicable, estimated
to be ` 5.39 Crores (2020 - ` 5.00 Crores).
It is not practicable for the Company to estimate the closure of these issues and the consequential timings of cash
flows, if any, in respect of the above.

27. Additional Notes to the Financial Statements (Contd.)
(b) Commitments
Estimated amount of contracts remaining to be executed on capital accounts and not provided for ` 1398.30 Crores
(2020 - ` 1563.33 Crores).
Uncalled liability on investments partly paid is ` 55.88 Crores (2020 - ` 59.10 Crores).
Defined Benefit Plans / Long Term Compensated Absences:-

(v) (a)
Description of Plans

The Company makes contributions to both Defined Benefit and Defined Contribution Plans for qualifying employees. These
Plans are administered through approved Trusts, which operate in accordance with the Trust Deeds, Rules and applicable
Statutes. The concerned Trusts are managed by Trustees who provide strategic guidance with regard to the management
of their investments and liabilities and also periodically review their performance.

Provident Fund, Pension and Gratuity Benefits are funded and Leave Encashment Benefits are unfunded in nature. The
Defined Benefit Pension Plans are based on employees’ pensionable remuneration and length of service. Under the
Provident Fund, Gratuity and Leave Encashment Schemes, employees are entitled to receive lump sum benefits.

The liabilities arising in the Defined Benefit Schemes are determined in accordance with the advice of independent,
professionally qualified actuaries, using the projected unit credit method. The Company makes regular contributions to
these Employee Benefit Plans. Additional contributions are made to these plans as and when required based on actuarial
valuation. Some Group companies also participate in these Plans. These participating Group companies make contributions
to the Plans for their respective employees on a uniform basis and each entity ascertains their obligation through actuarial
valuation. The net Defined Benefit cost is recognised by these companies in their respective Financial Statements.
Risk Management

The Defined Benefit Plans expose the Company to risk of actuarial deficit arising out of investment risk, interest rate risk and
salary cost inflation risk.

Investment Risks: This may arise from volatility in asset values due to market fluctuations and impairment of assets due to
credit losses. These Plans primarily invest in debt instruments such as Government securities and highly rated corporate
bonds – the valuation of which is inversely proportional to the interest rate movements.

Interest Rate Risk: The present value of Defined Benefit Plans liability is determined using the discount rate based on the
market yields prevailing at the end of reporting period on Government bonds. A decrease in yields will increase the fund
liabilities and vice-versa.

Salary Cost Inflation Risk: The present value of the Defined Benefit Plan liability is calculated with reference to the future
salaries of participants under the Plan. Increase in salary might lead to higher liabilities.

These Plans have a relatively balanced mix of investments in order to manage the above risks. The investment strategy is
designed based on the interest rate scenario, liquidity needs of the Plans and pattern of investment as prescribed under
various statutes.

The Trustees regularly monitor the funding and investments of these Plans. Risk mitigation systems are in place to ensure
that the health of the portfolio is regularly reviewed and investments do not pose any significant risk of impairment. Periodic
audits are conducted to ensure adequacy of internal controls. Pension obligation of the employees is secured by purchasing
annuities thereby de-risking the Plans from future payment obligation.


Pension Gratuity Leave Pension Gratuity Leave

Encashment Encashment
Funded Unfunded Funded Unfunded
I Components of Employer Expense
– Recognised in the Statement of
Profit and Loss
1 Current Service Cost 49.90 31.59 9.21 45.71 30.71 8.95
2 Past Service Cost – – – – – –
3 Net Interest Cost (0.13) (0.18) 7.33 (5.87) (2.86) 7.39
4 Total expense recognised in the
Statement of Profit and Loss 49.77 31.41 16.54 39.84 27.85 16.34
– Re-measurements recognised in Other
Comprehensive Income
5 Return on plan assets (excluding
amounts included in Net Interest Cost) (40.28) (4.33) – 9.17 (0.92) –
6 Effect of changes in demographic
assumptions – – – 10.74 0.68 0.56
7 Effect of changes in financial assumptions – – – 69.62 35.65 11.70
8 Changes in asset ceiling (excluding
interest income) – – – – – –
9 Effect of experience adjustments 68.63 0.84 5.24 (10.34) (2.84) 1.07
10 Total re-measurements included in
Other Comprehensive Income 28.35 (3.49) 5.24 79.19 32.57 13.33
11 Total defined benefit cost
recognised in the Statement of
Profit and Loss and Other
Comprehensive Income (4+10) 78.12 27.92 21.78 119.03 60.42 29.67
The current service cost, past service cost and net interest cost for the year pertaining to Pension and Gratuity expenses
have been recognised in “Contribution to Provident and other funds” and Leave Encashment in “Salaries and wages”
under Note 23. The remeasurements of the net defined benefit liability are included in Other Comprehensive Income.
(` in Crores)
II Actual Returns 90.51 27.01 – 49.32 26.69 –
III Net Asset / (Liability) recognised
in Balance Sheet
1 Present Value of Defined Benefit
Obligation 933.22 396.43 133.52 838.37 377.93 122.67
2 Fair Value of Plan Assets 822.53 376.20 – 784.83 349.57 –
3 Status [Surplus / (Deficit)] (110.69) (20.23) (133.52) (53.54) (28.36) (122.67)
4 Restrictions on Asset Recognised – – – – – –

(` in Crores)
5 Net Asset / (Liability) recognised
in Balance Sheet
Current Non-current Current Non-current

– Pension (110.69) – (53.54) –
– Gratuity (20.23) – (28.36) –
– Leave Encashment (25.61) (107.91) (22.98) (99.69)


IV Change in Defined Benefit
Obligation (DBO)
1 Present Value of DBO at the beginning
of the year 838.37 377.93 122.67 733.03 320.10 103.98
2 Current Service Cost 49.90 31.59 9.21 45.71 30.71 8.95
3 Past Service Cost – – – – – –
4 Interest Cost 50.10 22.50 7.33 52.62 22.91 7.39
5 Remeasurement gains / (losses):
a. Effect of changes in
demographic assumptions – – – 10.74 0.68 0.56
b. Effect of changes in financial
assumptions – – – 69.62 35.65 11.70
c. Changes in asset ceiling
(excluding interest income) – – – – – –
d. Effect of experience adjustments 68.63 0.84 5.24 (10.34) (2.84) 1.07
6 Curtailment Cost / (Credits) – – – – – –
7 Settlement Cost / (Credits) – – – – – –
8 Liabilities assumed in business
combination – 2.59 – – – –
9 Effects of transfer In / (Out) (0.06) – – (0.29) – –
10 Benefits Paid (73.72) (39.02) (10.93) (62.72) (29.28) (10.98)
11 Present Value of DBO at the
end of the year 933.22 396.43 133.52 838.37 377.93 122.67
(` in Crores)
V Best Estimate of Employers’ Expected
Contribution for the next year
– Pension 164.33 135.40

– Gratuity 60.35 51.40



VI Change in Fair Value of Assets
1 Plan Assets at the beginning
of the year 784.83 349.57 – 775.01 337.63 –
2 Assets acquired in Business
Combination – 1.88 – – – –
3 Interest Income 50.23 22.68 – 58.49 25.77 –
4 Remeasurement Gains / (Losses)
on plan assets 40.28 4.33 – (9.17) 0.92 –
5 Actual Company Contributions 20.97 36.76 – 23.51 14.53 –
6 Benefits Paid (73.72) (39.02) – (62.72) (29.28) –
7 Effects of transfer In / (Out) (0.06) – – (0.29) – –
8 Plan Assets at the end of the year 822.53 376.20 – 784.83 349.57 –
VII Actuarial Assumptions As at 31st March, 2021 As at 31st March, 2020
Discount Rate (%) Discount Rate (%)

1 Pension 6.25 6.25
2 Gratuity 6.25 6.25
3 Leave Encashment 6.25 6.25
The estimates of future salary increases, generally between 4% to 5%, considered in actuarial valuations take account of
inflation, seniority, promotion and other relevant factors such as supply and demand factors in the employment market.
VIII Major Category of Plan Assets as a %

of the Total Plan Assets
1 Government Securities / Special
Deposit with RBI 24.25% 25.80%
2 High Quality Corporate Bonds 11.50% 15.00%
3 Insurer Managed Funds* 53.19% 46.79%
4 Mutual Funds 3.51% 2.21%
5 Cash and Cash Equivalents 5.74% 7.63%
6 Term Deposits 1.81% 2.57%
* In the absence of detailed information regarding plan assets which is funded with Insurance Companies, the composition
of each major category of plan assets, the percentage or amount for each category to the fair value of plan assets has
not been disclosed.
The fair value of Government securities, corporate bonds and mutual funds are determined based on quoted market prices
in active markets. The employee benefit plans do not hold any securities issued by the Company.

IX Basis used to determine the Expected Rate of Return on Plan Assets

The expected rate of return on plan assets is based on the current portfolio of assets, investment strategy and market
scenario. In order to protect the capital and optimize returns within acceptable risk parameters, the plan assets are well
diversified.


X Net Asset / (Liability) recognised
in Balance Sheet (including experience
adjustment impact)
1 Present Value of Defined
Benefit Obligation 933.22 396.43 133.52 838.37 377.93 122.67
2 Fair Value of Plan Assets 822.53 376.20 – 784.83 349.57 –
3 Status [Surplus / (Deficit)] (110.69) (20.23) (133.52) (53.54) (28.36) (122.67)
4 Experience Adjustment of
Plan Assets [Gain / (Loss)] 40.28 4.33 – (9.17) 0.92 –
5 Experience Adjustment of
obligation [(Gain) / Loss] 68.63 0.84 5.24 (10.34) (2.84) 1.07
XI Sensitivity Analysis
The Sensitivity Analysis below has been determined based on reasonably possible change of the respective assumptions
occurring at the end of the reporting period, while holding all other assumptions constant. These sensitivities show the
hypothetical impact of a change in each of the listed assumptions in isolation. While each of these sensitivities holds all other
assumptions constant, in practice such assumptions rarely change in isolation and the asset value changes may offset the
impact to some extent. For presenting the sensitivities, the present value of the Defined Benefit Obligation has been calculated
using the projected unit credit method at the end of the reporting period, which is the same as that applied in calculating the
Defined Benefit Obligation presented above. There was no change in the methods and assumptions used in the preparation of
the Sensitivity Analysis from previous year.
(` in Crores)
DBO as at 31st March, 2021 DBO as at 31st March, 2020
1 Discount Rate + 100 basis points 1378.32 1258.30

2 Discount Rate – 100 basis points 1559.76 1430.79
3 Salary Increase Rate + 1% 1549.04 1420.95
4 Salary Increase Rate – 1% 1386.12 1265.43
Maturity Analysis of the Benefit Payments As at 31st March, 2021 As at 31st March, 2020
1 Year 1 238.72 201.87

2 Year 2 179.18 181.39
3 Year 3 114.90 125.52
4 Year 4 122.60 102.66
5 Year 5 142.90 107.86
6 Next 5 Years 441.21 449.17

(b) Amounts towards Defined Contribution Plans have been recognised under “Contribution to Provident and other funds” in
Note 23: ` 100.96 Crores (2020 - ` 114.30 Crores).
(vi) Transactions with subsidiaries of TMI’s [Tobacco Manufacturers (India) Limited] ultimate parent company comprise Sale of
goods / services ` 758.00 Crores (2020 - ` 696.30 Crores), Dividend payments ` 971.52 Crores (2020 - ` 368.73 Crores),
Others ` 28.58 Crores (2020 - ` 27.33 Crores).
(vii) Leases:
As a Lessee
The Company’s significant leasing arrangements are in respect of operating leases for land, buildings (comprising licensed
properties, residential premises, office premises, stores, warehouses etc.) and plant & equipment. These arrangements generally
range between 2 years and 10 years, except for certain land and building leases where the lease term ranges up to 99 years.
The lease arrangements have extension / termination options exercisable by either parties which may make the assessment of
lease term uncertain. While determining the lease term, the Management considers all facts and circumstances that create an
economic incentive to exercise an extension option, or not exercise a termination option.
The amount of ROU Assets and Lease Liabilities recognised in the Balance Sheet are disclosed in Note 3G and Note 15
respectively. The total cash outflow for leases for the year is ` 373.38 Crores (2020 - ` 424.06 Crores) [including payments of
` 295.00 Crores (2020 - ` 346.79 Crores) in respect of short-term / low-value leases and variable lease payments of ` 0.69 Crore
(2020 - ` 4.32 Crores)].
The sensitivity of variable lease payments and effect of extension / termination options not included in measurement of lease
liabilities is not material.
The undiscounted maturities of lease liabilities including interest thereon over the remaining lease term is as follows:
(` in Crores)
Term As at 31st March, 2021 As at 31st March, 2020
Not later than three years 177.64 187.26

Later than three years and not later than ten years 169.20 159.54
Later than ten years and not later than twenty five years 219.49 223.44
Later than twenty five years and not later than fifty years 216.76 218.28
Later than fifty years 203.64 195.28
As a Lessor
The Company has leased out its investment properties etc. under operating lease for periods ranging upto 30 years. Lease
payments are structured with periodic escalations consistent with the prevailing market conditions. There are no variable lease
payments. The details of income from such leases are disclosed under Note 3C and Note 22. The Company does not have any
risk relating to recovery of residual value of investment property at the end of leases considering the business requirements and
other alternatives.
The undiscounted minimum lease payments to be received over the remaining non-cancellable term on an annual basis are as
follows:
(` in Crores)
Term As at 31st March, 2021 As at 31st March, 2020
1st year 91.40 98.94

2nd year 17.18 90.23
3rd year 1.10 17.69
4th year 0.56 0.57
5th year 0.58 Nil
Beyond 5 years 27.57 Nil

(viii) Under the terms of the Joint Venture Agreement (JVA), Logix Developers Private Limited (LDPL) was to develop a luxury
hotel-cum-service apartment complex. However, Logix Estates Private Limited, Noida, the JV partner communicated its intention
to explore alternative development plans to which the Company reiterated that it was committed only to the project as envisaged
in the JVA. The JV partner refused to progress the project and instead expressed its intent to exit the JV by selling its stake
to the Company and subsequently proposed that both parties should find a third party to sell the entire shareholding in LDPL.
The resultant deadlock has stalled the project. The Company’s petition that the affairs of the JV are being conducted in a manner
that is prejudicial to the interest of the Company and the JV entity, as also a petition for winding up of LDPL filed by Logix
Estates, are currently before the Hon’ble National Company Law Tribunal. The financial statements of LDPL for the year ended
31st March, 2021 are yet to be approved by its Board of Directors.
(ix) The Company on 27th July, 2020, acquired, in an all cash deal, 100% of the equity share capital of Sunrise Foods Private
Limited (Sunrise), an Indian company primarily engaged in the business of spices under the trademark ‘Sunrise’. The Scheme
of Amalgamation of Sunrise with the Company was sanctioned by the Hon’ble National Company Law Tribunal, Kolkata Bench,
vide order dated 26th February, 2021 and became effective from 1st April, 2021, with the Appointed Date being 27th July, 2020.
Further, pursuant to the amalgamation of Sunrise, its wholly owned subsidiaries viz., Hobbits International Foods Private Limited
and Sunrise Sheetgrah Private Limited, have become direct wholly owned subsidiaries of the Company with effect from the
Appointed Date. Necessary petition for amalgamation of these subsidiaries with the Company is pending before the Hon’ble
National Company Law Tribunal, Allahabad Bench.
The amalgamation has been accounted for using the acquisition method prescribed under Ind AS 103 – ‘Business Combinations’,
and accordingly, the identifiable assets (both tangible and intangible) acquired and liabilities assumed are recorded at their
acquisition date fair values as determined by an independent valuer. Excess of purchase consideration over the fair value of
identified assets acquired and liabilities assumed has been recognised as Goodwill.
The total purchase consideration (including fair value of contingent consideration of ` 134.93 Crores) is ` 2340.10 Crores. The
fair value of identifiable assets acquired and liabilities assumed on acquisition are as follows:
Particulars ` in Crores
Tangible assets 69.72

Right of use assets 9.99
Other intangible assets 1508.61
Investments in subsidiaries 12.96
Trade receivables 28.32
Other assets (net) 133.30
Sub Total 1762.90
Goodwill # 577.20
Total 2340.10
# Goodwill is attributed to the potential of growing the brand nationally, assembled workforce, expected operating synergies etc.
Goodwill has not been considered as a depreciable asset for income tax purpose.
As a part of the acquisition, contingent consideration of an amount not exceeding ` 150.00 Crores (undiscounted value) is
payable to the Sellers of Sunrise in two annual tranches on the business achieving mutually agreed operational and financial
milestones. The fair value of contingent consideration as on 31st March, 2021 is ` 139.51 Crores.
(x) The Company on 17th September, 2020 acquired, in the second tranche, 1964 Compulsorily Convertible Preference Shares
of ` 10/- each of Delectable Technologies Private Limited (Delectable), consequent to which the Company’s shareholding in
Delectable aggregated 20.06% of its share capital on a fully diluted basis. Accordingly, Delectable has become an associate of
the Company and the investment is being carried at cost.

(xi) Information in respect of Options granted under the Company’s Employee Stock Option Schemes (‘Schemes’):
Sl. ITC Employee Stock Option ITC Employee Stock Option

No. Scheme - 2006 Scheme - 2010
1. Date of Shareholders’ : 22-01-2007 23-07-2010

approval
2. Total number of Options : Options equivalent to 37,89,18,503 Options equivalent to 55,60,44,823

approved under the Schemes Ordinary Shares of `1.00 each Ordinary Shares of `1.00 each
(Adjusted for Bonus Shares
issued in terms of
Shareholders approval)
3. Vesting Schedule : The vesting period for conversion of Options is as follows:

4. Pricing Formula : The Pricing Formula, as approved by the Shareholders of the Company, is such price, as
determined by the Nomination & Compensation Committee, which is no lower than the
closing price of the Company’s Share on the National Stock Exchange of India Limited
(‘the NSE’) on the date of grant, or the average price of the Company’s Share in the six
months preceding the date of grant based on the daily closing price on the NSE, or the
‘market price’ as defined from time to time under the Securities and Exchange Board of
India (Share Based Employee Benefits) Regulations, 2014.
The Options have been granted at ‘market price’ as defined under the aforesaid
Regulations.
5. Maximum term of Options : Five years - the exercise period commences from the date of vesting of the Options
granted granted and expires at the end of five years from the date of vesting.
6. Source of Shares : Primary
7. Variation in terms of Options : None
8. Method used for accounting of : The employee compensation cost has been calculated using the fair value method of
share-based payment plans accounting for Options issued under the Company’s Employee Stock Option Schemes.
The employee compensation cost as per fair value method for the financial year 2020-21
is ` 27.15 Crores (2020 - ` 105.77 Crores); for the group entities, such compensation cost
is ` (0.49) Crore (2020 - ` 8.27 Crores).
9. Nature and extent of employee : In addition to the terms and conditions provided in the table under Serial Nos. (3) to (5)
share based payment plans hereinbefore, each Option entitles the holder thereof to apply for and be allotted ten
that existed during the period Ordinary Shares of the Company of ` 1.00 each upon payment of the exercise price during
including the general terms the exercise period.
and conditions of each plan
10. Weighted average exercise : Weighted average exercise price per Option : ` 1,699.20
prices and weighted average Weighted average fair value per Option : ` 253.87
fair values of Options whose
exercise price either equals
or exceeds or is less than the
market price of the stock


11. Option movements during :

the year
a) Options outstanding at the : 3,85,880 3,41,94,663

beginning of the year
b) Options granted during : 1,19,650 6,18,250

the year
c) Options cancelled and : 34,942 44,40,910

lapsed during the year
d) Options vested and : 40,647 25,44,818

exercisable during the year
(net of Options lapsed and
exercised)
e) Options exercised during : 58,000 16,03,299

the year
f) Number of Ordinary Shares : 5,80,000 1,60,32,990

of ` 1.00 each arising as a
result of exercise of Options
during the year
g) Options outstanding at the : 4,12,588 2,87,68,704

end of the year (a+b-c-e)
h) Options exercisable at the : 2,92,938 2,75,56,418

end of the year
i) Money realised by exercise : 9.65 281.00

of the Options during
the year (` in Crores)
12. Summary of the status of :

Options:
Particulars As at 31st March, 2021 As at 31st March, 2020
No. of Options Weighted Average No. of Options Weighted Average

Exercise Prices (`) Exercise Prices (`)
Outstanding at the beginning : 3,45,80,543 2364.54 3,81,90,906 2321.75

of the year
Add: Granted during the year : 7,37,900 1699.20 4,60,950 2510.50
Less: Lapsed during the year : 44,75,852 2236.28 7,11,349 2540.29
Less: Exercised during the year : 16,61,299 1749.52 33,59,964 1861.02
Outstanding at the end of the year : 2,91,81,292 2402.40 3,45,80,543 2364.54
Options exercisable at the end : 2,78,49,356 2416.25 3,12,75,682 2316.88

of the year

13. Weighted average share price : The weighted average share price of Shares, arising upon exercise of Options during
of Shares arising upon exercise the year ended 31st March, 2021, was ` 198.13 (2020 - ` 258.84). This was based on
of Options the closing market price on NSE on the date of exercise of Options (i.e. the date of
allotment of shares by the Securityholders Relationship Committee).
14. Summary of Options outstanding, scheme-wise:
No. of Options Range of Exercise Weighted average No. of Options Range of Exercise Weighted average
Outstanding Prices (`) remaining Outstanding Prices (`) remaining
contractual life contractual life
ITC Employee Stock Option : 4,12,588 1698.00 – 2885.50 3.45 3,85,880 1663.00 – 2885.50 2.45
Scheme - 2006
ITC Employee Stock Option : 2,87,68,704 1698.00 – 2885.50 2.12 3,41,94,663 1663.00 – 2885.50 2.59
Scheme - 2010
15. A description of the method used : The fair value of each Option is estimated using the Black Scholes Option Pricing
during the year to estimate the fair model.
values of Options, the weighted Weighted average exercise price per Option : ` 1,699.20
average exercise prices and
Weighted average fair value per Option : ` 253.87
weighted average fair values of
Options granted
The significant assumptions used : The fair value of each Option is estimated using the Black Scholes Option Pricing
to ascertain the above model after applying the following key assumptions on a weighted average basis:
(i) Risk-free interest rate 5.19%
(ii) Expected life 4.60 years
(iii) Expected volatility 24.48%
(iv) Expected dividends 5.81%
(v) The price of the underlying shares in market at the time of Option grant ` 1,699.20
(One Option = 10 Ordinary Shares)
16. Methodology for determination of : The volatility used in the Black Scholes Option Pricing model is the annualised standard
expected volatility. deviation of the continuously compounded rates of return on the stock over a period of
time. The period considered for the working is commensurate with the expected life of
the Options and is based on the daily volatility of the Company’s stock price on NSE.
The Company has incorporated the early exercise of Options by calculating expected
life on past exercise behaviour. There are no market conditions attached to the grant
and vest.

17 Options granted to : As provided below:-

(a) Senior managerial personnel Name Designation No. of Options granted during the
financial year 2020-21
1 S. Puri Chairman & Managing Director 1,09,700
2 N. Anand Executive Director 54,850
3 B. Sumant Executive Director 54,850
4 R. Tandon Executive Director 54,850
5 Supratim Dutta Chief Financial Officer 9,050
6 H. Malik Divisional Chief Executive (FBD) 9,050
7 A. K. Rajput Senior Vice President - Corporate Affairs 11,100
8 S. Rangrass Group Head - LS&T, Central Projects,
EHS & Quality Assurance 7,250
9 S. K. Singh Group Head - Paper & Packaging 13,250
10 S. Sivakumar Group Head - Agri Business 13,250
11 R. K. Singhi Executive Vice President &
Company Secretary 6,300
The Optionees were granted Options on 5th November, 2020 at the exercise price of ` 1,698.00 per Option.
(b) Any other employee who received a grant on any one year : None
of Options amounting to 5% or more of the Options granted
during the year.
(c) Identified employees who were granted Options, during any : None
one year, equal to or exceeding 1% of the issued capital
(excluding outstanding warrants and conversions) of the
Company at the time of grant.
Abbreviations denote :
FBD Foods Business Division
LS&T Life Sciences & Technology
EHS Environment, Health & Safety
(xii) Information in respect of Stock Appreciation Linked Reward Plan:

Sl. Particulars Details
No.
1. Nature and extent of Stock Appreciation : ITC Employee Cash Settled Stock Appreciation Linked Reward Plan (ITC ESAR Plan).
Linked Reward Plan that existed during Under the ITC ESAR Plan, the eligible employees receive cash on vesting of SAR units,
the year along with general terms and equivalent to the difference between the grant price and the market price of the share on
conditions vesting of SAR units subject to the terms and conditions specified in the Plan.
2. Settlement Method : Cash – Settled
3. Vesting period and maximum term of SAR : Over a period of five years from the date of grant in accordance with the Plan.
granted
4. Method used to estimate the fair value of : Black Scholes Option Pricing model. The said model considers inputs such as Risk-free
SAR granted interest rate, Expected life, Expected volatility, Expected dividend, Market Price etc. The
number of SAR units outstanding as at 31st March, 2021 is 52,96,190 (2020 - 55,33,730)
and the weighted average fair value at measurement date is ` 162.39 (2020 - ` 67.08) per
SAR unit.
5. Total cost recognised in the profit or loss : The cost has been calculated using the fair value method of accounting for SAR units issued
under the ITC ESAR Plan. The employee benefits expense / (reversal) as per fair value
method for the financial year 2020-21 is ` 29.54 Crores [2020 - ` (10.19) Crores] and ` 1.31
Crores [2020 - ` (0.41) Crore] for group entities (Refer Note 23). The amount carried in the
Balance Sheet as a non - current financial liability is ` 33.13 Crores (2020 - ` 8.01 Crores) and
as current financial liability is ` 4.08 Crores (2020 - ` 0.06 Crore) (Refer Note 16).
(xiii) Micro, Small and Medium scale business entities:

A sum of ` 76.92 Crores is payable to Micro and Small Enterprises as at 31st March, 2021 (2020 - ` 51.35 Crores). The above amount
comprises ` 59.34 Crores (2020 - ` 34.67 Crores) on account of trade payables and ` 17.58 Crores (2020 - ` 16.68 Crores) on account
of liabilities other than trade payables. There are no Micro, Small and Medium Enterprises to whom the Company owes dues, which are
outstanding for more than 45 days during the year and also as at 31st March, 2021. This information as required to be disclosed under
the Micro, Small and Medium Enterprises Development Act, 2006 has been determined to the extent such parties have been identified
on the basis of information available with the Company.
(xiv) The financial statements were approved for issue by the Board of Directors on 1st June, 2021.

28. Segment Reporting
(` in Crores)
2021 2020
External Inter Segment Total External Inter Segment Total
1. Segment Revenue - Gross
FMCG - Cigarettes 20333.12 – 20333.12 21201.74 – 21201.74
FMCG - Others 14708.62 19.59 14728.21 12813.73 30.50 12844.23
FMCG - Total 35041.74 19.59 35061.33 34015.47 30.50 34045.97
Hotels 623.59 3.92 627.51 1823.41 13.87 1837.28
Agri Business 7866.06 4716.18 12582.24 5904.39 4336.33 10240.72
Paperboards, Paper and Packaging 4619.85 998.70 5618.55 4580.45 1526.73 6107.18
Segment Total 48151.24 5738.39 53889.63 46323.72 5907.43 52231.15
Eliminations (5738.39) (5907.43)
Gross Revenue from sale of products and services 48151.24 46323.72
2. Segment Results
FMCG - Cigarettes 12720.41 14852.55
FMCG - Others 832.69 423.05
FMCG - Total 13553.10 15275.60
Hotels (534.91) 157.75
Agri Business 820.74 788.92
Paperboards, Paper and Packaging 1098.68 1305.33
Segment Total 14937.61 17527.60
Eliminations 44.76 (37.54)
Total 14982.37 17490.06
Unallocated corporate expenses net of unallocated income 829.53 1059.66
Profit before interest etc. and taxation 14152.84 16430.40
Finance Costs 47.47 55.72
Interest earned on loans and deposits, income from current and
non-current investments, profit and loss on sale of investments etc. - Net 3058.78 2924.24
Exceptional items – (132.11)
Tax expense 4132.51 4030.76
Profit for the year 13031.64 15136.05
3. Other Information 2021 2020

Segment Segment Segment Segment
Assets Liabilities Assets Liabilities
FMCG - Cigarettes 6737.04 4469.56 6903.91 3991.11
FMCG - Others 11392.40 2534.55 8694.53 2133.61
FMCG - Total 18129.44 7004.11 15598.44 6124.72
Hotels 6525.59 769.31 6646.08 858.06
Agri Business 5004.19 1158.87 4030.59 1098.29
Paperboards, Paper and Packaging 7244.53 1080.26 6823.85 764.73
Segment Total 36903.75 10012.55 33098.96 8845.80
Unallocated Corporate Assets / Liabilities 34676.79 2563.41 42136.40 2360.40
Total 71580.54 12575.96 75235.36 11206.20

28. Segment Reporting (Contd.)
(` in Crores)
2021 2020
Capital Depreciation Capital Depreciation
expenditure and amortization expenditure and amortization
FMCG - Cigarettes 79.95 263.74 129.92 272.57
FMCG - Others 475.07 484.13 838.64 490.96
FMCG - Total 555.02 747.87 968.56 763.53
Hotels 201.08 266.31 721.25 262.13
Agri Business 38.57 75.36 54.79 72.80
Segment Total 1570.07 1449.35 1992.46 1455.97
Unallocated 71.96 112.48 322.45 107.30
Total 1642.03 1561.83 2314.91 1563.27
Non Cash expenditure Non Cash expenditure
other than depreciation other than depreciation
FMCG - Others 60.46 52.12
FMCG - Total 82.33 63.08
Hotels 4.71 10.18
Segment Total 125.36 86.67
GEOGRAPHICAL INFORMATION
2021 2020
1. Revenue from external customers
– Within India 42974.35 43261.67
– Outside India 5176.89 3062.05
Total 48151.24 46323.72
2. Non-current assets
– Within India 26739.91 24662.45
– Outside India 0.01 0.01
Total 26739.92 24662.46
NOTES:
(1) The Company’s corporate strategy aims at creating multiple drivers of growth anchored on its core competencies. The Company is currently focused on
four business groups : FMCG, Hotels, Paperboards, Paper and Packaging and Agri Business. The Company’s organisational structure and governance
processes are designed to support effective management of multiple businesses while retaining focus on each one of them.
The Operating Segments have been reported in a manner consistent with the internal reporting provided to the Corporate Management Committee, which
is the Chief Operating Decision Maker.
(2) The business groups comprise the following :
FMCG : Cigarettes – Cigarettes, Cigars, etc.
: Others – Branded Packaged Foods Businesses (Staples & Meals; Snacks; Dairy & Beverages; Biscuits &
Cakes; Chocolates, Coffee & Confectionery); Education and Stationery Products; Personal Care
Products; Safety Matches and Agarbattis; Apparel.
Hotels – Hoteliering.
Paperboards, Paper and Packaging – Paperboards, Paper including Specialty Paper and Packaging including Flexibles.
Agri Business – Agri commodities such as soya, spices, coffee and leaf tobacco.
(3) The geographical information considered
for disclosure are: – Sales within India.
– Sales outside India.
(4) Segment results of ‘FMCG : Others’ are after considering significant business development, brand building and gestation costs of the Branded Packaged
Foods businesses and Personal Care Products business.
(5) As stock options and stock appreciation linked reward units are granted under the ITC ESOS and ITC ESARP respectively to align the interests of
employees with those of shareholders and also to attract and retain talent for the enterprise as a whole, the charge thereof do not form part of the segment
performance reviewed by the Corporate Management Committee.
(6) The Company is not reliant on revenues from transactions with any single external customer and does not receive 10% or more of its revenues from
transactions with any single external customer.

29. Related Party Disclosures
1. ENTERPRISES WHERE CONTROL EXISTS:

Subsidiaries:
a) Srinivasa Resorts Limited
b) Fortune Park Hotels Limited
c) Bay Islands Hotels Limited
d) WelcomHotels Lanka (Private) Limited, Sri Lanka
e) Landbase India Limited
f) Russell Credit Limited and its subsidiary
Greenacre Holdings Limited
g) Technico Pty Limited, Australia and its subsidiaries
Technico Technologies Inc., Canada
Technico Asia Holdings Pty Limited, Australia and its subsidiary
Technico Horticultural (Kunming) Co. Limited, China
h) Technico Agri Sciences Limited
i) Wimco Limited
j) Pavan Poplar Limited
k) Prag Agro Farm Limited
l) ITC Infotech India Limited and its subsidiaries
ITC Infotech Limited, UK
ITC Infotech (USA), Inc. and its subsidiary
Indivate Inc., USA
m) Gold Flake Corporation Limited
n) ITC Investments & Holdings Limited and its subsidiary
MRR Trading & Investment Company Limited
o) Surya Nepal Private Limited
p) North East Nutrients Private Limited
q) ITC IndiVision Limited (w.e.f. 29.07.2020)
r) Sunrise Sheetgrah Private Limited (w.e.f. 27.07.2020)
s) Hobbits International Foods Private Limited (w.e.f. 27.07.2020)

2. OTHER RELATED PARTIES WITH WHOM THE COMPANY HAD TRANSACTIONS
i) Associates & Joint Ventures:
Associates
a) Gujarat Hotels Limited
b) International Travel House Limited
c) Delectable Technologies Private Limited (w.e.f. 17.09.2020)
– being associates of the Company, and
d) Tobacco Manufacturers (India) Limited, UK
– of which the Company is an associate
Associates of the Company’s subsidiaries
a) ATC Limited
– being associate of Gold Flake Corporation Limited
b) Divya Management Limited, and
c) Antrang Finance Limited
– being associate of Russell Credit Limited
Joint Ventures
Joint Venture of the Company’s subsidiary
– being joint venture of Gold Flake Corporation Limited

29. Related Party Disclosures (Contd.)
ii) a) Key Management Personnel:

S. Puri Chairman & Managing Director
N. Anand Executive Director
B. Sumant Executive Director
R. Tandon* Executive Director
S. Banerjee# Non-Executive Director
H. Bhargava Non-Executive Director
A. Duggal# Non-Executive Director
A. Jerath$ Non-Executive Director
S. B. Mathur# Non-Executive Director
A. Nayak# Non-Executive Director
N. Rao# Non-Executive Director
A. K. Seth# Non-Executive Director
M. Shankar# Non-Executive Director
D. R. Simpson Non-Executive Director
# Independent Directors
* ceased as Chief Financial Officer w.e.f. 05.09.2020
$ resigned as Non-Executive Director w.e.f. 01.05.2021
Chief Financial Officer

S. Dutta (w.e.f. 05.09.2020)
Company Secretary
R. K. Singhi
Members - Corporate Management Committee

S. Puri
N. Anand
B. Sumant
R. Tandon
S. K. Singh
S. Sivakumar
S. Dutta (w.e.f. 05.09.2020)
H. Malik (w.e.f. 05.09.2020)
A. Rajput (w.e.f. 05.09.2020)
S. Rangrass (w.e.f. 24.09.2020)
C. Dar (upto 23.09.2020)
b) Relatives of Key Management Personnel:

T. Anand (wife of N. Anand)
R. Tandon (wife of R. Tandon)
N. Singhi (wife of R. K. Singhi)
iii) Employee Trusts:

a) IATC Provident Fund
b) ITC Defined Contribution Pension Fund
c) ITC Management Staff Gratuity Fund
d) ITC Employees Gratuity Fund
e) ITC Gratuity Fund ‘C’
f) ITC Pension Fund
g) ILTD Seasonal Employees Pension Fund
h) ITC Platinum Jubilee Pension Fund
i) ITC Bhadrachalam Paperboards Limited Management Staff Pension Fund
j) ITC Bhadrachalam Paperboards Limited Gratuity Fund ‘A’
k) ITC Bhadrachalam Paperboards Limited Gratuity Fund ‘C’
l) ITC Hotels Limited Employees Superannuation Scheme

3. DISCLOSURE OF TRANSACTIONS BETWEEN THE COMPANY AND RELATED PARTIES AND THE STATUS OF OUTSTANDING BALANCES AS AT 31.03.2021 (` in Crores)
Enterprises where Relatives of Key
control exists Key Management Employee
RELATED PARTY TRANSACTIONS SUMMARY Associates Joint Ventures Management Total
Personnel Trusts
Subsidiaries Personnel
2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020
1. Sale of Goods / Services 256.06 329.45 0.30 0.26 34.04 25.70 290.40 355.41
2. Purchase of Goods/Services 422.08 383.02 51.72 114.63 229.79 242.95 703.59 740.60
3. Acquisition cost of Property, Plant and Equipment 2.07 5.10 2.07 5.10
4. Sale of Property, Plant and Equipment 12.62 1.00 – 0.18 12.62 1.18
5. Investment in Subsidiaries 360.57 202.39 360.57 202.39
6. Renunciation of Rights Issue entitlement 6.45 – 6.45 –
7. Value of Share Based Payment
7A. Capital Contribution for Share Based Payments (9.80) (0.33) (9.80) (0.33)
7B. Reimbursement for Share Based Payments 1.94 2.53 0.39 0.29 0.09 0.09 2.42 2.91
8. Rent Received* 25.86 21.33 0.63 0.93 26.49 22.26
9. Rent Paid 8.05 8.56 1.17 4.42 0.58 0.31 0.32 0.32 10.12 13.61
10. Remuneration of Managers on Deputation reimbursed 2.50 3.05 6.00 6.28 8.50 9.33
11. Remuneration of Managers on Deputation recovered 30.65 26.11 6.23 5.56 1.29 1.06 38.17 32.73
12. Contribution to Employees’ Benefit Plans 112.98 88.73 112.98 88.73
13. Dividend Income 723.43 541.93 0.43 0.68 723.86 542.61
14. Dividend Payments 4512.20 1712.55 5.51 0.69 4517.71 1713.24
15. Interest Income 2.70 5.78 2.70 5.78
16. Expenses Recovered 10.75 23.17 0.17 0.22 0.20 0.21 – … 11.12 23.60
17. Expenses Reimbursed 3.08 4.82 0.23 0.25 – 0.01 0.02 0.04 3.33 5.12
18. Advances Given during the year – 0.30 0.06 0.68 0.06 0.98
19. Adjustment / Receipt towards Refund of Advances – 0.33 0.11 1.12 0.11 1.45
20. Advance Received during the year 127.76 184.65 127.76 184.65
21. Adjustment / Payment towards Refund of Advance 108.61 166.34 108.61 166.34
22. Deposits Given during the year – 0.05 – 0.05 – 0.10
23. Deposits Refunded during the year 0.02 – 0.02 –
24. Remuneration to Key Management Personnel (KMP) 1
24A. – Short term benefits 49.64 42.28 49.64 42.28
24B. – Other remuneration 8.96 7.82 8.96 7.82
24C. – Stock options granted 2
25. Outstanding Balances #
ITC Limited
i) Receivables 50.61 49.22 1.41 2.65 11.13 7.98 63.15 59.85
ii) Advances Given … 0.05 … 0.05
iii) Deposits Given 3 0.60 0.60 0.08 0.07 0.07 0.07 0.75 0.74
iv) Advance Taken 214.52 195.37 214.52 195.37
v) Deposits Taken 0.04 0.06 0.04 0.06
vi) Payables 10.58 9.04 5.56 7.27 20.98 8.49 130.53 81.90 167.65 106.70
26. Impairment of investments in Subsidiaries / 25.29 25.29 33.45 33.45 58.74 58.74
Joint Venture as at the year end
27. Commitments 0.07 1.46 0.07 1.46
* Includes rent pertaining to leases classified as Right of Use Assets.
# The amounts outstanding are unsecured and will be settled in cash.
1 Post employment benefits are actuarially determined on overall basis and hence not separately provided.
2 During the year, the Company granted Stock Options to eligible employees, including Executive Directors and KMPs, under its Employee Stock Option Schemes at ‘market price’ [within the meaning of the Securities and Exchange Board of India (Share Based Employee Benefits) Regulations, 2014].
The Company also granted Employee Stock Appreciation Linked Reward Units (ESAR Units) to the aforesaid persons under the ‘ITC Employee Cash Settled Stock Appreciation Linked Reward Plan’. Since such Stock Options and ESAR Units are not tradeable, no perquisite or benefit is immediately

conferred upon the employee by grant of such Stock Options / ESAR Units, and accordingly the said grants have not been considered as remuneration. However, in accordance with Ind AS -102, the Company has recorded employee benefits expense by way of share based payments to employees
at ` 56.69 Crores for the year ended 31st March, 2021 (2020 - ` 95.58 Crores), of which ` 27.71 Crores (2020 - ` 45.33 Crores) is attributable to Executive Directors and KMPs.
3 Outstanding deposit balances includes deposit with KMP which are existing on the date of being appointed as KMP.
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Note: Transactions with subsidiaries of TMI’s [Tobacco Manufacturers (India) Limited] ultimate parent company comprise Sale of goods / services ` 758.00 Crores (2020 - ` 696.30 Crores), Dividend payments ` 971.52 Crores (2020 - ` 368.73 Crores), Others ` 28.58 Crores (2020 - ` 27.33 Crores).
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4. INFORMATION REGARDING SIGNIFICANT TRANSACTIONS / BALANCES

(Generally in excess of 10% of the total transaction value of the same type)
RELATED PARTY TRANSACTIONS SUMMARY 2021 2020 RELATED PARTY TRANSACTIONS SUMMARY 2021 2020 RELATED PARTY TRANSACTIONS SUMMARY 2021 2020
ITC Limited
1. Sale of Goods / Services 12. Contribution to Employees’ Benefit Plans 24B. Other Remuneration
Surya Nepal Private Limited 250.30 322.51 IATC Provident Fund 51.66 36.14
S. Banerjee 0.93 0.81
ITC Essentra Limited 34.03 25.68 ITC Defined Contribution Pension Fund – 15.96
H. Bhargava 0.92 0.80
2. Purchase of Goods / Services ITC Pension Fund 21.00 20.56
ITC Infotech India Limited 165.12 173.53 ITC Employees Gratuity Fund 12.56 12.58 A. Duggal 0.91 0.78
North East Nutrients Private Limited 192.43 158.21 ITC Management Staff Gratuity Fund 17.61 – S. B. Mathur 0.91 0.80
ITC Essentra Limited 229.73 242.81 13. Dividend Income
A. Nayak 0.91 0.55
International Travel House Limited 24.86 85.28 Russell Credit Limited 12.93 54.95
ITC Infotech India Limited 276.90 100.11 M. Shankar 0.91 0.81
3. Acquisition cost of Property, Plant and Equipment
ITC Infotech India Limited 2.07 3.20 Surya Nepal Private Limited 362.78 363.52 25. Outstanding Balances
Wimco Limited – 1.91 14. Dividend Payments (i) Receivables
4. Sale of Property, Plant and Equipment Tobacco Manufacturers (India) Limited, UK 4512.20 1712.55
Surya Nepal Private Limited 45.05 40.28
15. Interest Income

Landbase India Limited – 1.00
North East Nutrients Private Limited 2.25 5.63 ITC Essentra Limited 8.39 5.69
ITC IndiVision Limited 12.62 –
Wimco Limited 0.45 0.15 (ii) Advances Given
5. Investment in Subsidiaries
WelcomHotels Lanka (Private) Limited 311.57 197.39 16. Expenses Recovered International Travel House Limited … 0.05
Srinivasa Resorts Limited 1.40 2.49
ITC IndiVision Limited 49.00 – (iii) Deposits Given
Fortune Park Hotels Limited 0.77 3.04
6. Renunciation of Rights Issue entitlement
ITC Infotech India Limited 4.54 8.57 Russell Credit Limited 1 0.36 0.36
Russell Credit Limited 6.45 –
Surya Nepal Private Limited 2.60 5.08 Greenacre Holdings Limited 2 0.24 0.24
7. Value of share based payment
17. Expenses Reimbursed (iv) Advance Taken
7A. Capital Contribution for Share Based Payments
Srinivasa Resorts Limited 0.35 1.12
ITC Infotech India Limited (9.79) (0.38) Surya Nepal Private Limited 214.52 195.37
Landbase India Limited 0.01 0.94
Wimco Limited (0.01) 0.04 (v)
Wimco Limited 2.13 2.11 Deposits Taken
7B. Reimbursement for Share Based Payments
ITC Infotech India Limited 0.35 0.30 International Travel House Limited 0.04 0.06
ITC Infotech India Limited 0.33 (0.12)
18. Advances Given during the year (vi)
International Travel House Limited 0.30 0.12 Payables
Wimco Limited – 0.30
Surya Nepal Private Limited 0.31 1.02 ITC Essentra Limited 20.98 8.49
International Travel House Limited 0.06 0.68
Technico Agri Sciences Limited 0.53 0.45 Employee Trust - Pension Funds 110.69 53.54
19. Adjustment / Receipt towards Refund of Advances
WelcomHotels Lanka (Private) Limited 0.25 0.58
Wimco Limited – 0.33 Employee Trust - Gratuity Funds 19.83 28.36
Fortune Park Hotels Limited 0.26 0.12
8. Rent Received 26. Impairment of investment in Subsidiaries / Joint Venture
20. Advance Received during the year as at the year end
ITC Infotech India Limited 20.97 18.06 Surya Nepal Private Limited 127.76 184.65
Surya Nepal Private Limited 3.71 2.86 Prag Agro Farm Limited 9.00 9.00
21. Adjustment / Payment towards Refund of Advance
9. Rent Paid Surya Nepal Private Limited 108.59 166.34 Technico Pty Ltd 16.29 16.29
Landbase India Limited 5.31 5.31 22. Deposits Given during the year Logix Developers Private Limited 33.45 33.45
Technico Agri Sciences Limited 1.34 1.32 N. Anand – 0.05 27. Commitments
Gujarat Hotels Limited 1.17 4.42 T. Anand – 0.05
10. Remuneration of Managers on Deputation reimbursed ITC Infotech India Limited 0.07 1.46
23. Deposits refunded during the year
Fortune Park Hotels Limited 1.18 1.11 International Travel House Limited 0.02 – # In accordance with Ind AS - 102, the Company has recognised employee benefits expense by way
Bay Islands Hotels Limited 1.27 1.71 24. Remuneration to Key Management Personnel # of share based payments [refer Note 29.3], of which ` 27.71 Crores (2020 - ` 45.33 Crores) is
Gujarat Hotels Limited 6.00 6.28 24A. Short term benefits attributable to Executive Directors & KMPs:
11. Remuneration of Managers on Deputation recovered S. Puri 13.12 10.29 S. Puri ` 10.21 Crores (2020 - ` 13.60 Crores), N. Anand ` 3.57 Crores (2020 - ` 8.14 Crores),
Srinivasa Resorts Limited 4.50 5.78 N. Anand 6.58 5.65 B. Sumant ` 4.13 Crores (2020 - ` 3.49 Crores), R. Tandon ` 4.62 Crores (2020 - ` 7.40 Crores),
Fortune Park Hotels Limited 5.17 4.90 R. Tandon 6.05 4.92 S. Dutta ` 0.22 Crore (2020 - Nil), R. K. Singhi ` 0.86 Crore (2020 - ` 1.20 Crores).
ITC Infotech India Limited 7.99 5.73 B. Sumant 6.06 4.95 1 The maximum indebtedness during the year was ` 0.36 Crore (2020 - ` 0.36 Crore).
Technico Agri Sciences Limited 5.07 3.07 Y.C. Deveshwar (related party up to 11.05.2019) – 5.12 2 The maximum indebtedness during the year was ` 0.24 Crore (2020 - ` 0.24 Crore).
30. Financial Instruments and Related Disclosures
1. Capital Management
he Company’s financial strategy aims to support its strategic priorities and provide adequate capital to its businesses for growth
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and creation of sustainable stakeholder value. The Company funds its operations through internal accruals and aims at maintaining
a strong capital base to support the future growth of its businesses.
uring the year, the Company issued 1,66,12,990 ordinary shares of ` 1.00 each amounting to ` 1.66 Crores (2020 - ` 3.36 Crores)
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towards its equity-settled employee stock options. The securities premium stood at ` 9611.64 Crores as at 31st March, 2021
(2020 - ` 9211.49 Crores).
2. Categories of Financial Instruments
(` in Crores)
Particulars Note Carrying Fair Carrying Fair
Value Value Value Value
A. Financial assets
a) Measured at amortised cost
i) Cash and cash equivalents 11 231.25 231.25 561.84 561.84
ii) Other bank balances 12 3770.25 3770.25 6281.43 6281.43
iii) Investment in Bonds /
Debentures, Preference
Shares & Government or
Trust Securities 4, 9 9432.82 9945.03 9646.93 9871.42
iv) Loans 5 5.14 4.75 8.18 7.66
v) Trade receivables 10 2090.35 2090.35 2092.00 2092.00
vi) Other financial assets 6 1247.79 1199.49 2099.90 2072.55
Sub-total 16777.60 17241.12 20690.28 20886.90
b) Measured at Fair value
through OCI
i) Equity shares 4 827.25 827.25 581.71 581.71
Sub-total 827.25 827.25 581.71 581.71
c) Measured at Fair value through
Profit or Loss
i) Investment in Mutual Funds 4, 9 12145.73 12145.73 14358.29 14358.29
ii) Investment in Bonds / Debentures,
Certificate of Deposits 9 1148.15 1148.15 2974.79 2974.79
iii) Investment in Venture
Capital Fund 4 35.04 35.04 27.41 27.41
iv) Investment in Equity &
Preference shares 4 – – 1.88 1.88
Sub-total 13328.92 13328.92 17362.37 17362.37
d) Derivatives measured
at fair value
i) Derivative instruments not
designated as hedging
instruments 6 8.93 8.93 0.97 0.97
ii) Derivative instruments designated
as hedging instruments 6 12.88 12.88 12.16 12.16
Sub-total 21.81 21.81 13.13 13.13
Total financial assets 30955.58 31419.10 38647.49 38844.11

30. Financial Instruments and Related Disclosures (Contd.)

(` in Crores)
Particulars Note Carrying Fair Carrying Fair
B. Financial liabilities
i) Sales tax deferment loans 14, 16 5.63 3.69 7.89 5.49
ii) Trade payables 4119.53 4119.53 3446.74 3446.74
iii) Lease Liabilities 15 323.72 323.72 324.12 324.12
iv) Other financial liabilities 16 1327.11 1306.40 1187.09 1169.00
Sub-total 5775.99 5753.34 4965.84 4945.35
b) Measured at fair value
designated as hedging instruments 16 1.54 1.54 12.61 12.61
iii) Contingent Consideration 16 139.51 139.51 – –
Sub-total 160.06 160.06 48.36 48.36
Total financial liabilities 5936.05 5913.40 5014.20 4993.71
3. Financial risk management objectives

The Company has a system-based approach to risk management, anchored to policies and procedures and internal financial
controls aimed at ensuring early identification, evaluation and management of key financial risks (such as market risk, credit risk
and liquidity risk) that may arise as a consequence of its business operations as well as its investing and financing activities.
Accordingly, the Company’s risk management framework has the objective of ensuring that such risks are managed within
acceptable and approved risk parameters in a disciplined and consistent manner and in compliance with the applicable regulations.
It also seeks to drive accountability in this regard.
Liquidity Risk
The Company’s Current assets aggregate ` 31815.42 Crores (2020 - ` 36506.91 Crores) including Current Investments, Cash
and cash equivalents and Other Bank Balances of ` 18048.21 Crores (2020 - ` 24018.29 Crores) against an aggregate Current
liability of ` 10174.17 Crores (2020 - ` 9089.41 Crores). Other Non-current liabilities other than lease liabilities due between one
year to three years amounted to ` 162.10 Crores (2020 - ` 16.38 Crores) and Other Non-current liabilities due after three years
amounted to ` 82.53 Crores (2020 - ` 79.72 Crores) on the reporting date. The maturity analysis of undiscounted lease liabilities
are disclosed under Note 27(vii).
urther, while the Company’s total equity stands at ` 59004.58 Crores (2020 - ` 64029.16 Crores), it has non-current borrowings
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of ` 5.28 Crores (2020 - ` 5.63 Crores). In such circumstances, liquidity risk or the risk that the Company may not be able to settle
or meet its obligations as they become due does not exist.
Market Risks
he Company is not an active investor in equity markets; it holds certain investments in equity for long term value accretion
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which are accordingly measured at fair value through Other Comprehensive Income. The value of investments in such equity
instruments as at 31st March, 2021 is ` 827.25 Crores (2020 - ` 581.71 Crores). Accordingly, fair value fluctuations arising from
market volatility is recognised in Other Comprehensive Income.
As the Company is virtually debt-free and its deferred payment liabilities do not carry interest, the exposure to interest rate risk
from the perspective of Financial Liabilities is negligible. Further, treasury activities, focused on managing investments in debt
instruments, are centralised and administered under a set of approved policies and procedures guided by the tenets of safety,
liquidity and returns. This ensures that investments are made within acceptable risk parameters after due evaluation.
The Company’s investments are predominantly held in bonds / debentures, fixed deposits and debt mutual funds. Mark to market
movements in respect of the Company’s investments in bonds / debentures that are held at amortised cost are temporary and
get recouped through fixed coupon accruals. Other investments in bonds / debentures are fair valued through the Statement of

Profit and Loss to recognise market volatility, which is not considered to be significant. Fixed deposits are held with highly rated
banks and companies and have a short tenure and are not subject to interest rate volatility.
The Company also invests in mutual fund schemes of leading fund houses. Such investments are susceptible to market price risks
that arise mainly from changes in interest rate which may impact the return and value of such investments. However, given the
relatively short tenure of underlying portfolio of the mutual fund schemes in which the Company has invested, such price risk is
not significant.
or select agricultural commodities primarily held for trading, futures contracts are used to hedge price risks till positions in the
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physical market are matched. Such activities are managed by the business team within an approved policy framework. The
carrying value of inventories is adjusted to the extent of fair value movement of the risk being hedged. Such hedges are generally
for short time horizons and recognised in profit or loss within the crop cycle and are managed by the business within the approved
policy framework. Accordingly, the Company’s net exposure to commodity price risk is considered to be insignificant.
Foreign currency risk
The Company undertakes transactions denominated in foreign currency (mainly US Dollar, Pound Sterling, Euro and Japanese
Yen) which are subject to the risk of exchange rate fluctuations. Financial assets and liabilities denominated in foreign currency,
including the Company’s net investments in foreign operations (with a functional currency other than Indian Rupee), are also
subject to reinstatement risks.
The carrying amounts of foreign currency denominated financial assets and liabilities including derivative contracts, are as follows:
(` in Crores)
As at 31st March, 2021 USD Euro GBP JPY Others Total
Financial Assets 886.99 37.91 24.69 – 14.06 963.65

Financial Liabilities 76.41 36.92 1.44 40.55 7.49 162.81
Financial Assets 377.43 26.68 10.41 1.05 20.91 436.48
he Company uses forward exchange contracts and currency options to hedge its exposures in foreign currency arising from firm
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commitments and highly probable forecast transactions.
a. Forward exchange contracts that were outstanding on respective reporting dates:

(In Million)
Designated under Hedge

Accounting
Currency Cross Currency Buy Sell Buy Sell
US Dollar Indian Rupee 45.61 66.01 38.98 119.14

Euro US Dollar 29.27 – 21.93 –
AUD US Dollar 0.08 – 0.08 –
CHF US Dollar 0.02 – 0.03 –
GBP US Dollar 0.01 – 0.01 –
SEK US Dollar 4.09 – 4.09 –
SGD US Dollar 0.04 – 0.04 –
JPY US Dollar 829.68 – 1182.41 –
The aforesaid hedges have a maturity of less than 1 year from the year end.

(In Million)
Not designated under Hedge

Accounting
US Dollar Indian Rupee – 177.72 2.61 60.63

Euro US Dollar – 9.42 2.51 1.14
CAD US Dollar – – – 1.57
GBP US Dollar – 3.60 – 2.18
SEK US Dollar 0.40 – – –
KWD US Dollar 0.13 0.41 – 0.71
JPY US Dollar 58.40 – 39.60 –
HKD US Dollar – – 0.65 –
b. Currency options that were outstanding on respective reporting dates (Designated under Hedge Accounting):
(In Million)
US Dollar Indian Rupee – – – 3.00
Hedges of foreign currency risk and derivative financial instruments
The Company has established risk management policies to hedge the volatility arising from exchange rate fluctuations in respect
of firm commitments and highly probable forecast transactions, through foreign exchange forward and options contracts. The
proportion of forecast transactions that are to be hedged is decided based on the size of the forecast transaction and market
conditions. As the counterparty for such transactions are highly rated banks, the risk of their non-performance is considered to be
insignificant.
The Company uses derivatives to hedge its exposure to foreign exchange rate fluctuations. Where such derivatives are not
designated under hedge accounting, changes in the fair value of such hedges are recognised in the Statement of Profit and Loss.
The Company may also designate certain hedges, usually for large transactions, as a cash flow hedge under hedge accounting,
with the objective of shielding the exposure from variability in cash flows. The currency, amount and tenure of such hedges
are generally matched to the underlying transaction(s). Changes in the fair value of the effective portion of cash flow hedges
are recognised as cash flow hedging reserve in Other Comprehensive Income. While the probability of such hedges becoming
ineffective is very low, the ineffective portion, if any, is immediately recognised in the Statement of Profit and Loss.

The movement in the cash flow hedging reserve in respect of designated cash flow hedges is summarised below:
(` in Crores)
Particulars 2021 2020
At the beginning of the year (24.33) (8.30)

Add: Changes in the fair value of effective portion of matured
cash flow hedges during the year 34.47 (14.08)
Add: Changes in fair value of effective portion of outstanding
cash flow hedges 7.02 (23.32)
Less: Amounts transferred to the Statement of Profit and Loss on
occurrence of forecast hedge transactions during the year 6.51 …
Less: Amounts transferred to the Statement of Profit and Loss
due to cash flows no longer expected to occur 0.86 0.14
Less: Amounts transferred to initial cost of non-financial assets (4.99) (17.77)
Less: Net gain / (loss) transferred to the Statement of Profit and Loss
on Ineffectiveness – –
(Less) / Add: Deferred tax (9.85) 3.73
At the end of the year 4.93 (24.33)
Of the above, balances remaining in cash flow hedge reserve
for matured hedging relationships 2.53 (1.36)
Once the hedged transaction materialises, the amount accumulated in the cash flow hedging reserve will be included in the initial
cost of the non-financial hedged item on its initial recognition or reclassified to profit or loss, as applicable, in the anticipated
timeframes given below:
(` in Crores)
Outstanding balance in Cash Flow Hedge As at As at
Reserve to be subsequently recycled from OCI 31st March, 2021 31st March, 2020
Within one year 3.86 (20.81)
Between one and three years 1.07 (3.52)
Total 4.93 (24.33)
Foreign Currency Sensitivity

or every percentage point increase / decrease in the underlying exchange rate of the outstanding foreign currency denominated
F
assets and liabilities, including derivative contracts, holding all other variables constant, the profit before tax for the year ended
31st March, 2021 would decrease / increase by ` 6.16 Crores (2020 - ` 2.51 Crores) and other equity as at 31st March, 2021 would
decrease / increase by ` 5.76 Crores (2020 - ` 6.93 Crores) on a pre-tax basis.
Credit Risk
ompany’s deployment in debt instruments are primarily in fixed deposits with highly rated banks and companies, bonds issued
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by government institutions, public sector undertakings and certificate of deposits issued by highly rated banks and financial
institutions. Of this, investments that are held at amortised cost stood at ` 13561.33 Crores (2020 - ` 17093.80 Crores). With
respect to the Company’s investing activities, counter parties are shortlisted and exposure limits determined on the basis of
their credit rating (by independent agencies), financial statements and other relevant information. As these counter parties are
Government institutions / public sector undertakings with investment grade credit ratings and taking into account the experience of
the Company over time, the counter party risk attached to such assets is considered to be insignificant.
The Company’s customer base is large and diverse limiting the risk arising out of credit concentration. Further, credit is extended
in business interest in accordance with guidelines issued centrally and business-specific credit policies that are consistent with
such guidelines. Exceptions are managed and approved by appropriate authorities, after due consideration of the counterparty’s
credentials and financial capacity, trade practices and prevailing business and economic conditions. The Company’s exposure to
trade receivables on the reporting date, net of expected loss provisions, stood at ` 2090.35 Crores (2020 - ` 2092.00 Crores).

The Company’s historical experience of collecting receivables and the level of default indicate that credit risk is low and generally
uniform across markets; consequently, trade receivables are considered to be a single class of financial assets. All overdue
customer balances are evaluated taking into account the age of the dues, specific credit circumstances, the track record of the
counterparty etc. Loss allowances and impairment is recognized, where considered appropriate by responsible management.
he movement of the expected loss provision (allowance for bad and doubtful loans and receivables etc.) made by the Company
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are as under:
(` in Crores)
Expected Loss Provision
Particulars
Opening Balance 149.08 146.09
Add: Provisions made (net) 57.43 13.89
Less: Utilisation for impairment / de-recognition 1.46 10.90
Effects of foreign exchange fluctuation – –
Closing Balance 205.05 149.08
4. Fair value measurement

The following table presents the fair value hierarchy of financial assets and liabilities measured at fair value on a recurring basis:
(` in Crores)
Fair Value
As at As at
Particulars Hierarchy
(Level)
A. Financial assets
i) Investment in Bonds / Debentures,
Preference Shares & Government
or Trust Securities 2 9945.03 9871.42
ii) Loans* 3 1.98 2.64
iii) Other Financial assets* 3 24.15 579.74
Sub-total 9971.16 10453.80
b) Measured at Fair value through OCI
i) Equity shares – Quoted 1 824.88 579.34
Sub-total 824.88 579.34
c) Measured at Fair value
through Profit or Loss
i) Investment in Mutual Funds 1 12145.73 14358.29
ii) Investment in Bonds / Debentures,
Certificate of Deposits 2 1148.15 2974.79
iii) Investment in Venture Capital Fund 2 35.04 27.41
iv) Investment in Equity & Preference
shares 3 – 1.88
Sub-total 13328.92 17362.37
d) Derivatives measured at fair value
designated as hedging instruments 2 8.93 0.97
as hedging instruments 2 12.88 12.16
Sub-total 21.81 13.13
Total financial assets 24146.77 28408.64

(` in Crores)
Fair Value
As at As at
Particulars Hierarchy
(Level)
B. Financial Liabilities
i) Sales tax deferment loans* 3 3.34 3.23
ii) Lease liabilities* 3 272.36 259.25
iii) Other Financial liabilities* 3 151.81 72.38
Sub-total 427.51 334.86
iii) Contingent Consideration 3 139.51 –
Sub-total 160.06 48.36
Total financial liabilities 587.57 383.22
* Represents Fair value of Non-current Financial Instruments.

Fair value hierarchy
Fair value of the financial instruments is classified in various fair value hierarchies based on the following three levels:
Level 1: Quoted prices (unadjusted) in active market for identical assets or liabilities.
Level 2: Inputs other than quoted price included within Level 1 that are observable for the asset or liability, either directly (i.e. as
prices) or indirectly (i.e. derived from prices).
he fair value of financial instruments that are not traded in an active market is determined using market approach and valuation
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techniques which maximize the use of observable market data and rely as little as possible on entity-specific estimates. If significant
inputs required to fair value an instrument are observable, the instrument is included in Level 2.
Derivatives are valued using valuation techniques with market observable inputs such as foreign exchange spot rates and forward
rates at the end of the reporting period, yield curves, risk free rate of returns, volatility etc., as applicable.
Level 3: Inputs for the assets or liabilities that are not based on observable market data (unobservable inputs).
If one or more of the significant inputs is not based on observable market data, the fair value is determined using generally
accepted pricing models based on a discounted cash flow analysis, with the most significant inputs being the discount rate that
reflects the credit risk of counterparty.
he fair value of trade receivables, trade payables and other current financial assets and liabilities is considered to be equal to the
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carrying amounts of these items due to their short-term nature. Where such items are non-current in nature, the same has been
classified as Level 3 and fair value determined using discounted cash flow basis. Similarly, unquoted equity instruments where
most recent information to measure fair value is insufficient, or if there is a wide range of possible fair value measurements, cost
has been considered as best estimate of fair value and has been excluded in the fair value measurement disclosed above.
here has been no change in the valuation methodology for Level 3 inputs during the year. The Company has not classified any
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material financial instruments under Level 3 of the fair value hierarchy. There were no transfers between Level 1 and Level 2
during the year.

R. TANDON Director
R. K. SINGHI Company Secretary

Independent Auditor’s Report
to the Members of ITC Limited
Report on the Audit of the Standalone Ind AS Financial Institute of Chartered Accountants of India together with
Statements the ethical requirements that are relevant to our audit
Opinion of the financial statements under the provisions of the
Act and the Rules thereunder, and we have fulfilled our
We have audited the accompanying standalone Ind AS other ethical responsibilities in accordance with these
financial statements of ITC Limited (“the Company”), requirements and the Code of Ethics. We believe that
which comprise the Balance Sheet as at March 31, 2021, the audit evidence we have obtained is sufficient and
the Statement of Profit and Loss, including Other appropriate to provide a basis for our audit opinion on the
Comprehensive Income, the Cash Flow Statement and standalone Ind AS financial statements.
the Statement of Changes in Equity for the year then
ended, and notes to the standalone Ind AS financial Key Audit Matters
statements, including a summary of significant accounting Key audit matters are those matters that, in our professional
policies and other explanatory information. judgment, were of most significance in our audit of the
In our opinion and to the best of our information and standalone Ind AS financial statements for the financial year
according to the explanations given to us, the aforesaid ended March 31, 2021. These matters were addressed in
standalone Ind AS financial statements give the information the context of our audit of the standalone Ind AS financial
required by the Companies Act, 2013, as amended statements as a whole, and in forming our opinion thereon,
(“the Act”) in the manner so required and give a true and we do not provide a separate opinion on these matters.
and fair view in conformity with the accounting principles For each matter below, our description of how our audit
generally accepted in India, of the state of affairs of the addressed the matter is provided in that context.
Company as at March 31, 2021, its profit including other We have determined the matters described below to be
comprehensive income, its cash flows and the changes in the key audit matters to be communicated in our report.
equity for the year ended on that date. We have fulfilled the responsibilities described in the
Auditor’s responsibilities for the audit of the standalone
Basis for Opinion
Ind AS financial statements section of our report, including
We conducted our audit of the standalone Ind AS financial in relation to these matters. Accordingly, our audit included
statements in accordance with the Standards on Auditing the performance of procedures designed to respond to
(SAs), as specified under section 143(10) of the Act. our assessment of the risks of material misstatement of
Our responsibilities under those Standards are further the standalone Ind AS financial statements. The results of
described in the ‘Auditor’s Responsibilities for the Audit our audit procedures, including the procedures performed
of the Standalone Ind AS Financial Statements’ section to address the matters below, provide the basis for our
of our report. We are independent of the Company audit opinion on the accompanying standalone Ind AS
in accordance with the ‘Code of Ethics’ issued by the financial statements.
Key audit matters Auditor’s Response
Revenue recognition
Revenue from the sale of goods (hereinafter referred Our audit procedures included the following:
to as “Revenue”) is recognised when the Company Assessed the Company’s revenue recognition
performs its obligation to its customers and the amount accounting policies in line with Ind AS 115 (“Revenue
of revenue can be measured reliably and recovery of the from Contracts with Customers”) and tested thereof.
consideration is probable. The timing of such revenue
Evaluated the integrity of the general information
recognition in case of sale of goods is when the control over and technology control environment and testing the
the same is transferred to the customer, which is mainly operating effectiveness of key IT application controls
upon delivery. over recognition of revenue.
The timing of revenue recognition is relevant to the Evaluated the design, implementation and operating
reported performance of the Company. The management effectiveness of Company’s controls in respect of
considers revenue as a key measure for evaluation of revenue recognition.

performance. There is a risk of revenue being recorded Tested the effectiveness of such controls over revenue
before control is transferred. cut off at year-end.
Refer Note 1 to the Standalone Ind AS Financial On a sample basis, tested supporting documentation
Statements - Significant Accounting Policies and Note for sales transactions recorded during the year which
21A / 21B. included sales invoices, customer contracts and
shipping documents.
Performed an increased level of substantive testing
in respect of sales transactions recorded during the
period closer to the year end and subsequent to the
year end.
Compared revenue with historical trends and where
appropriate, conducted further enquiries and testing.
Assessed disclosures in financial statements in
respect of revenue, as specified in Ind AS 115.
Litigations – Contingencies
The Company has ongoing litigations with various Our audit procedures included the following:
authorities and third parties which could have a significant Obtained and read the Company’s accounting policies
impact on the results, if the potential exposures were to in respect of claims, provisions and contingent liabilities
materialise. to assess compliance with accounting standards.
The amounts involved are significant, and the application Assessed the design and implementation of the
of accounting standards to determine the amount, if any, Company’s controls over the assessment of litigations
to be provided as a liability or disclosed as a contingent and completeness of disclosures. Supporting
liability, is inherently subjective. documentation were tested for the positions taken by
Claims against the Company not acknowledged as the management, meetings conducted with in-house
debts are disclosed in the Financial Statements by the legal counsel and / or legal team and minutes of Board
Company after a careful evaluation of the facts and and sub-committee meetings were reviewed, to test
legal aspects of the matters involved. The outcome the operating effectiveness of these controls.
of such litigation is uncertain and the position taken Involved our tax specialists to assess relevant historical
by management involves significant judgment and and recent judgements passed by the appropriate
estimation to determine the likelihood and / or timing of authorities in order to challenge the basis used for the
cash outflows and the interpretation of preliminary and accounting treatment and resulting disclosures.
pending court rulings.
Additionally, considered the effect of new information
Refer Note 27(iv)(a) to the Standalone Ind AS Financial in respect of contingencies as at April 1, 2020 to
Statements. evaluate whether any change was required in the
management’s position on these contingencies as at
March 31, 2021.
Assessed in accordance with accounting standards,
the provisions in respect of litigations and assessed
disclosures relating thereto, including those for
contingencies.

Acquisition of Sunrise Foods Private Limited and its two wholly owned subsidiaries
The Company acquired 100% of the equity share Our audit procedures included the following:
capital of Sunrise Foods Private Limited (‘SFPL’) and
Read the share purchase agreement, the scheme
its two wholly owned subsidiaries, Hobbits International
approved by the National Company Law Tribunal and
Foods Private Limited and Sunrise Sheetgrah Private
other related documents to obtain an understanding
Limited on July 27, 2020 for a purchase consideration
of the transactions and the key terms and conditions.
of Rs. 2,340 Crores. Subsequently, SFPL merged with
the Company during the year w.e.f. July 27, 2020. The Assessed whether the accounting treatment is in
purchase consideration was allocated to the fair value accordance with Ind AS 103.
of identifiable assets acquired and liabilities assumed, Obtained and read the valuation reports for Purchase
resulting in the recognition of goodwill of Rs. 577 Crores price allocation from independent valuer. Engaged
as on the date of acquisition. our specialist and evaluated the appropriateness
Considering the involvement of significant judgements of methodology, key assumptions such as discount
and assumptions in fair value measurements and and long-term growth rate, risk free rate of return
purchase price allocations including the magnitude and weighted average cost of capital considered
of the acquisition made, this is considered as a key in determining the valuation of intangible assets,
audit matter. including resultant Goodwill.
Refer Note 27(ix) to the Standalone Ind AS Financial Tested the valuation for arithmetical accuracy.
Statements.
Assessed the competence, capabilities and
relevant experience of the experts engaged by the
management to determine fair valuation of assets and
liabilities acquired.
Assessed disclosures in financial statements
in respect to acquisition in accordance with the
accounting standards.
We have determined that there are no other key audit otherwise appears to be materially misstated. If, based on
matters to communicate in our report. the work we have performed, we conclude that there is
a material misstatement of this other information, we are
Information Other than the Financial Statements and
required to report that fact. We have nothing to report in
Auditor’s Report Thereon
this regard.
The Company’s Board of Directors is responsible for the
other information. The other information comprises the Responsibilities of Management for the Standalone
information included in the Annual Report, but does not Ind AS Financial Statements
include the standalone Ind AS financial statements and The Company’s Board of Directors is responsible for
our auditor’s report thereon. the matters stated in section 134(5) of the Act with
Our opinion on the standalone Ind AS financial statements respect to the preparation of these standalone Ind AS
does not cover the other information and we do not financial statements that give a true and fair view of the
express any form of assurance conclusion thereon. financial position, financial performance including other
In connection with our audit of the standalone Ind AS comprehensive income, cash flows and changes in
financial statements, our responsibility is to read the other equity of the Company in accordance with the accounting
information and, in doing so, consider whether such other principles generally accepted in India, including the
information is materially inconsistent with the financial Indian Accounting Standards (Ind AS) specified under
statements or our knowledge obtained in the audit or section 133 of the Act read with the Companies

(Indian Accounting Standards) Rules, 2015, as amended. misstatement resulting from fraud is higher than for one
This responsibility also includes maintenance of adequate resulting from error, as fraud may involve collusion,
accounting records in accordance with the provisions of forgery, intentional omissions, misrepresentations, or
the Act for safeguarding of the assets of the Company and the override of internal control.
for preventing and detecting frauds and other irregularities; Obtain an understanding of internal control relevant to
selection and application of appropriate accounting the audit in order to design audit procedures that are
policies; making judgments and estimates that are appropriate in the circumstances. Under section 143(3)(i)
reasonable and prudent; and the design, implementation of the Act, we are also responsible for expressing our
and maintenance of adequate internal financial controls, opinion on whether the Company has adequate internal
that were operating effectively for ensuring the accuracy financial controls with reference to financial statements
and completeness of the accounting records, relevant to in place and the operating effectiveness of such controls.
the preparation and presentation of the standalone Ind
AS financial statements that give a true and fair view Evaluate the appropriateness of accounting policies
and are free from material misstatement, whether due to used and the reasonableness of accounting estimates
fraud or error. and related disclosures made by management.
In preparing the standalone Ind AS financial statements, Conclude on the appropriateness of management’s use
management is responsible for assessing the Company’s of the going concern basis of accounting and, based
ability to continue as a going concern, disclosing, as on the audit evidence obtained, whether a material
applicable, matters related to going concern and using the uncertainty exists related to events or conditions that
going concern basis of accounting unless management may cast significant doubt on the Company’s ability
either intends to liquidate the Company or to cease to continue as a going concern. If we conclude that a
operations, or has no realistic alternative but to do so. material uncertainty exists, we are required to draw
attention in our auditor’s report to the related disclosures
The Board of Directors are also responsible for overseeing in the financial statements or, if such disclosures are
the Company’s financial reporting process. inadequate, to modify our opinion. Our conclusions
Auditor’s Responsibilities for the Audit of the are based on the audit evidence obtained up to the
Standalone Ind AS Financial Statements date of our auditor’s report. However, future events or
conditions may cause the Company to cease to continue
Our objectives are to obtain reasonable assurance about as a going concern.
whether the standalone Ind AS financial statements as
a whole are free from material misstatement, whether Evaluate the overall presentation, structure and
due to fraud or error, and to issue an auditor’s report that content of the standalone Ind AS financial statements,
includes our opinion. Reasonable assurance is a high including the disclosures, and whether the standalone
level of assurance, but is not a guarantee that an audit Ind AS financial statements represent the underlying
conducted in accordance with SAs will always detect a transactions and events in a manner that achieves fair
material misstatement when it exists. Misstatements can presentation.
arise from fraud or error and are considered material if, We communicate with those charged with governance
individually or in the aggregate, they could reasonably be regarding, among other matters, the planned scope and
expected to influence the economic decisions of users timing of the audit and significant audit findings, including
taken on the basis of these standalone Ind AS financial any significant deficiencies in internal control that we
statements. identify during our audit.
As part of an audit in accordance with SAs, we exercise We also provide those charged with governance with
professional judgment and maintain professional a statement that we have complied with relevant
skepticism throughout the audit. We also: ethical requirements regarding independence, and
Identify and assess the risks of material misstatement to communicate with them all relationships and other
of the standalone Ind AS financial statements, whether matters that may reasonably be thought to bear on our
due to fraud or error, design and perform audit independence, and where applicable, related safeguards.
procedures responsive to those risks, and obtain audit From the matters communicated with those charged
evidence that is sufficient and appropriate to provide a with governance, we determine those matters that
basis for our opinion. The risk of not detecting a material were of most significance in the audit of the standalone

Ind AS financial statements for the financial year ended (e) On the basis of the written representations received
March 31, 2021 and are therefore the key audit matters. from the directors as on March 31, 2021 taken
We describe these matters in our auditor’s report unless on record by the Board of Directors, none of the
law or regulation precludes public disclosure about directors is disqualified as on March 31, 2021 from
the matter or when, in extremely rare circumstances, being appointed as a director in terms of Section
we determine that a matter should not be communicated 164 (2) of the Act;
in our report because the adverse consequences of doing
(f) With respect to the adequacy of the internal
so would reasonably be expected to outweigh the public
financial controls with reference to these standalone
interest benefits of such communication.
Ind AS financial statements and the operating
Report on Other Legal and Regulatory Requirements effectiveness of such controls, refer to our separate
1. As required by the Companies (Auditor’s Report) Order, Report in “Annexure 2” to this report;
2016 (“the Order”), issued by the Central Government (g) In our opinion, the managerial remuneration for
of India in terms of sub-section (11) of section 143 of the year ended March 31, 2021 has been paid /
the Act, we give in the “Annexure 1” a statement on the provided by the Company to its directors in
matters specified in paragraphs 3 and 4 of the Order. accordance with the provisions of section 197 read
2. As required by Section 143(3) of the Act, we with Schedule V to the Act;
report that: (h) With respect to the other matters to be included in
(a) We have sought and obtained all the information the Auditor’s Report in accordance with Rule 11 of
and explanations which to the best of our knowledge the Companies (Audit and Auditors) Rules, 2014,
and belief were necessary for the purposes of as amended, in our opinion and to the best of our
our audit; information and according to the explanations
given to us:
(b) In our opinion, proper books of account as required
by law have been kept by the Company so far as it i. The Company has disclosed the impact of
appears from our examination of those books; pending litigations on its financial position in
its standalone Ind AS financial statements –
(c) The Balance Sheet, the Statement of Profit and Loss
Refer Note 27 (iv)(a) to the standalone Ind AS
including the Statement of Other Comprehensive
financial statements;
Income, the Cash Flow Statement and Statement
of Changes in Equity dealt with by this Report are ii. The Company did not have any long-term
in agreement with the books of account; contracts including derivative contracts for which
there were any material foreseeable losses;
(d) In our opinion, the aforesaid standalone Ind AS
financial statements comply with the Accounting iii. There has been no delay in transferring
Standards specified under Section 133 of the amounts, required to be transferred, to the
Act, read with Companies (Indian Accounting Investor Education and Protection Fund by
Standards) Rules, 2015, as amended; the Company.

per Sudhir Soni

Partner
Membership Number: 41870
Place of Signature: Mumbai
Date: June 01, 2021 UDIN: 21041870AAAAAY6504

Annexure 1 referred to in paragraph 1 under the heading “Report

on Other legal and Regulatory Requirements” of our report of even date

(i) (a) The Company has maintained proper records showing full particulars, including quantitative details and situation of
property, plant and equipment.
(b) The property, plant and equipment were physically verified during the year by the management in accordance with
a regular programme of verification which, in our opinion, provides for physical verification of all the property, plant
and equipment at reasonable intervals. According to the information and explanations given to us, no material
discrepancies were noticed on such verification.
(c) According to the information and explanations given by the management and audit procedures performed by
us, the title deeds of immovable properties included in property, plant and equipment are held in the name of
the Company.
(ii) The management has conducted physical verification of inventory at reasonable intervals during the year and
no material discrepancies were noticed on such physical verification. Inventories lying with third parties have
substantially been confirmed by them as at year end and no material discrepancies were noticed in respect of
such confirmations.
(iii) According to the information and explanations given to us and audit procedures performed by us, the Company
has not granted any loans, secured or unsecured to companies, firms, Limited Liability Partnerships or other parties
covered in the register maintained under section 189 of the Companies Act, 2013. Accordingly, the provisions of
clause 3(iii)(a), (b) and (c) of the Order are not applicable to the Company and hence not commented upon.
(iv) In our opinion and according to the information and explanations given to us, provisions of section 185 and 186 of
the Companies Act, 2013 in respect of loans to directors including entities in which they are interested and in respect
of loans and advances given, investments made and, guarantees, and securities given have been complied with by
the Company.
(v) According to the information and explanations given to us, the Company has not accepted any deposit during the year
within the meaning of Sections 73 and 76 of the Companies Act, 2013. In respect of unclaimed deposits, the Company
has complied with the provisions of Sections 74 and 75 or any other relevant provisions of the Companies Act, 2013.
We are informed by the management that no order has been passed by the Company Law Board, National Company
Law Tribunal or Reserve Bank of India or any Court or any other Tribunal.
(vi) We have broadly reviewed the books of account maintained by the Company pursuant to the rules made by the Central
Government for the maintenance of cost records under section 148(1) of the Companies Act, 2013, related to the
manufacture of specified products of the Company and are of the opinion that prima facie, the specified accounts and
records have been made and maintained. We have not, however, made a detailed examination of the same.
(vii) (a) The Company is regular in depositing with appropriate authorities undisputed statutory dues including provident
fund, employees’ state insurance, income-tax, duty of custom, duty of excise, goods and services tax, cess and
other statutory dues applicable to it. The Goods and Services Tax of Rs. 550.22 crores payable for the month of
April 2020 has been paid subsequent to due date without any interest in accordance with Notification Nos. 31/ 2020
and 32 / 2020 dated 03.04.2020 issued by the Government of India, Ministry of Revenue (Department of Revenue),
Central Board of Indirect Taxes and Customs.

(b) According to the information and explanations given to us and audit procedures performed by us, no undisputed
amounts payable in respect of provident fund, employees’ state insurance, income-tax, duty of custom, duty of
excise, goods and services tax, cess and other statutory dues were outstanding, at the year end, for a period of
more than six months from the date they became payable.
(c) According to the records of the Company, the dues of income-tax, sales-tax, service tax, duty of custom, duty of
excise, value added tax and cess on account of any dispute, are as follows:
Name of Nature of Amount Period to which Forum where dispute

the statute dues (` in crores)* the amount relates is pending
(Financial Year)
Sales Tax Sales tax 64.22 1987-2019 Appellate Authority–

and Value & VAT upto Commissioners’/
Added Tax Revisional authorities level
Laws
19.81 1994-2017 Appellate Authority –
Tribunal level
190.69 1997-2016 High Court
Customs Customs 0.70 2011-2016 Appellate Authority –

Act, 1962 Duty upto Commissioners’/
Revisional authorities level

Tribunal level
Central Excise duty 0.47 1996-2017 Appellate Authority –

Excise upto Commissioners’/
Act, 1944 Revisional authorities level

Tribunal level
8.88 2005-2009 High Court
Finance Service tax 10.60 2006-2017 Appellate Authority –

Act,1994 upto Commissioners’/
Revisional authorities level

Tribunal level
Out of the total disputed dues aggregating ` 507.01 Crores as above, ` 390.06 Crores pertain to matters which have
been stayed for recovery by the relevant authorities.
* Net of amount paid under protest

(viii) In our opinion and according to the information and explanations given by the management, the Company
has not defaulted in repayment of loans or borrowings to a financial institution, bank or government or dues to
debenture holders.
(ix) According to the information and explanations given by the management and audit procedures performed by us, the
Company has not raised any money by way of initial public offer / further public offer / debt instruments and term loans.
Therefore, reporting under clause (ix) is not applicable to the Company and hence not commented upon.
(x) Based upon the audit procedures performed for the purpose of reporting the true and fair view of the financial statements
and according to the information and explanations given by the management, we report that no fraud by the Company
or no material fraud on the Company by the officers and employees of the Company has been noticed or reported
during the year.
(xi) According to the information and explanations given by the management and audit procedures performed by us,
the managerial remuneration has been paid / provided in accordance with the requisite approvals mandated by the
provisions of section 197 read with Schedule V to the Companies Act, 2013.
(xii) In our opinion, the Company is not a nidhi company. Therefore, the provisions of clause 3(xii) of the order are not
applicable to the Company and hence not commented upon.
(xiii) According to the information and explanations given by the management and audit procedures performed by us,
transactions with the related parties are in compliance with section 177 and 188 of Companies Act, 2013 where
applicable and the details have been disclosed in the notes to the financial statements, as required by the applicable
(xiv) According to the information and explanations given to us and on an overall examination of the balance sheet,
the Company has not made any preferential allotment or private placement of shares or fully or partly convertible
debentures during the year under review and hence, reporting requirements under clause 3(xiv) are not applicable to
the Company and, not commented upon.
(xv) According to the information and explanations given by the management and audit procedures performed by us, the
Company has not entered into any non-cash transactions with directors or persons connected with him as referred to
in section 192 of Companies Act, 2013.
(xvi) According to the information and explanations given to us, the provisions of section 45-IA of the Reserve Bank of India
Act, 1934 are not applicable to the Company.

per Sudhir Soni

Partner

Annexure 2 to the Independent Auditor’s Report of even date on

the Standalone Financial Statements of ITC Limited

Report on the Internal Financial Controls under Clause (i) of Sub-section 3 of Section 143 of the Companies Act,
2013 (“the Act”)
We have audited the internal financial controls with reference to standalone financial statements of ITC Limited
(“the Company”) as of March 31, 2021 in conjunction with our audit of the standalone financial statements of the Company
for the year ended on that date.
Management’s Responsibility for Internal Financial Controls
The Company’s Management is responsible for establishing and maintaining internal financial controls based on the internal
control over financial reporting criteria established by the Company considering the essential components of internal control
stated in the Guidance Note on Audit of Internal Financial Controls Over Financial Reporting issued by the Institute of
Chartered Accountants of India (“ICAI”). These responsibilities include the design, implementation and maintenance of
adequate internal financial controls that were operating effectively for ensuring the orderly and efficient conduct of its
business, including adherence to the Company’s policies, the safeguarding of its assets, the prevention and detection of
frauds and errors, the accuracy and completeness of the accounting records, and the timely preparation of reliable financial
information, as required under the Companies Act, 2013.
Our responsibility is to express an opinion on the Company’s internal financial controls with reference to these standalone
financial statements based on our audit. We conducted our audit in accordance with the Guidance Note on Audit of Internal
Financial Controls Over Financial Reporting (the “Guidance Note”) and the Standards on Auditing, as specified under
section 143(10) of the Act, to the extent applicable to an audit of internal financial controls, both issued by ICAI. Those
Standards and the Guidance Note require that we comply with ethical requirements and plan and perform the audit to obtain
reasonable assurance about whether adequate internal financial controls with reference to these standalone financial
statements was established and maintained and if such controls operated effectively in all material respects.
Our audit involves performing procedures to obtain audit evidence about the adequacy of the internal financial controls
with reference to these standalone financial statements and their operating effectiveness. Our audit of internal financial
controls with reference to standalone financial statements included obtaining an understanding of internal financial controls
with reference to these standalone financial statements, assessing the risk that a material weakness exists, and testing
and evaluating the design and operating effectiveness of internal control based on the assessed risk. The procedures
selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial
statements, whether due to fraud or error.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion
on the Company’s internal financial controls with reference to these standalone financial statements.
Meaning of Internal Financial Controls With Reference to these Standalone Financial Statements
A company’s internal financial controls with reference to standalone financial statements is a process designed to provide
reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external
purposes in accordance with generally accepted accounting principles. A company’s internal financial controls with reference

to standalone financial statements includes those policies and procedures that (1) pertain to the maintenance of records
that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company;
(2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements
in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being
made only in accordance with authorisations of management and directors of the company; and (3) provide reasonable
assurance regarding prevention or timely detection of unauthorised acquisition, use, or disposition of the company’s assets
that could have a material effect on the financial statements.
Inherent Limitations of Internal Financial Controls With Reference to Standalone Financial Statements
Because of the inherent limitations of internal financial controls with reference to standalone financial statements, including
the possibility of collusion or improper management override of controls, material misstatements due to error or fraud
may occur and not be detected. Also, projections of any evaluation of the internal financial controls with reference to
standalone financial statements to future periods are subject to the risk that the internal financial control with reference
to standalone financial statements may become inadequate because of changes in conditions, or that the degree of
compliance with the policies or procedures may deteriorate.
Opinion
In our opinion, the Company has, in all material respects, adequate internal financial controls with reference to standalone
financial statements and such internal financial controls with reference to standalone financial statements were operating
effectively as at March 31, 2021, based on the internal control over financial reporting criteria established by the Company
considering the essential components of internal control stated in the Guidance Note issued by the ICAI.

per Sudhir Soni

Partner

Guide to Subsidiaries / Joint Ventures / Associates
Subsidiaries of ITC Limited ITC Infotech India Limited (I3L)
Russell Credit Limited Shareholding
Shareholding 100% held by ITC Limited.
100% held by ITC Limited. Nature of Business
Nature of Business Information technology services and solutions.
Investment company. Its activities are primarily confined to Subsidiaries
making long term investments in strategic thrust areas for
I3L owns 100% of the shareholding of:
ITC, namely FMCG, Hotels & Tourism, Paper, Paperboards
& Packaging, Agri Business and Information Technology. ITC Infotech Limited, UK (I2B) and
Subsidiary ITC Infotech (USA), Inc. (I2A)

Greenacre Holdings Limited, a wholly owned subsidiary, is ITC Infotech (USA), Inc. owns 100% of the shareholding
engaged in property infrastructure maintenance, providing of Indivate Inc. incorporated as a New Jersey Corporation.
engineering, procurement & construction management I3L, I2A and I2B are engaged in the information technology
services and project management consultancy services. services business. Indivate Inc. is principally engaged in
providing business consulting services and opportunity
Gold Flake Corporation Limited
based trading of fast moving consumer goods products.
Shareholding
100% held by ITC Limited. Surya Nepal Private Limited, Nepal
Nature of Business Shareholding

General trading. 59% held by ITC Limited.
Joint Venture Nature of Business

ITC Essentra Limited, India, is a 50% joint venture of Gold Manufacture and sale of cigarettes & branded packaged
Flake Corporation Limited with Essentra Filter Products food products and in the business of matches and
International Limited, UK. agarbatti.
Nature of Business
Srinivasa Resorts Limited
Manufacture and sale of cigarette filter rods.
Shareholding
ITC Investments & Holdings Limited (IIHL) 68% held by ITC Limited.
Shareholding Nature of Business
100% held by ITC Limited.
The Company owns the hotel “ITC Kakatiya” at Hyderabad,
Nature of Business for which operating services are rendered by ITC Limited.
Investment company.
Subsidiary
IIHL owns 100% of the shareholding of MRR Trading & Shareholding
Investment Company Limited, which provides estate 100% held by ITC Limited.
maintenance services. Nature of Business
Landbase India Limited The Company is in the business of operating hotels in
the mid-market to upscale segment under its hospitality
Shareholding
brands for the same. It currently operates 39 properties.
Nature of Business Bay Islands Hotels Limited
Hospitality, management and operation of golf course and Shareholding
real estate development. 100% held by ITC Limited.
The Company owns the Classic Golf & Country Club,
a 27-hole Jack Nicklaus Signature Golf Course. It also Nature of Business
owns a 104 key all suite luxury retreat “ITC Grand Bharat” The Company owns the hotel “WelcomHotel Bay Island”
which is licensed to and operated by ITC Limited. at Port Blair, which is licensed to ITC Limited.

WelcomHotels Lanka (Private) Limited, Sri Lanka Pavan Poplar Limited & Prag Agro Farm Limited
Shareholding Shareholding
100% held by ITC Limited. 100% held by ITC Limited.
Nature of Business Nature of Business
The Company is developing a plot of land in Colombo for The Companies are engaged in the business of agro-forestry
a mixed use development project including a luxury hotel. and other related activities.
Wimco Limited ITC IndiVision Limited
Shareholding
Shareholding
98.21% held by ITC Limited.
Nature of Business
Nature of Business
Wimco Limited is engaged in fabrication and assembly of
machinery for tube filling, cartoning, wrapping, conveyor The company is in the process of setting up a greenfield
solutions and engineering services. manufacturing facility for the manufacture and export of
nicotine and nicotine derivative products.
Technico Pty Limited, Australia (Technico)
Hobbits International Foods Private Limited &
Shareholding
Shareholding
Nature of Business
Hobbits International Foods Private Limited & Sunrise
An agri-biotechnology company primarily engaged in
Sheetgrah Private Limited were 100% subsidiaries of
commercialisation of seed potatoes with TECHNITUBER ®
Sunrise Foods Private Limited (‘Sunrise’). On 27th July, 2020,
technology.
ITC Limited acquired the entire equity share capital of
Subsidiaries Sunrise. Subsequently, the Scheme for amalgamation of
Technico has two wholly owned subsidiaries, namely Sunrise with ITC Limited was sanctioned by the Hon’ble
Technico Technologies Inc., Canada and Technico Asia National Company Law Tribunal, Kolkata Bench, and
Holdings Pty Limited, Australia. became effective from 1st April, 2021. Consequently,
Technico Asia Holdings Pty Limited, Australia, has a Hobbits International Foods Private Limited became a
wholly owned subsidiary, Technico Horticultural (Kunming) direct wholly owned subsidiary of ITC Limited.
Company Limited, China.
Nature of Business
These companies support Technico in the production and
commercialisation of seed potato technology in different These companies provide support to ITC’s business of
geographies. manufacturing and marketing of spices and other food
products, inter alia, under the ‘Sunrise’ brand.
Joint Ventures of ITC Limited
Shareholding
100% held by ITC Limited. Maharaja Heritage Resorts Limited
Nature of Business Maharaja Heritage Resorts Limited, where ITC Limited
An agri-biotechnology company primarily engaged in rapid has an ownership interest of 50% (25% held through
multiplication and commercialisation of seed potatoes Russell Credit Limited, a 100% subsidiary of the Company),
with TECHNITUBER ® Technology & sourcing / supply of is a joint venture with Jodhana Heritage Resorts Private
fruits and vegetables. Limited.
North East Nutrients Private Limited Nature of Business

The joint venture company currently provides Franchise
Shareholding
& Marketing Services to 35 operational hotel properties
76% held by ITC Limited. spread across 14 states with its WelcomHeritage brand
Nature of Business portfolio comprising of “Legend Hotels”, “Heritage Hotels”
The Company is in the business of manufacture and sale and “Nature Resorts” which provides uniquely differentiated
of packaged food products from its food processing facility offerings to guests in the cultural, heritage and adventure
based in Assam. tourism segments respectively.

Espirit Hotels Private Limited Indian Accounting Standards (Ind AS) specified under
ITC Limited holds 26% in Espirit Hotels Private Limited. Section 133 of the Companies Act, 2013.
Nature of Business Subsidiaries (Ind AS 110)

The joint venture company is in the process of developing Line by line consolidation of the Statement of Profit and
a luxury hotel complex at Begumpet, Hyderabad. Loss and Balance Sheet is done by aggregating like items
of assets, liabilities, income and expenses.
The excess / deficit of the cost to ITC Limited of its
ITC Limited holds 27.90% in Logix Developers Private
investments in its subsidiaries over its share of net
Limited.
worth (residual interest in the assets of the subsidiaries
Nature of Business after deducting all its liabilities) of the subsidiaries at
The joint venture company is intended for the purpose the date of investment in the subsidiaries are treated
of developing a luxury hotel-cum-serviced apartment as goodwill / capital reserve in the CFS. The goodwill is
complex at Noida, Uttar Pradesh. disclosed as an asset and capital reserve as a reserve in
the Consolidated Balance Sheet.
Major Associates of the Group
Profit or loss and each component of other comprehensive
Gujarat Hotels Limited income are attributed to the Group as owners and to
ITC Limited holds 45.78% in Gujarat Hotels Limited. the non-controlling interest; likewise the non-controlling
interests in the net assets of the consolidated subsidiaries
Nature of Business
is identified and presented separately within Equity in the
The Company owns the “Welcomhotel Vadodara” at
Consolidated Balance Sheet.
Vadodara which is operated by ITC Limited under an
Operating Licence Agreement. Inter-Company transactions within the Group (both Profit
& Loss and Balance Sheet items) are eliminated for
International Travel House Limited arriving at the Group CFS.
ITC Limited holds 3.60% and Russell Credit Limited, a CFS is prepared applying uniform accounting policies of
100% subsidiary of ITC Limited, holds 45.36%. ITC Limited to the Group companies.
Nature of Business
Associates and Joint Ventures (Ind AS 28)
Air ticketing, car rentals, inbound outbound tourism,
An investment in associate and joint venture is initially
domestic holidays, conferences, events & exhibition
recognised at cost on the date of the investment, and
management and foreign exchange services for travellers.
is inclusive of any goodwill / capital reserve embedded
Note: The full list of the Group’s Associates appears on
in the cost.
page 292.
Only share of net profits / losses of associates / joint ventures
Principles of Consolidation is considered in Consolidated Statement of Profit and
The Group’s interests in its subsidiaries, associates and Loss. The carrying amount of the investment in associates /
joint ventures are reflected in the Consolidated Financial joint ventures is adjusted by the share of net profits / losses
Statements (CFS) in accordance with the relevant in the Consolidated Balance Sheet.

Form AOC-1
(Pursuant to first proviso to sub-section (3) of Section 129 of the Companies Act, 2013 read with Rule 5 of the Companies (Accounts) Rules, 2014)
Statement containing salient features of the financial statement of Subsidiaries / Associate companies / Joint Ventures
Part A: Subsidiaries
(` in Crores)
Sl. No. 1 2 3 4 5 6 7 8 9
Name of the Subsidiary Company ITC Infotech ITC Infotech ITC Infotech Indivate Inc. Surya Nepal Technico Pty Technico Agri Technico Technico Asia
India Limited (USA), Inc. Limited Private Limited Sciences Technologies Holdings Pty
Limited Limited Inc. Limited
The date since when

subsidiary was acquired 21-Aug-2000 17-Jun-1993 26-Jan-1993 18-Nov-2016 20-Aug-2002 17-Aug-2007 17-Aug-2007 17-Aug-2007 17-Aug-2007
Financial Year ending on 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021 13-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021
Reporting Currency Indian Rupee US Dollar British Pound US Dollar Nepalese Australian Indian Rupee Canadian Australian
Rupee Dollar Dollar Dollar
Exchange Rate on the last day
of the financial year – 73.1100 100.7525 73.1100 0.6250 55.7025 – 58.0250 55.7025
Share Capital 85.20 133.06 6.91 0.73 126.00 108.56 37.96 6.61 20.52
Reserves & Surplus 625.74 38.28 59.33 0.10 600.92 (59.74) 51.90 (4.54) (15.12)
Total Assets 936.17 255.52 132.58 1.76 1065.35 50.91 219.51 2.33 5.40
Total Liabilities 936.17 255.52 132.58 1.76 1065.35 50.91 219.51 2.33 5.40
Investments (excluding Investments
made in subsidiaries) 267.67 – – – – – – – –
Turnover 1883.91 789.11 485.23 3.13 2293.78 11.49 292.28 0.76 –
ITC Limited
Profit / (Loss) before tax 592.47 24.79 11.21 0.16 784.63 4.39 93.22 … –
Provision for tax (144.68) (6.01) (2.13) – (242.55) (0.36) (20.30) – –
Profit / (Loss) after tax 447.79 18.78 9.08 0.16 542.08 4.03 72.92 … –
Proposed Dividend@ 276.90 18.63 8.64 – 614.88 – 60.74 – –
% of shareholding 100.00 100.00 100.00 100.00 59.00 100.00 100.00 100.00 100.00
@ includes dividend paid during the year

Note: Turnover includes Other Income and Other Operating Revenue. Profit / (Loss) figures do not include Other Comprehensive Income.

233
234
Part A: Subsidiaries (Contd.) (` in Crores)
Sl. No. 10 11 12 13 14 15 16 17 18
ITC Limited
Name of the Subsidiary Company Technico Srinivasa Fortune Park Landbase Bay Islands WelcomHotels Russell Greenacre Wimco
Horticultural Resorts Hotels India Hotels Lanka Credit Holdings Limited
(Kunming) Co. Limited Limited Limited Limited (Private) Limited Limited
Limited Limited
The date since when

subsidiary was acquired 17-Aug-2007 06-Feb-1995 06-Mar-1996 09-Sept-2000 08-Mar-1999 04-May-2012 26-Sept-1997 09-Nov-1994 01-Jul-2005
Reporting Currency Chinese Yuan Indian Rupee Indian Rupee Indian Rupee Indian Rupee Sri Lankan Indian Rupee Indian Rupee Indian Rupee

Renminbi Rupee
of the financial year 11.1494 – – – – 0.3665 – – –
Share Capital 21.20 24.00 0.45 317.00 0.12 1594.96 646.48 42.06 18.85
Reserves & Surplus (1.00) 65.83 18.49 (76.42) 18.79 (15.85) 219.53 8.85 (21.39)
Total Assets 20.45 102.91 25.24 282.63 19.33 1593.52 876.75 52.18 7.93
made in subsidiaries) – 38.51 2.32 1.65 3.81 – 703.08 31.81 3.01
Turnover 6.59 26.74 17.71 25.03 1.11 0.77 64.37 5.65 6.56
Profit / (Loss) before tax 3.64 (11.25) (8.34) 3.80 1.03 (0.01) 58.41 2.32 (2.42)
Provision for tax – 2.83 2.06 – (0.26) – (8.94) 1.39 –
Profit / (Loss) after tax 3.64 (8.42) (6.28) 3.80 0.77 (0.01) 49.47 3.71 (2.42)
Proposed Dividend@ – – – – 0.08 – 12.93 – –
% of shareholding 100.00 68.00 100.00 100.00 100.00 100.00 100.00 100.00 98.21

Note: Turnover includes Other Income and Other Operating Revenue. Profit / (Loss) figures do not include Other Comprehensive Income.
Part A: Subsidiaries (Contd.) (` in Crores)
Sl. No. 19 20 21 22 23 24 25 26 27
Name of the Subsidiary Company Gold Flake ITC MRR Trading North East Prag Agro Pavan Poplar ITC Hobbits Sunrise
Corporation Investments & Investment Nutrients Farm Limited Limited IndiVision International Sheetgrah
Limited & Holdings Company Private Limited Foods Private Private
Limited Limited Limited Limited Limited
The date since when

subsidiary was acquired 29-Jan-1982 17-May-2012 23-Dec-1998 06-Feb-2014 01-Jul-2005 01-Jul-2005 29-Jul-2020 27-Jul-2020 27-Jul-2020
Reporting Currency Indian Rupee Indian Rupee Indian Rupee Indian Rupee Indian Rupee Indian Rupee Indian Rupee Indian Rupee Indian Rupee

of the financial year – – – – – – – – –
Share Capital 16.00 4.50 0.05 73.00 1.28 5.51 50.00 0.33 0.56
Reserves & Surplus 14.11 0.97 (0.03) 10.71 (0.25) (5.14) (1.26) 0.17 (0.08)
Total Assets 30.92 5.47 0.06 126.26 1.08 0.40 58.66 0.67 0.53
made in subsidiaries) 7.20 – – 16.32 – – 10.64 – –
Turnover 8.41 0.06 0.07 172.89 0.10 0.22 … 0.67 –
Profit / (Loss) before tax 7.44 0.01 … 12.76 (0.03) 0.09 (1.28) (0.13) (0.04)
Provision for tax (0.14) … … (3.70) … … 0.01 – –
Profit / (Loss) after tax 7.30 0.01 … 9.06 (0.03) 0.09 (1.27) (0.13) (0.04)
ITC Limited
Proposed Dividend@ 10.00 – – 0.45 – – – – –
% of shareholding 100.00 100.00 100.00 76.00 100.00 100.00 100.00 100.00 100.00
Notes:
i) WelcomHotels Lanka (Private) Limited and ITC IndiVision Limited are yet to commence commercial operations.
ii) During the year, Sunrise Foods Private Limited (Sunrise) was acquired by the Company and became a wholly owned subsidiary with effect from 27th July, 2020. Pursuant to the Order of the
Hon’ble National Company Law Tribunal, Kolkata Bench, Sunrise was amalgamated with the Company and hence, was dissolved without winding up with effect from 1st April, 2021
[Refer Note 28(ix) to the Consolidated Financial Statements].

iii) No other subsidiary was liquidated or sold during the year.
iv) Turnover includes Other Income and Other Operating Revenue. Profit / (Loss) figures do not include Other Comprehensive Income.
235
Part B : Associates and Joint Ventures
236
Statement pursuant to Section 129 (3) of the Companies Act, 2013 related to Associate companies and Joint Ventures
Name of Associates / Joint Ventures Espirit Logix ITC Maharaja International Russell Gujarat Divya ATC Limited Antrang Delectable
Hotels Developers Essentra Heritage Travel Investments Hotels Management Finance Technologies
Private Private Limited Resorts House Limited Limited Limited Limited Private
Limited Limited# Limited Limited Limited
ITC Limited
1. Latest audited Balance Sheet Date 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021 31-Mar-2021
2. Date on which the Associate or Joint
Venture was associated or acquired 24-Sept-2010 27-Sept-2011 30-Jun-1994 02-Jul-1997 21-Mar-1982 14-May-1988 12-Sept-1986 23-Nov-2007 18-Jan-1995 21-Jan-2008 17-Sep-2020
3. Shares of Associate / Joint Venture
held by the Company on the year end
Number 4,65,09,200 77,66,913 22,50,000 1,80,000 39,14,233 42,75,435 17,33,907 41,82,915 1,94,775* 43,24,634 3,928 ^
Amount of Investment in Associate /
Joint Venture (` in Crores) 46.17 – 89.76 … 64.19 22.53 17.02 7.48 6.92 4.92 3.56 ^
Extent of Holding % 26.00 27.90 50.00 50.00 48.96 25.43 45.78 33.33 47.50 33.33 20.06 @

4. Description of how there is
Joint Venture Joint Venture Joint Venture Joint Venture Associate Associate Associate Associate Associate Associate Associate
significant influence
5. Reason why the Associate / Joint
Consolidated Consolidated Consolidated Consolidated Consolidated Consolidated Consolidated Consolidated Consolidated Consolidated Consolidated
Venture is not consolidated
6. Net worth attributable to Shareholding
as per latest audited Balance Sheet
(` in Crores) 46.17 (41.19) 89.35 (1.15) 51.61 23.15 15.86 6.40 6.72 4.84 0.40

7. Profit / (Loss) for the year
(` in Crores) … (40.28) 36.22 (0.68) (45.06) 2.54 2.27 0.17 0.24 0.10 (1.87)
i Considered in Consolidation
(` in Crores) … (4.67) $ 18.11 –$ (22.06) 0.65 1.04 0.06 0.11 0.03 (0.19)
ii. Not considered in Consolidation
(` in Crores) … (35.61) 18.11 (0.68) (23.00) 1.89 1.23 0.11 0.13 0.07 (1.68)
* Comprises 55,650 shares fully paid up and 1,39,125 shares partly paid up [Refer Note 4 to the Consolidated Financial Statements].
^ Comprises 100 equity shares fully paid up (investment ` 0.10 Crore) and 3,828 Compulsorily Convertible Cumulative Preference Shares fully paid up (investment ` 3.46 Crores) [Refer Note 4 and 28 (viii)
to the Consolidated Financial Statements].
@ On a fully diluted basis.
# Financial Statements are as certified by the management of Logix Developers Private Limited [Refer Note 28 (ii) (d) to the Consolidated Financial Statements].
$ Share of profit / (loss) has not been considered in accordance with Ind AS 28 - Investments in Associates and Joint Ventures.
Notes:
i) Espirit Hotels Private Limited and Logix Developers Private Limited are yet to commence commercial operations.
ii) No Associate or Joint Venture was liquidated or sold during the year.
R. K. SINGHI S. DUTTA R. TANDON S. PURI
Company Secretary Chief Financial Officer Director Chairman & Managing Director
Dated: June 01, 2021 Kolkata, India Kolkata, India Kolkata, India New Delhi, India
Consolidated
Financial Statements
Balance Sheet 238
Statement of Profit and Loss 239
Statement of Changes in Equity 240
Cash Flow Statement 242
Notes to the Consolidated

Financial Statements 244
Independent Auditor’s Report 319

Consolidated Balance Sheet as at 31st March, 2021
As at As at
ASSETS
Non-current assets
(a) Property, Plant and Equipment 3A 19153.94 19632.92
(b) Capital work-in-progress 3B 4004.45 3251.61
(c) Investment Property 3C 376.56 385.36
(d) Goodwill 3D 779.73 202.53
(e) Other Intangible assets 3E 2011.06 525.37
(f) Intangible assets under development 3F 6.84 4.85
(g) Right of Use Assets 3G 977.19 967.16
(h) Investment accounted for using the equity method 4 262.55 266.56
27572.32 25236.36
(i) Financial Assets
(i) Investments 4 9761.99 10448.46
(ii) Loans 5 4.07 5.27
(iii) Others 6 101.87 9867.93 615.65 11069.38
(j) Deferred tax assets (Net) 7 58.54 56.29
(k) Income Tax Assets (Net) 21A 33.04 38.42
(l) Other non-current assets 8 1295.48 38827.31 1461.24 37861.69
Current assets
(a) Inventories 9 10397.16 8879.33
(b) Biological assets other than bearer plants 10 110.06 86.20
(c) Financial Assets
(i) Investments 11 14846.33 17948.33
(ii) Trade receivables 12 2501.70 2562.48
(iii) Cash and cash equivalents 13 290.42 650.35
(iv) Other Bank Balances 14 4368.60 6626.99
(v) Loans 5 3.47 6.33
(vi) Others 6 1379.02 23389.54 1818.54 29613.02
(d) Other current assets 8 1095.23 34991.99 926.80 39505.35
TOTAL ASSETS 73819.30 77367.04
EQUITY AND LIABILITIES
Equity
(a) Equity Share capital 15 1230.88 1229.22
(b) Other Equity 59116.46 64044.04
Attributable to owners of the parent 60347.34 65273.26
Non-controlling interests 346.81 60694.15 377.47 65650.73
Liabilities
(ii) Lease liabilities 17A 206.96 204.00
(iii) Other financial liabilities 17B 283.50 496.04 127.87 337.77
(b) Provisions 18 187.50 175.37
(c) Deferred tax liabilities (Net) 7 1736.39 1627.20
(d) Other non-current liabilities 19 15.54 2435.47 16.20 2156.54
Current liabilities
(ii) Trade payables
Total outstanding dues of micro enterprises and
small enterprises 61.15 37.93
Total outstanding dues of creditors other than
micro enterprises and small enterprises 4257.58 4318.73 3591.90 3629.83
(iii) Lease liabilities 17A 54.06 63.87
(iv) Other financial liabilities 17B 1491.85 1394.88
(b) Other current liabilities 19 4294.40 4072.72
(c) Provisions 18 194.01 148.18
(d) Current Tax Liabilities (Net) 21B 332.75 10689.68 248.87 9559.77
TOTAL EQUITY AND LIABILITIES 73819.30 77367.04

Sudhir Soni

Consolidated Statement of Profit and Loss for the year ended 31st March, 2021
I Revenue From Operations 22A, 22B 53155.12 51393.47
II Other Income 23 2632.56 2597.89
III Total Income (I+II) 55787.68 53991.36
IV EXPENSES
Cost of materials consumed 13939.84 13810.70
Purchases of Stock-in-Trade 6836.87 4237.90
Changes in inventories of finished goods, Stock-in-Trade,
work-in-progress and intermediates (645.27) (703.13)
Excise duty 3882.34 1989.42
Employee benefits expense 24 4463.33 4295.79
Finance costs 25 44.58 54.68
Other expenses 26 7675.31 8502.63
Total expenses (IV) 37842.59 33832.90
V Share of profit / (loss) of Associates and Joint Ventures (6.92) 8.22
VI Profit before exceptional items and tax (III-IV+V) 17938.17 20166.68
VII Exceptional Items – (132.11)
VIII Profit before tax (VI+VII) 17938.17 20034.57
IX Tax expense:
Current Tax 27 4463.74 4846.15
Deferred Tax 27 91.55 (404.36)
X Profit for the year (VIII-IX) 13382.88 15592.78
A (i) Items that will not be reclassified to profit or loss:
– Remeasurements of the defined benefit plans 28(vi) (22.44) (127.57)
– Equity instruments through other comprehensive income 288.90 (1349.52)
portion of hedging instruments in a cash flow hedge (6.64) (1.29)
– Share of OCI in Associates and Joint Ventures 1.69 (12.60)
(ii) Income tax relating to items that will not be reclassified to profit
or loss 27 (1.38) 10.14
B (i) Items that will be reclassified to profit or loss:
– Exchange differences in translating the financial statements
of foreign operations (83.72) 36.98
– Effective portion of gains / (losses) on designated portion of
hedging instruments in a cash flow hedge 40.76 (36.24)
(ii) Income tax relating to items that will be reclassified to profit
or loss 27 (10.26) 10.13
XI Other Comprehensive Income [A(i+ii)+B(i+ii)] 206.91 (1469.97)
XII Total Comprehensive Income for the year (X+XI) 13589.79 14122.81
Profit for the year
Attributable to:
Owners of the parent 13161.19 15306.23
Non-controlling interests 221.69 286.55
Total Comprehensive Income for the year
Attributable to:
Owners of the parent 13368.35 13835.90
Non-controlling interests 221.44 286.91
XIII Earnings per equity share (Face Value ` 1.00 each): 28(i)
(1) Basic (in `) 10.70 12.47
(2) Diluted (in `) 10.70 12.45

Sudhir Soni

240
Consolidated Statement of changes in equity for the year ended 31st March, 2021
A. Equity Share Capital (` in Crores)
Balance at the beginning Changes in equity share Balance at the end of the
of the reporting year capital during the year reporting year
ITC Limited
B. Other Equity (` in Crores)
Reserves and Surplus Items of other comprehensive income Attributable Non–

to owners controlling
Special Employees Equity Exchange of the interests
Reserve under Housing Share Instruments differences on parent Total
Capital Section Reserve Options Capital through Other Effective translating the
Capital Securities Reserve on 45–IC of the under Nepal Subsidy Outstanding Redemption Contingency General Retained Comprehensive portion of Cash financial statements
Reserve Premium Consolidation RBI Act, 1934 labour laws Reserve Account Reserve Reserve Reserve Earnings Income Flow Hedges of foreign operations
Balance as at 31st March, 2019 5.46 8493.93 72.67 135.25 110.68 0.23 1997.94 0.22 363.05 17672.57 27716.68 1333.01 (8.30) 21.62 57915.01 343.47 58258.48

Profit for the year – – – – – – – – – – 15306.23 – – – 15306.23 286.55 15592.78
Other Comprehensive Income (net of tax) – – – – – – – – – – (116.89) (1361.09) (29.33) 36.98 (1470.33) 0.36 (1469.97)
Total Comprehensive Income for the year – – – – – – – – – – 15189.34 (1361.09) (29.33) 36.98 13835.90 286.91 14122.81
Issue of equity shares under ITC Employee Stock
Option Schemes – 621.94 – – – – – – – – – – – – 621.94 – 621.94
Dividend
– Dividend 2018-19 – ` 5.75 per share – – – – – – – – – – (7048.71) – – – (7048.71) (252.86) (7301.57)
Dividend distribution tax (paid) / refund received – – – – – – – – – – (1407.44) – – – (1407.44) (0.05) (1407.49)
Transfer from retained earnings – – – 8.35 – – – – – – (8.35) – – – – – –
Transfer from Employee Housing Reserve – – – – (16.42) – – – – – 16.42 – – – – – –
Recognition of share based payment – – – – – – 114.04 – – – – – – – 114.04 – 114.04
Transfer from Share Option Outstanding Account
on exercise and lapse – 66.79 – – – – (89.80) – – – 23.01 – – – – – –
hedged items (net of tax) – – – – – – – – – – – – 13.30 – 13.30 – 13.30
Balance as at 31st March, 2020 5.46 9182.66 72.67 143.60 94.26 0.23 2022.18 0.22 363.05 17672.57 34480.95 (28.08) (24.33) 58.60 64044.04 377.47 64421.51
Profit for the year – – – – – – – – – – 13161.19 – – – 13161.19 221.69 13382.88
Other Comprehensive Income (net of tax) – – – – – – – – – – (23.61) 288.96 25.53 (83.72) 207.16 (0.25) 206.91
Total Comprehensive Income for the year – – – – – – – – – – 13137.58 288.96 25.53 (83.72) 13368.35 221.44 13589.79
Consolidated Statement of changes in equity for the year ended 31st March, 2021
B. Other Equity (Contd.) (` in Crores)
Reserves and Surplus Items of other comprehensive income Attributable Non–

to owners controlling
Special Employees Equity Exchange of the interests
Reserve under Housing Share Instruments differences on parent Total
Capital Section Reserve Options Capital through Other Effective translating the
Capital Securities Reserve on 45–IC of the under Nepal Subsidy Outstanding Redemption Contingency General Retained Comprehensive portion of Cash financial statements
Reserve Premium Consolidation RBI Act, 1934 labour laws Reserve Account Reserve Reserve Reserve Earnings Income Flow Hedges of foreign operations
Issue of equity shares under ITC Employee Stock
Option Schemes – 288.99 – – – – – – – – – – – – 288.99 – 288.99
Dividend
– Final Dividend (2019-20 – ` 10.15 per share) – – – – – – – – – – (12476.61) – – – (12476.61) (252.10) (12728.71)
– Interim Dividend (2020-21 – ` 5 per share) – – – – – – – – – – (6152.68) – – – (6152.68) – (6152.68)
Dividend distribution tax (paid) / refund received – – – – – – – – – – 13.98 – – – 13.98 – 13.98
Transfer from retained earnings – – – 9.89 – – – – – – (9.89) – – – – – –
Transfer from Equity Instruments through Other
Comprehensive Income reserve on renunciation of
rights entitlements (net of tax) – – – – – – – – – – 4.82 (4.82) – – – – –
Recognition of share based payment – – – – – – 26.66 – – – – – – – 26.66 – 26.66
Transfer from Share Option Outstanding Account
on exercise and lapse – 111.16 – – – – (342.32) – – – 231.16 – – – – – –
hedged items (net of tax) – – – – – – – – – – – – 3.73 – 3.73 – 3.73
Balance as at 31st March, 2021 5.46 9582.81 72.67 153.49 94.26 0.23 1706.52 0.22 363.05 17672.57 29229.31 256.06 4.93 (25.12) 59116.46 346.81 59463.27
The Board of Directors of the Company have recommended Final Dividend of ` 5.75 per share for the financial year ended 31st March, 2021 to be paid on fully paid Equity Shares amounting to ` 7077.59 Crores. The Final Dividend is subject to the approval of shareholders at the
Annual General Meeting and has not been included as a liability in these financial statements. Including the Interim Dividend of ` 5.00 per share declared by the Board of Directors, the total Equity Dividend for the year ended 31st March, 2021 is ` 10.75 per share (total Equity Dividend
for the year ended 31st March, 2020 - ` 10.15 per share).
Capital Reserve and Capital Reserve on Consolidation: This Reserve represents the difference between value of the net assets Contingency Reserve: This Reserve has been created out of Retained Earnings, as a matter of prudence, to take care of any unforeseen
transferred to the Group in the course of business combinations and the consideration paid for such combinations. adverse developments in pending legal disputes.
Securities Premium: This Reserve represents the premium on issue of shares and can be utilised in accordance with the provisions of the General Reserve: This Reserve is created by an appropriation from one component of equity (generally retained earnings) to another, not
Companies Act, 2013. being an item of Other Comprehensive Income. The same can be utilized in accordance with the provisions of the Companies Act, 2013.
Special Reserve under Section 45-IC of the RBI Act, 1934: This Reserve represents profits transferred before declaration of dividend by Retained Earnings: This Reserve represents the cumulative profits of the Group and effects of remeasurement of defined benefit obligations.
companies of the Group which are registered as NBFCs with the Reserve Bank of India (RBI). This Reserve can be utilized in accordance with the provisions of the Companies Act, 2013.
Employees Housing Reserve under Nepal labour laws: This Reserve represents the amounts set aside for providing employees’ housing Equity Instruments through Other Comprehensive Income: This Reserve represents the cumulative gains (net of losses) arising on
as per the provisions of the Nepal Labour Act, 2048. The said Act has since been repealed with effect from 4th September, 2017, consequent revaluation of Equity Instruments measured at Fair Value through Other Comprehensive Income, net of amounts reclassified, if any, to
Retained Earnings when those instruments are disposed of.
ITC Limited
to the introduction of the new Labour Act, 2074, which does not require creation of similar Reserve.
Effective portion of Cash Flow Hedges: This Reserve represents the cumulative effective portion of changes in Fair Value of derivatives
Subsidy Reserve: This Reserve represents subsidies received from government authorities for capital investment and amounts taken over
that are designated as Cash Flow Hedges. It will be reclassified to profit or loss or included in the carrying amount of the non-financial asset
by the Group consequent to business combinations.
in accordance with the Group’s accounting policy.
Share Options Outstanding Account: This Reserve relates to stock options granted by the Company to employees under ITC Exchange differences on translating the financial statements of foreign operations: This Reserve contains (a) accumulated balance of
Employee Stock Option Schemes. This Reserve is transferred to Securities Premium or Retained Earnings on exercise or cancellation of foreign exchange differences from translation of the financial statements of the Group’s foreign operations arising at the time of consolidation
vested options. of such entities and (b) accumulated foreign exchange differences arising on monetary items that, in substance, form part of the Group’s net
Capital Redemption Reserve: This Reserve has been transferred to the Group in the course of business combinations and can be utilized investment in a foreign operation. Such foreign exchange differences are recognised in Other Comprehensive Income. Exchange differences
in accordance with the provisions of the Companies Act, 2013. previously accumulated in this Reserve are reclassified to profit or loss on disposal of the foreign operation.


Sudhir Soni
241
Consolidated Cash Flow Statement for the year ended 31st March, 2021
A. Cash Flow from Operating Activities
PROFIT BEFORE TAX 17938.17 20034.57
ADJUSTMENTS FOR:
Share based payments to employees 26.27 112.99
Finance costs 44.58 54.68
Interest Income (1297.91) (1522.13)
Dividend Income (0.07) (8.31)
Loss on sale of property, plant and equipment, lease termination - Net 54.61 56.68
Share of (profit) / loss of associates and joint ventures 6.92 (8.22)
Net (gain) / loss arising on financial instruments mandatorily measured
at fair value through profit or loss (1144.02) (974.03)
Foreign currency translations and transactions - Net (6.42) (9.49)
Impairment of investment in joint venture (4.67) (611.77) (0.15) (618.16)
OPERATING PROFIT BEFORE WORKING CAPITAL CHANGES 17326.40 19416.41
ADJUSTMENTS FOR:
Trade receivables, advances and other assets (65.60) 1411.00
Inventories and biological assets other than bearer plants (1459.78) (507.99)
Trade payables, other liabilities and provisions 1112.60 (412.78) (606.87) 296.14
CASH GENERATED FROM OPERATIONS 16913.62 19712.55
Income tax paid (4386.53) (5022.89)
NET CASH FROM OPERATING ACTIVITIES 12527.09 14689.66
B. Cash Flow from Investing Activities

Purchase of property, plant and equipment, Intangibles, ROU asset, etc. (1836.64) (2441.15)
Sale of property, plant and equipment 2.53 27.02
Purchase of current investments (55913.52) (77847.64)
Sale / redemption of current investments 61084.47 72405.47
Investment in associate (1.87) –
Purchase of non-current investments (1639.74) (1987.78)
Redemption proceeds of non-current investments 1712.05 3429.63
Payment towards business combination [Refer Note 28(ix)] (2189.22) –
Dividend from associates and joint ventures 7.18 8.34
Dividend from others 0.07 8.31
Interest received 1274.92 1513.35
Investment in bank deposits
(original maturity more than 3 months) (4691.92) (5602.32)
Redemption / maturity of bank deposits
(original maturity more than 3 months) 6977.33 4321.20
Investment in deposit with housing finance companies (78.38) (712.16)
Redemption / maturity of deposit with housing finance companies 971.43 700.22
Loans given (2.44) (3.61)
Loans realised 6.66 7.10
NET CASH FROM / (USED IN) INVESTING ACTIVITIES 5682.91 (6174.02)

Consolidated Cash Flow Statement for the year ended 31st March, 2021
C. Cash Flow from Financing Activities
Proceeds from issue of share capital 290.65 625.30
Repayment of non-current borrowings (2.28) (3.42)
Payment of lease liabilities (54.73) (49.35)
Interest paid (41.23) (43.84)
Net increase / (decrease) in statutory restricted accounts balances 41.17 (1.13)
Dividend paid (18881.39) (7301.62)
Dividend distribution tax (paid) / refund received 13.98 (1407.42)
NET CASH USED IN FINANCING ACTIVITIES (18633.83) (8181.48)
NET INCREASE / (DECREASE) IN CASH AND CASH EQUIVALENTS (423.83) 334.16
OPENING CASH AND CASH EQUIVALENTS 677.04 342.88
CASH AND CASH EQUIVALENTS ACQUIRED ON BUSINESS
COMBINATION [See Note 3 below] 56.95 –
CLOSING CASH AND CASH EQUIVALENTS 310.16 677.04
Notes:
1. The above Cash Flow Statement has been prepared under the
“Indirect Method” as set out in Ind AS - 7 “Statement of Cash Flows”.
2. CASH AND CASH EQUIVALENTS:
Cash and cash equivalents as above 310.16 677.04
Unrealised gain / (loss) on foreign currency cash and cash equivalents (23.62) (28.11)
Cash credit facilities (Note 20) 3.88 1.42
Cash and cash equivalents (Note 13) 290.42 650.35
3. Cash & Cash Equivalents include ` 56.95 Crores on acquisition of
Sunrise Foods Private Limited during the period and is included in the
closing Cash and Cash Equivalents.
4. Net Cash Flow from Operating Activities includes an amount
of ` 372.52 Crores (2020 - ` 324.68 Crores) spent towards
Corporate Social Responsibility.

Sudhir Soni

Notes to the Consolidated Financial Statements
1. Significant Accounting Policies
Statement of Compliance together with the share of the total comprehensive income
These financial statements have been prepared in of joint ventures and associates.
accordance with Indian Accounting Standards (Ind AS) Subsidiaries are entities controlled by the Group. Associates
notified under Section 133 of the Companies Act, 2013. are entities over which the Group exercise significant
The financial statements have also been prepared in influence but does not control. An entity / arrangement in
accordance with the relevant presentation requirements of which the Group has the ability to exercise control jointly
the Companies Act, 2013. The Group adopted Ind AS from with one or more uncontrolled entities may be a joint venture
1st April, 2016. (“JV”) or a joint operation (“JO”). Unlike in a JV where parties
have proportionate interests in the assets and liabilities of
Basis of Preparation
the JV entity, parties have rights to and obligations towards
The financial statements are prepared in accordance specified assets and liabilities in a JO.
with the historical cost convention, except for certain
Control, significant influence and joint control is assessed
items that are measured at fair values, as explained in the
annually with reference to the voting power (usually arising
accounting policies.
from equity shareholdings and potential voting rights) and
Fair Value is the price that would be received to sell an other rights (usually contractual) enjoyed by the Group in
asset or paid to transfer a liability in an orderly transaction its capacity as an investor that provides it the power and
between market participants at the measurement date, consequential ability to direct the investee’s activities and
regardless of whether that price is directly observable or significantly affect the Group’s returns from its investment.
estimated using another valuation technique. In estimating Such assessment requires the exercise of judgement and
the fair value of an asset or a liability, the Group takes into is disclosed by way of a note to the Financial Statements.
account the characteristics of the asset or liability if market The Group is considered not to be in control of entities
participants would take those characteristics into account where it is unclear as to whether it enjoys such power over
when pricing the asset or liability at the measurement date. the investee.
Fair value for measurement and/or disclosure purposes in
The assets, liabilities, income and expenses of subsidiaries
these consolidated financial statements is determined on
are aggregated and consolidated, line by line, from the date
such a basis, except for share-based payment transactions
control is acquired by any Group entity to the date it ceases.
that are within the scope of Ind AS 102 – Share-based
Payment, leasing transactions that are within the scope of Profit or loss and each component of other comprehensive
Ind AS 116 – Leases, and measurements that have some income are attributed to the Group as owners and to
similarities to fair value but are not fair value, such as net the non-controlling interests. The Group presents the
realisable value in Ind AS 2 – Inventories or value in use in non-controlling interests in the Balance Sheet within equity,
Ind AS 36 – Impairment of Assets. separately from the equity of the Group as owners. The
excess of the Group’s investment in a subsidiary over
The preparation of financial statements in conformity
its share in the net worth of such subsidiary on the date
with Ind AS requires management to make judgements,
control is acquired is treated as goodwill while a deficit is
estimates and assumptions that affect the application of the
considered as a capital reserve in the CFS. In case of JO,
accounting policies and the reported amounts of assets and
Group’s share of assets, liabilities, income and expenses
liabilities, the disclosure of contingent assets and liabilities
are consolidated. On disposal of the subsidiary, attributable
at the date of the financial statements, and the reported
amount on goodwill is included in the determination of the
amounts of revenues and expenses during the year. Actual
profit or loss and recognised in the Statement of Profit and
results could differ from those estimates. The estimates
Loss. Impairment loss, if any, to the extent the carrying
and underlying assumptions are reviewed on an ongoing
amount exceeds the recoverable amount is charged off
basis. Revisions to accounting estimates are recognised
to the Statement of Profit and Loss as it arises and is not
in the period in which the estimate is revised if the revision
reversed. For impairment testing, goodwill is allocated to
affects only that period; they are recognised in the period
Cash Generating Unit (CGU) or a group of CGUs to which it
of the revision and future periods if the revision affects both
relates, which is not larger than an operating segment, and
current and future periods.
is monitored for internal management purposes.
Basis of Consolidation An investment in an associate or a JV is initially recognised
The Consolidated Financial Statements (CFS) include the at cost on the date of the investment, and inclusive of
financial statements of the Company and its subsidiaries any goodwill / capital reserve embedded in the cost, in the

Balance Sheet. The proportionate share of the Group in lives as specified in Schedule II of the Companies Act, 2013
the net profits / losses as also in the other comprehensive on a straight line basis. Land is not depreciated.
income is recognised in the Statement of Profit and Loss The estimated useful lives of property, plant and equipment
and the carrying value of the investment is adjusted by a of the Group are as follows:
like amount (referred as ‘equity method’).
Buildings 30-60 Years
All intragroup assets and liabilities, equity, income, expenses
and cash flows relating to transactions between members Leasehold Improvement Shorter of lease period or
of the Group are eliminated in full on consolidation. estimated useful lives
Plant and Equipment 7-25 Years
Operating Cycle
Furniture and Fixtures 8-10 Years
All assets and liabilities have been classified as current or
non-current as per the Group’s normal operating cycle and Vehicles 8-10 Years
other criteria set out in the Schedule III to the Companies Act, Office Equipment 5 Years
2013 and Ind AS 1 – Presentation of Financial Statements
Assets held under finance leases are depreciated over their
based on the nature of products and the time between the
expected useful lives on the same basis as owned assets
acquisition of assets for processing and their realisation in
or, where shorter, the term of the relevant lease.
cash and cash equivalents.
Property, plant and equipment’s residual values and useful
Property, Plant and Equipment – Tangible Assets lives are reviewed at each Balance Sheet date and changes,
Property, plant and equipment are stated at cost of if any, are treated as changes in accounting estimate.
acquisition or construction less accumulated depreciation Goodwill on Consolidation
and impairment, if any. For this purpose, cost includes
Goodwill arising on consolidation is stated at cost less
deemed cost which represents the carrying value of
impairment losses, where applicable. On disposal of a
property, plant and equipment recognised as at 1st April,
subsidiary, attributable amount of goodwill is included in
2015 measured as per the previous Generally Accepted
the determination of the profit or loss recognised in the
Accounting Principles (GAAP).
Statement of Profit and Loss. On acquisition of an associate
Cost is inclusive of inward freight, duties and taxes or joint venture, the goodwill / capital reserve arising from
and incidental expenses related to acquisition. In such acquisition is included in the carrying amount of the
respect of major projects involving construction, related investment and also disclosed separately.
pre-operational expenses form part of the value of
Impairment loss, if any, to the extent the carrying amount
assets capitalised. Expenses capitalised also include
exceed the recoverable amount is charged off to the
applicable borrowing costs for qualifying assets, if any.
Statement of Profit and Loss as it arises and is not
All upgradation / enhancements are charged off as reversed. For impairment testing, goodwill is allocated to
revenue expenditure unless they bring similar significant Cash Generating Unit (CGU) or group of CGUs to which it
additional benefits. relates, which is not larger than an operating segment, and
An item of property, plant and equipment is derecognised is monitored for internal management purposes.
upon disposal or when no future economic benefits are
Intangible Assets
expected to arise from the continued use of asset. Any
gain or loss arising on the disposal or retirement of an Intangible Assets that the Group controls and from which
item of property, plant and equipment is determined as the it expects future economic benefits, are capitalised upon
difference between the sales proceeds and the carrying acquisition and measured initially:
amount of the asset and is recognised in the Statement of a. for assets acquired in a business combination, at fair
Profit and Loss. value on the date of acquisition;
Depreciation of these assets commences when the assets b. for separately acquired assets, at cost comprising
are ready for their intended use which is generally on the purchase price (including import duties and
commissioning. Items of property, plant and equipment non-refundable taxes) and directly attributable costs to
are depreciated in a manner that amortizes the cost prepare the asset for its intended use.
(or other amount substituted for cost) of the assets after Internally generated assets for which the cost is clearly
commissioning, less its residual value, over their useful identifiable are capitalised at cost. Research expenditure is

recognised as an expense when it is incurred. Development Impairment losses recognised in prior years are reversed
costs are capitalised only after the technical and commercial when there is an indication that the impairment losses
feasibility of the asset for sale or use has been established. recognised no longer exist or have decreased. Such
Thereafter, all directly attributable expenditure incurred to reversals are recognised as an increase in carrying
prepare the asset for its intended use are recognised as the amounts of assets to the extent that it does not exceed the
cost of such assets. Internally generated brands, websites carrying amounts that would have been determined (net of
and customer lists are not recognised as intangible assets. amortization or depreciation) had no impairment loss been
The carrying value of intangible assets includes deemed recognised in previous years.
cost which represents the carrying value of intangible Investment Property
assets recognised as at 1st April, 2015 measured as per
Properties that are held for long-term rental yields and / or
the previous GAAP.
for capital appreciation are classified as investment
The useful life of an intangible asset is considered finite properties. Investment properties are stated at cost of
where the rights to such assets are limited to a specified acquisition or construction less accumulated depreciation
period of time by contract or law (e.g. patents, licences, and impairment, if any. Depreciation is recognised using the
trademarks, franchise and servicing rights) or the likelihood straight line method so as to amortize the cost of investment
of technical, technological obsolescence (e.g. computer properties over their useful lives as specified in Schedule II
software, design, prototypes) or commercial obsolescence of the Companies Act, 2013. Freehold land and properties
(e.g. lesser known brands are those to which adequate under construction are not depreciated.
marketing support may not be provided). If, there are no
Transfers to, or from, investment properties are made at
such limitations, the useful life is taken to be indefinite.
the carrying amount when and only when there is a change
Intangible assets that have finite lives are amortized over in use.
their estimated useful lives by the straight line method
An item of investment property is derecognised upon
unless it is practical to reliably determine the pattern of
disposal or when no future economic benefits are expected
benefits arising from the asset. An intangible asset with an
to arise from the continued use of asset. Any gain or loss
indefinite useful life is not amortized.
arising on the disposal or retirement of an item of investment
All intangible assets are tested for impairment. Amortization property is determined as the difference between the sales
expenses and impairment losses and reversal of proceeds and the carrying amount of the property and is
impairment losses are taken to the Statement of Profit and recognised in the Statement of Profit and Loss.
Loss. Thus, after initial recognition, an intangible asset is
Income received from investment property is recognised
carried at its cost less accumulated amortization and / or
in the Statement of Profit and Loss on a straight line basis
impairment losses.
over the term of the lease.
The useful lives of intangible assets are reviewed annually to
determine if a reset of such useful life is required for assets Inventories
with finite lives and to confirm that business circumstances Inventories are stated at lower of cost and net realisable
continue to support an indefinite useful life assessment for value. The cost is calculated on weighted average method.
assets so classified. Based on such review, the useful life Cost comprises expenditure incurred in the normal course
may change or the useful life assessment may change from of business in bringing such inventories to their present
indefinite to finite. The impact of such changes is accounted location and condition and includes, where applicable,
for as a change in accounting estimate. appropriate overheads based on normal level of activity. Net
realisable value is the estimated selling price less estimated
Impairment of Assets
costs for completion and sale.
Impairment loss, if any, is provided to the extent, the
Obsolete, slow moving and defective inventories are
carrying amount of assets or cash generating units exceed
identified from time to time and, where necessary, a
their recoverable amount.
provision is made for such inventories.
Recoverable amount is higher of an asset’s net selling
price and its value in use. Value in use is the present value Foreign Currency Transactions
of estimated future cash flows expected to arise from the The presentation currency of the Group is Indian Rupee.
continuing use of an asset or cash generating unit and from Transactions in foreign currency are accounted for at
its disposal at the end of its useful life. the exchange rate prevailing on the transaction date.

Gains / losses arising on settlement as also on translation (i) Fair value hedges

of monetary items are recognised in the Statement of Changes in fair value of the designated portion of
Profit and Loss. derivatives that qualify as fair value hedges are
Exchange differences arising on monetary items that, recognised in profit or loss immediately, together with
in substance, form part of the Group’s net investment in any changes in the fair value of the hedged asset or
a foreign operation (having a functional currency other liability that are attributable to the hedged risk. The
than Indian Rupee) are accumulated in foreign currency change in the fair value of the designated portion of
translation reserve. hedging instrument and the change in fair value of
For the preparation of the consolidated financial statements: the hedged item attributable to the hedged risk are
recognised in the Statement of Profit and Loss in the
(a) assets and liabilities of foreign operations, together
line item relating to the hedged item.
with goodwill and fair value adjustments assumed on
acquisition thereof, are translated to Indian Rupees at Hedge accounting is discontinued when the hedging
exchange rates prevailing at the reporting period end; instrument expires or is sold, terminated, or exercised,
(b) income and expense items are translated at the or when it no longer qualifies for hedge accounting.
average exchange rates prevailing during the period; The fair value adjustment to the carrying amount of the
when exchange rates fluctuate significantly the rates hedged item arising from the hedged risk is amortised to
prevailing on the transaction date are used instead. profit or loss from that date.
Differences arising on such translation are accumulated (ii) Cash flow hedges
in foreign currency translation reserve and attributed to The effective portion of changes in the fair value of
non-controlling interests proportionately. derivatives that are designated and qualify as cash flow
On the disposal of a foreign operation, all of the exchange hedges is recognised in the other comprehensive income
differences accumulated in equity in respect of that and accumulated as ‘Cash Flow Hedging Reserve’. The
operation attributable to the owners of the Group is gains / losses relating to the ineffective portion are
reclassified to the Statement of Profit and Loss. In relation recognised in the Statement of Profit and Loss.
to a partial disposal, that does not result in losing control Amounts previously recognised and accumulated in
over the subsidiary, the proportionate exchange differences other comprehensive income are reclassified to profit
accumulated in equity is reclassified to the Statement of or loss when the hedged item affects the Statement
Profit and Loss. of Profit and Loss. However, when the hedged item
results in the recognition of a non-financial asset, such
Derivatives and Hedge Accounting
gains / losses are transferred from equity (but not as
Derivatives are initially recognised at fair value and are reclassification adjustment) and included in the initial
subsequently remeasured to their fair value at the end measurement cost of the non-financial asset.
of each reporting period. The resulting gains / losses are
Hedge accounting is discontinued when the hedging
recognised in the Statement of Profit and Loss immediately
instrument expires or is sold, terminated, or exercised,
unless the derivative is designated and effective as a
or when it no longer qualifies for hedge accounting. Any
hedging instrument, in which event the timing of recognition
gains / losses recognised in other comprehensive income
in profit or loss / inclusion in the initial cost of non-financial
and accumulated in equity at that time remain in equity
asset depends on the nature of the hedging relationship
and is reclassified when the underlying transaction is
and the nature of the hedged item.
ultimately recognised. When an underlying transaction
The Group complies with the principles of hedge accounting
is no longer expected to occur, the gains / losses
where derivative contracts are designated as hedge
accumulated in equity are recognised immediately in the
instruments. At the inception of the hedge relationship,
Statement of Profit and Loss.
the Group documents the relationship between the hedge
instrument and the hedged item, along with the risk Investment in Associate and Joint Venture
management objectives and its strategy for undertaking Investment in associate and joint venture is accounted for
hedge transaction, which can be a fair value hedge or a using the ‘equity method’ less accumulated impairment,
cash flow hedge. if any.

Financial Instrument, Financial Assets, Financial Trade receivables, Advances, Security deposits, Cash
Liabilities and Equity Instruments and cash equivalents etc. are classified for measurement
Financial assets and financial liabilities are recognised when at amortised cost while investments may fall under any of
the Group becomes a party to the contractual provisions the aforesaid classes. However, in respect of particular
of the relevant instrument and are initially measured at investments in equity instruments that would otherwise
fair value. Transaction costs that are directly attributable be measured at fair value through profit or loss, an
to the acquisition or issue of financial assets and financial irrevocable election at initial recognition may be made to
liabilities (other than financial assets and financial liabilities present subsequent changes in fair value through other
measured at fair value through profit or loss) are added comprehensive income.
to or deducted from the fair value on initial recognition of Impairment: The Group assesses at each reporting date
financial assets or financial liabilities. Purchase or sale of whether a financial asset (or a group of financial assets)
financial assets that require delivery of assets within a time
such as Investments, Trade receivables, Advances and
frame established by regulation or convention in the market
Security deposits held at amortised cost and financial
place (regular way trades) are recognised on the trade
assets that are measured at fair value through other
date, i.e., the date when the Group commits to purchase or
comprehensive income are tested for impairment based
sell the asset.
on evidence or information that is available without undue
Financial Assets cost or effort. Expected credit losses are assessed and
Recognition: Financial assets include Investments, loss allowances recognised if the credit quality of the
Trade receivables, Advances, Security deposits, Cash financial asset has deteriorated significantly since initial
and cash equivalents. Such assets are initially recognised recognition.
at transaction price when the Group becomes party to Reclassification: When and only when the business
contractual obligations. The transaction price includes model is changed, the Group shall reclassify all affected
transaction costs unless the asset is being fair valued financial assets prospectively from the reclassification date
through the Statement of Profit and Loss. as subsequently measured at amortised cost, fair value
Classification: Management determines the classification through other comprehensive income or fair value through
of an asset at initial recognition depending on the purpose profit or loss without restating the previously recognised
for which the assets were acquired. The subsequent gains, losses or interest and in terms of the reclassification
measurement of financial assets depends on such principles laid down in the Ind AS relating to Financial
classification. Instruments.
Financial assets are classified as those measured at: Derecognition: Financial assets are derecognised when
(a) amortised cost, where the financial assets are held the right to receive cash flows from the assets has expired,
solely for collection of cash flows arising from payments or has been transferred, and the Group has transferred
of principal and / or interest. substantially all of the risks and rewards of ownership.
(b) fair value through other comprehensive income Concomitantly, if the asset is one that is measured at:
(FVTOCI), where the financial assets are held not only (a) amortised cost, the gain or loss is recognised in the
for collection of cash flows arising from payments of Statement of Profit and Loss;
principal and interest but also from the sale of such
(b) fair value through other comprehensive income, the
assets. Such assets are subsequently measured at fair
value, with unrealised gains and losses arising from cumulative fair value adjustments previously taken to
changes in the fair value being recognised in other reserves are reclassified to the Statement of Profit and
comprehensive income. Loss unless the asset represents an equity investment,
in which case the cumulative fair value adjustments
(c) fair value through profit or loss (FVTPL), where the
previously taken to reserves are reclassified within
assets are managed in accordance with an approved
equity.
investment strategy that triggers purchase and sale
decisions based on the fair value of such assets. Such Income Recognition: Interest income is recognised in the
assets are subsequently measured at fair value, with Statement of Profit and Loss using the effective interest
unrealised gains and losses arising from changes in the method. Dividend income is recognised in the Statement
fair value being recognised in the Statement of Profit of Profit and Loss when the right to receive dividend is
and Loss in the period in which they arise. established.

Financial Liabilities the Group entity complying with the conditions attached to
Borrowings, trade payables and other financial liabilities are the grant. Accordingly, government grants:
initially recognised at the value of the respective contractual (a) related to or used for assets, are deducted from the
obligations. They are subsequently measured at amortised carrying amount of the asset.
cost. Any discount or premium on redemption / settlement is (b) related to incurring specific expenditures are taken to
recognised in the Statement of Profit and Loss as finance the Statement of Profit and Loss on the same basis and
cost over the life of the liability using the effective interest
in the same periods as the expenditures incurred.
method and adjusted to the liability figure disclosed in the
Balance Sheet. (c) by way of financial assistance on the basis of certain
qualifying criteria are recognised as they become
Financial liabilities are derecognised when the liability is
receivable.
extinguished, that is, when the contractual obligation is
discharged, cancelled or on expiry. In the unlikely event that a grant previously recognised is
ultimately not received, it is treated as a change in estimate
Offsetting Financial Instruments and the amount cumulatively recognised is expensed in the
Financial assets and liabilities are offset and the net amount Statement of Profit and Loss.
is included in the Balance Sheet where there is a legally
enforceable right to offset the recognised amounts and Dividend Distribution
there is an intention to settle on a net basis or realise the Dividends paid (including income tax thereon) are
asset and settle the liability simultaneously. recognised in the period in which the interim dividends are
Equity Instruments approved by the Board of Directors, or in respect of the final
dividend when approved by shareholders.
Equity instruments are recognised at the value of the
proceeds, net of direct costs of the capital issue. Employee Benefits
Revenue The Group makes contributions to both defined benefit
Revenue is measured at the fair value of the consideration and defined contribution schemes which are mainly
received or receivable for goods supplied and services administered through duly constituted and approved Trusts.
rendered, net of returns and discounts to customers. Provident Fund contributions are in the nature of defined
Revenue from the sale of goods is shown to include excise contribution scheme. In respect of employees who are
duties and National Calamity Contingent Duty which are members of constituted and approved trusts, the Group
payable on manufacture of goods but excludes taxes such recognises contribution payable to such trusts as an
as VAT and Goods and Services Tax which are payable in expense including any shortfall in interest between the
respect of sale of goods and services. amount of interest realised by the investment and the
Revenue from the sale of goods and services is recognised interest payable to members at the rate declared by the
when the Group performs its obligations to its customers Government of India. In respect of other employees,
and the amount of revenue can be measured reliably provident funds are deposited with the Government and
and recovery of the consideration is probable. The timing recognised as expense.
of such recognition in case of sale of goods is when the The Group makes contribution to defined contribution
control over the same is transferred to the customer, which
pension plan. The contribution payable is recognised as an
is mainly upon delivery and in case of services, in the period
expense, when an employee renders the related service.
in which such services are rendered.
The Group also makes contribution to defined benefit
Government Grant pension and gratuity plan. The cost of providing benefits
Group entities may receive government grants that require under the defined benefit obligation is calculated by
compliance with certain conditions related to the entity’s independent actuary using the projected unit credit method.
operating activities or are provided to the entity by way Service costs and net interest expense or income is
of financial assistance on the basis of certain qualifying reflected in the Statement of Profit and Loss. Gain or Loss
criteria. on account of remeasurements are recognised immediately
Government grants are recognised when there is through other comprehensive income in the period in which
reasonable assurance that the grant will be received upon they occur.

The employees of the Group are entitled to compensated companies, the Company generally seeks reimbursements
leave for which the Group records the liability based on from the concerned group company. The value of such
actuarial valuation computed using projected unit credit payments, net of reimbursements, is considered as capital
method. These benefits are unfunded. contribution / investment.
Actual disbursements made under the Workers’ Voluntary Leases
Retirement Scheme are accounted as revenue expenses.
The Group assesses at contract inception whether a
Employee Share Based Compensation contract is, or contains, a lease. A contract is, or contains, a
Stock Options lease if it conveys the right to control the use of an identified
Stock Options are granted to eligible employees under asset for a period of time in exchange for consideration.
the ITC Employee Stock Option Schemes (“ITC ESOS”), Group as a Lessee
as may be decided by the Nomination & Compensation Right-of-Use (ROU) assets are recognised at inception of
Committee / Board. Eligible employees for this purpose a contract or arrangement for significant lease components
include employees of the Group entities, their Directors and
at cost less lease incentives, if any. ROU assets are
those on deputation to joint ventures and associates.
subsequently measured at cost less accumulated
Under Ind AS, the cost of ITC Stock Options (Stock Options) depreciation and impairment losses, if any. The cost of ROU
is recognised based on the fair value of Stock Options as assets includes the amount of lease liabilities recognised,
on the grant date. initial direct cost incurred and lease payments made at
While the fair values of Stock Options granted is recognised or before the lease commencement date. ROU assets
in the Statement of Profit and Loss for employees of the are generally depreciated over the shorter of the lease
Group (other than those out on deputation), the value of term and estimated useful lives of the underlying assets
Stock Options, net of reimbursements, granted to on a straight line basis. Lease term is determined based
employees on deputation is considered as capital on consideration of facts and circumstances that create
contribution / investment. an economic incentive to exercise an extension option,
The Group generally seeks reimbursement of the value or not to exercise a termination option. Lease payments
of Stock Options from such companies, as applicable. It associated with short-term leases and low value leases are
may, if so recommended by the Corporate Management charged to the Statement of Profit and Loss on a straight
Committee and approved by the Audit Committee, decide line basis over the term of the relevant lease.
not to seek such reimbursements in respect of value of The Group recognises lease liabilities measured at the
Stock Options from such companies, who need to conserve present value of lease payments to be made on the date
financial capacity to sustain their business and growth plans of recognition of the lease. Such lease liabilities do not
and where the quantum of reimbursement is not material - include variable lease payments (that do not depend on
the materiality threshold being ` 5 Crores for each entity for an index or a rate), which are recognised as expense in
a financial year. the periods in which they are incurred. Interest on lease
Cash Settled Stock Appreciation Linked Reward liability is recognised using the effective interest method.
(SAR) Plan Lease liabilities are subsequently increased to reflect the
accretion of interest and reduced for the lease payments
Cash Settled SAR units are granted to eligible employees
made. The carrying amount of lease liabilities is also
under the ITC Employee Cash Settled Stock Appreciation
remeasured upon modification of lease arrangement
Linked Reward Plan (“ITC ESARP”). The eligible employees
or upon change in the assessment of the lease term.
for this purpose are such present and future permanent
The effect of such remeasurements is adjusted to the value
employees of the Company, including a Director of the
of the ROU assets.
Company, as may be decided by the CMC / Nomination &
Compensation Committee / Board. Group as a Lessor
For cash settled SAR units granted to eligible employees, a Leases in which the Group does not transfer substantially
liability is initially measured at fair value at the grant date and all the risks and rewards of ownership of an asset are
is subsequently remeasured at each reporting period, until classified as operating leases. Where the Group is a
settled. The fair value of ESAR units granted is recognised lessor under an operating lease, the asset is capitalised
in the Statement of Profit and Loss for employees of the within property, plant and equipment or investment property
Group. In case of employees on deputation to group and depreciated over its useful economic life. Payments

received under operating leases are recognised in the it is probable that an outflow of resources will be required
Statement of Profit and Loss on a straight line basis over to settle the obligation; and the amount can be reliably
the term of the lease. estimated. The amount so recognised is a best estimate
Taxes on Income of the consideration required to settle the obligation at the
reporting date, taking into account the risks and uncertainties
Taxes on income comprise current taxes and deferred taxes.
surrounding the obligation.
Current tax in the Statement of Profit and Loss is provided
as the amount of tax payable in respect of taxable income In an event when the time value of money is material, the
for the period using tax rates and tax laws enacted during provision is carried at the present value of the cash flows
the period, together with any adjustment to tax payable in estimated to settle the obligation.
respect of previous years.
Operating Segments
Deferred tax is recognised on temporary differences
Operating segments are reported in a manner consistent
between the carrying amounts of assets and liabilities and
with the internal reporting provided to the chief operating
the amounts used for taxation purposes (tax base), at the
decision-maker (CODM). The CODM, who is responsible
tax rates and tax laws enacted or substantively enacted by
the end of the reporting period. for allocating resources and assessing performance of the
operating segments, has been identified as the Corporate
Deferred tax assets are recognised for the future tax
Management Committee.
consequences to the extent it is probable that future
taxable profits will be available against which the deductible Segments are organised based on businesses which
temporary differences can be utilised. have similar economic characteristics as well as exhibit
Income tax, insofar as it relates to items disclosed under similarities in nature of products and services offered,
other comprehensive income or equity, is disclosed the nature of production processes, the type and class of
separately under other comprehensive income or equity, customer and distribution methods.
as applicable. Segment revenue arising from third party customers is
Deferred tax assets and liabilities are offset when there is reported on the same basis as revenue in the financial
legally enforceable right to offset current tax assets and statements. Inter-segment revenue is reported on the basis
liabilities and when the deferred tax balances relate to the of transactions which are primarily market led. Segment
same taxation authority. Current tax assets and tax liabilities results represent profits before finance charges, unallocated
are offset where the entity has a legally enforceable right to corporate expenses and taxes.
offset and intends either to settle on net basis, or to realise “Unallocated Corporate Expenses” include revenue and
the asset and settle the liability simultaneously. expenses that relate to initiatives / costs attributable to the
Claims enterprise as a whole.
Claims against the Group not acknowledged as debts are Financial and Management Information Systems
disclosed after a careful evaluation of the facts and legal
The Group’s Accounting System is designed to unify the
aspects of the matter involved.
Financial and Cost Records and also to comply with the
Provisions relevant provisions of the Companies Act, 2013, to provide
Provisions are recognised when, as a result of a past financial and cost information appropriate to the businesses
event, the Group has a legal or constructive obligation; and facilitate Internal Control.

The preparation of financial statements in conformity notes to the financial statements are the only entities
with generally accepted accounting principles requires over which the Group has significant influence, and
management to make estimates and assumptions that accordingly associates.
affect the reported amounts of assets and liabilities and 3. Joint Control:
disclosure of contingent liabilities at the date of the financial
(i) The Group holds 50% of the equity share capital
statements and the results of operations during the
of Maharaja Heritage Resorts Limited, a company
reporting period end. Although these estimates are based
involved in operation of hotel properties. The Group
upon management’s best knowledge of current events and
do not consider that it is able to exercise control
actions, actual results could differ from these estimates. over the company as the decisions about relevant
The estimates and underlying assumptions are reviewed on activities of the company are made jointly between
an ongoing basis. Revisions to accounting estimates are the Group and the co-venturer (who holds 50% of
recognised in the period in which the estimate is revised the equity share capital) and both the parties have
if the revision affects only that period, or in the period of rights to the net assets of such arrangement.
the revision and future periods if the revision affects both (ii) The Group holds 26% of the equity share capital of
current and future periods. Espirit Hotels Private Limited, a company involved in
A. Judgements in applying accounting policies development of a luxury hotel complex. The Group
has considered that in view of the shareholder
The following are the judgements, apart from those involving
agreement, key decisions about relevant activities of
estimations (see note B below), that the Group have made
such company are made jointly between the Group
in the process of applying the accounting policies and that
and the co-venturer (who holds 74% of the equity
have a significant effect on the amounts recognised in the
share capital) and both the parties have rights to the
consolidated financial statements:
net assets of such arrangement.
1. Control:
(iii) The Group holds 27.90% of the equity share capital
The Group assessed whether or not it has control on its of Logix Developers Private Limited, a company
investees based on whether, as an investor, it has the intended for the purpose of developing a luxury
power / rights and consequently the practical ability to hotel-cum-service apartment complex. The Group
direct the relevant activities of its investees unilaterally. has concluded that the key decisions about relevant
In making this judgement, the Group considered the activities of such company are made jointly between
absolute size of its holding, the relative size of and the Group and the co-venturer (who holds 72.10% of
dispersion of other shareholders, and whether any the equity share capital) and both the parties have
contractual arrangements exist between the Company rights to the net assets of such arrangement.
(and its subsidiaries) and other shareholders of the
(iv) The Group holds 50% of the equity share capital
investees. Based on this, and in accordance with its
of ITC Essentra Limited, a company involved in
Accounting Policy, the Group has determined that the
manufacture and sale of filter rods. The Group has
entities listed in the notes to the financial statements are
concluded that the key decisions about relevant
the only entities over which Group has control. activities of such company are made jointly between
The Company is a settlor for certain trusts, i.e., ITC the Group and the co-venturer (who holds 50% of
Sangeet Research Academy, ITC Education Trust the equity share capital) and both the parties have
and ITC Rural Development Trust. The Group while rights to the net assets of such arrangement.
considering the nature and insignificant variability 4. Useful life of Intangible Assets:
of its return has concluded that it does not ‘control’
The Group is required to determine whether its
these trusts.
intangible assets have indefinite or finite life which is a
2. Significant influence: subject matter of judgement. Certain trademarks have
The Group assessed whether or not it has significant been considered of having an indefinite useful life taking
influence on its investees based on its practical ability to into account that there are no technical, technological or
participate in the financial and operating policy decisions commercial risks of obsolescence or limitations under
of the investee, though it is not in control or in joint contract or law. Other trademarks have been amortized
control of these policies. Based on such assessment, over their useful economic life. Refer notes to the
the Group determined that the entities listed in the financial statements.

B. Key sources of estimation uncertainty other relevant factors such as supply and demand
The following are the key assumptions concerning the factors in the employment market. Information about
future, and other key sources of estimation uncertainty at the such valuation is provided in notes to the financial
end of the reporting period that may have a significant risk statements.
of causing a material adjustment to the carrying amounts of 4. Claims, Provisions and Contingent Liabilities:
assets and liabilities within the next financial year.
The Group has ongoing litigations with various regulatory
1. Useful lives of property, plant and equipment, authorities and third parties. Where an outflow of funds
investment property and intangible assets: is believed to be probable and a reliable estimate of
As described in the significant accounting policies, the the outcome of the dispute can be made based on
Group reviews the estimated useful lives of property, management’s assessment of specific circumstances of
plant and equipment, investment property and intangible each dispute and relevant external advice, management
assets at the end of each reporting period. provides for its best estimate of the liability. Such
2. Fair value measurements and valuation processes: accruals are by nature complex and can take number of
years to resolve and can involve estimation uncertainty.
Some of the Group’s assets and liabilities are measured
Information about such litigations is provided in notes to
at fair value for financial reporting purposes. In
the financial statements.
estimating the fair value of an asset or a liability, the
Group uses market-observable data to the extent it is 5. COVID -19:
available. Where Level 1 inputs are not available, the The Group has considered the possible effects that may
Group engages third party valuers, where required, to arise out of the still unfolding COVID - 19 pandemic on
perform the valuation. Information about the valuation the carrying amounts of property, plant & equipment,
techniques and inputs used in determining the fair value intangible assets, investments, inventories, trade
of various assets, liabilities and share based payments
receivables, etc. For this purpose, the Group has
are disclosed in the notes to the financial statements.
considered internal and external sources of information
3. Actuarial Valuation: up to the date of approval of these financial statements,
The determination of Group’s liability towards defined including credit reports and related information,
benefit obligation to employees is made through economic forecasts, market value of certain investments
independent actuarial valuation including determination etc. Based on the current estimates, the Group does
of amounts to be recognised in the Statement of Profit not expect any significant impact on such carrying
and Loss and in other comprehensive income. Such values. The impact of COVID - 19 on the Group’s financial
valuation depends upon assumptions determined after statements may differ from that estimated as at the
taking into account inflation, seniority, promotion and date of approval of these financial statements.

(` in Crores)
Gross Block
Foreign Foreign
Currency Acquired Currency
As at Withdrawals Translation As at through Withdrawals Translation As at
31st March, Transfer in / and Reserve 31st March, business and Reserve 31st March,
Particulars 2019 Additions (out) # adjustments adjustments 2020 Additions combinations @ adjustments # adjustments 2021
3A. Property, Plant and
Equipment*
Land1 2020.76 9.81 – 6.26 0.01 2024.32 46.21 19.53 3.88 0.02 2086.20
Buildings 6961.92 1311.07 (340.24) 10.29 – 7922.46 170.36 30.77 9.16 0.01 8114.44
Leasehold Improvements 33.58 2.66 – 12.90 0.06 23.40 0.28 – 2.04 0.10 21.74
Plant and Equipment 13315.50 1442.20 (66.47) 115.32 0.33 14576.24 780.62 28.38 127.06 (0.08) 15258.10
Furniture and Fixtures 643.88 199.21 – 32.86 0.14 810.37 23.77 1.36 2.59 – 832.91
Vehicles 160.64 39.29 – 16.40 0.03 183.56 15.29 0.71 19.00 (0.15) 180.41
Office Equipment 34.23 6.37 – 0.99 0.09 39.70 2.68 0.87 2.58 0.04 40.71
Railway Sidings 1.73 – – – – 1.73 – – – – 1.73
TOTAL 23172.24 3010.61 (406.71) 195.02 0.66 25581.78 1039.21 81.62 166.31 (0.06) 26536.24
3B. Capital work-in-progress 4126.18 2523.11 – 3405.98 8.30 3251.61 1804.51 1.06 1004.18 (48.55) 4004.45
3C. Investment Property 5 – – 406.71 – – 406.71 3.40 – – – 410.11
3D. Goodwill 2
Goodwill on Consolidation 202.53 – – – – 202.53 – – – – 202.53
Goodwill acquired through
business combinations – – – – – – – 577.20 – – 577.20
TOTAL 202.53 – – – – 202.53 – 577.20 – – 779.73
3E. Other Intangible assets
(acquired) 2
Trademarks 447.48 – – – – 447.48 0.05 1473.05 – 0.03 1920.61
Computer Software 234.40 24.01 – 1.69 – 256.72 13.81 0.35 0.38 0.01 270.51
Know How, Business and
Commercial Rights 33.82 – – – – 33.82 – – – – 33.82
Customer Relationships – – – – – – – 35.21 – – 35.21
TOTAL 715.70 24.01 – 1.69 – 738.02 13.86 1508.61 0.38 0.04 2260.15
3F. Other Intangible assets
under development 10.24 14.20 – 19.59 – 4.85 10.26 – 8.27 – 6.84
(` in Crores)
Gross Block
Foreign Foreign
Currency Acquired Currency
As at Withdrawals Translation As at through Withdrawals Translation As at
1st April, Transfer in / and Reserve 31st March, business and Reserve 31st March,
Particulars 2019 Additions (out) # adjustments adjustments 2020 Additions combinations @ adjustments adjustments 2021
3G. Right of use assets ^
Land 767.50 – – – 4.74 772.24 54.96 4.27 – (28.42) 803.05
Buildings 193.88 27.48 – 7.01 0.70 215.05 53.35 5.72 23.76 0.16 250.52
Plant and Equipment 48.63 – – – – 48.63 – – – – 48.63
TOTAL 1010.01 27.48 – 7.01 5.44 1035.92 108.31 9.99 23.76 (28.26) 1102.20
# Includes amounts transferred to Investment Property on its initial recognition. Refer Note 3C.
@ Refer Note 28(ix) on Business Combination.
^ Also refer Note 28(x)
(` in Crores)
* The above includes following assets given on As at 31st March, 2021 2021 As at 31st March, 2020 2020
operating lease:
Depreciation Depreciation
Accumulated Charge for Accumulated Charge for
Particulars Gross Block Depreciation Net Block the year Gross Block Depreciation Net Block the year
Buildings 1.03 0.09 0.94 0.06 0.68 0.03 0.65 0.02

Plant and Equipment 211.35 122.21 89.14 20.09 205.35 102.12 103.23 18.32
TOTAL 212.38 122.30 90.08 20.15 206.03 102.15 103.88 18.34

(` in Crores)
Foreign Foreign
On Currency On Currency
Upto Withdrawals Translation Upto Withdrawals Translation Upto As at As at
31st March, Transfer in / and Reserve 31st March, and Reserve 31st March, 31st March, 31st March,
Particulars 2019 For the year (out) # adjustments adjustments 2020 For the year adjustments adjustments 2021 2021 2020
3A. Property, Plant and
Equipment*
Land1 – – – – – – – – – – 2086.20 2024.32
Buildings 577.91 217.17 (10.05) 1.11 – 783.92 216.39 0.19 – 1000.12 7114.32 7138.54
Leasehold Improvements 20.85 2.12 – 9.57 0.01 13.41 1.73 1.92 0.01 13.23 8.51 9.99
Plant and Equipment 3606.99 1197.48 (5.24) 70.62 0.27 4728.88 1197.46 76.17 (0.06) 5850.11 9407.99 9847.36
Furniture and Fixtures 264.11 85.34 – 18.74 0.13 330.84 84.30 2.54 (0.02) 412.58 420.33 479.53
Vehicles 55.62 21.54 – 9.67 0.02 67.51 21.86 11.05 (0.03) 78.29 102.12 116.05
Office Equipment 20.50 4.67 – 1.57 0.05 23.65 5.55 2.03 0.02 27.19 13.52 16.05
Railway Sidings 0.52 0.13 – – – 0.65 0.13 – – 0.78 0.95 1.08
TOTAL 4546.50 1528.45 (15.29) 111.28 0.48 5948.86 1527.42 93.90 (0.08) 7382.30 19153.94 19632.92
3B. Capital work-in-progress – – – – – – – – – – 4004.45 3251.61
3C. Investment Property 5 – 6.06 15.29 – – 21.35 12.20 – – 33.55 376.56 385.36
3D. Goodwill 2
Goodwill on Consolidation – – – – – – – – – – 202.53 202.53
Goodwill acquired through
business combinations – – – – – – – – – – 577.20 –
TOTAL – – – – – – – – – – 779.73 202.53
3E. Other Intangible assets
(acquired) 2
Trademarks 11.09 3.16 – – – 14.25 3.16 – 0.02 17.43 1903.18 433.23
Computer Software 146.98 37.60 – 1.39 (0.02) 183.17 27.14 0.37 – 209.94 60.57 73.55
Know How, Business and
Commercial Rights 11.71 3.52 – – – 15.23 3.50 – – 18.73 15.09 18.59
Customer Relationships – – – – – – 2.99 – – 2.99 32.22 –
TOTAL 169.78 44.28 – 1.39 (0.02) 212.65 36.79 0.37 0.02 249.09 2011.06 525.37
3F. Other Intangible assets
under development – – – – – – – – – – 6.84 4.85
(` in Crores)
Foreign Foreign
On Currency On Currency
Upto Withdrawals Translation Upto Withdrawals Translation Upto As at As at
1st April, Transfer in / and Reserve 31st March, and Reserve 31st March, 31st March, 31st March,
Particulars 2019 For the year (out) # adjustments adjustments 2020 For the year adjustments adjustments 2021 2021 2020
3G. Right of use assets ^
Land – 9.97 – – 0.02 9.99 10.24 0.15 (0.46) 19.62 783.43 762.25
Buildings – 54.40 – 1.27 0.11 53.24 57.36 16.31 0.05 94.34 156.18 161.81
Plant and Equipment – 5.53 – – – 5.53 5.52 – – 11.05 37.58 43.10
TOTAL – 69.90 – 1.27 0.13 68.76 73.12 16.46 (0.41) 125.01 977.19 967.16
Notes:
1. Land includes certain lands at Munger with Gross Block - ₹ 1.16 Crores (2020 - ₹ 1.16 Crores) which stood vested with the State of Bihar under the Bihar Land Reforms Act, 1950 for which compensation has not yet been determined.
2. a) Goodwill arising on Business Combination is carried at cost and annually tested for impairment in line with applicable Accounting Standards. The carrying value of such Goodwill is ₹ 577.20 Crores (2020 - Nil). The Company has also
considered certain acquired Trademarks aggregating ₹ 1889.78 Crores (2020 - ₹ 416.73 Crores) as having indefinite useful lives. The indefinite useful life for such trademarks has been assessed considering no technical, technological or
commercial risks of obsolescence or any limitations under contract or law. Such assets are also annually tested for impairment. These assets pertain to the ‘FMCG - Others’ Segment and are related to the Branded Packaged Foods and
Personal Care Products businesses of the Company. Impairment testing for goodwill and intangible assets with indefinite useful lives has been carried out considering their recoverable amounts which, inter-alia, includes estimation of their
value-in-use based on management projections. These projections have been made for a period of five years, or longer, as applicable and consider various factors, such as market scenario, growth trends, growth and margin projections,
and terminal growth rates specific to the business. For such projections, discount rate of 10% and long-term growth rates ranging between 5% to 6% have been considered. Discount rate has been determined considering the Weighted
Average Cost of Capital (WACC) of market benchmarks. Based on the above assessment, no impairment has been recognised during the year.
2. b) Computer software and Customer Relationships are amortized over a period of 5 years and 8 years respectively. Other Intangibles with finite useful life are amortized over a period of 10 years unless shorter useful life is required based
on contractual or legal terms.
3. The amortization expense of intangible assets has been included under ‘Depreciation and amortization expense’ in the Statement of Profit and Loss.
4. The amount of expenditure recognised in the carrying amount of property, plant and equipment in the course of construction is ₹ 26.67 Crores (2020 - ₹ 119.85 Crores)
5. The fair value of the investment property is ₹ 861.00 Crores (2020 - ₹ 849.41 Crores), which has been determined on the basis of valuation carried out at the reporting date by independent valuer. The fair value measurement for investment
property has been categorised as Level 2 based on the valuation techniques used and inputs applied. The main inputs considered by the valuer are government rates, property location, market research, market trend, contracted rentals,
terminal yields, discount rates and comparable values, as appropriate.
Amounts recognised in the statement of profit and loss in respect of the investment property is as under: (₹ in Crores)
Rental Income from investment property 110.05 49.69
generated rental income during the year $ 9.65 15.43
did not generate rental income during the year – –
$As per the contractual arrangements, the Company is responsible for the maintenance of common area/bears maintenance costs. The expenses arising out of such arrangements are not material.

4. Non-current investments (Contd.)

INVESTMENT IN EQUITY INSTRUMENTS
In Associates (carrying amount determined using the equity
method of accounting)
International Travel House Limited
Cost of acquisition (including goodwill of ` 11.89 Crores) 21.87 21.87
Add / (Less): Group Share of Profits / (Losses) upto 31.03.2021 42.32 64.19 64.36 86.23
Gujarat Hotels Limited
Delectable Technologies Private Limited [Refer Note 28 (viii)]
100 (2020 - Nil) Equity Shares of ` 10.00 each, fully paid
Cost of acquisition (including goodwill of ` 0.09 Crore) 0.10
Add / (Less): Group Share of Profits / (Losses) upto 31.03.2021 … 0.10 –
ATC Limited
55,650 Equity Shares of ` 100.00 each, fully paid
Cost of acquisition (net of capital reserve of ₹ 0.16 Crore) 0.83 0.83
1,39,125 Equity Shares of ` 100.00 each, partly paid
Cost of acquisition (including goodwill of ` 0.30 Crore) 2.92 2.92
Russell Investments Limited
Cost of acquisition (net of capital reserve of ` 0.30 Crore) 4.27 4.27
Divya Management Limited
Antrang Finance Limited
Cost of acquisition (including goodwill of ` 0.10 Crore) 4.40 4.40
In Joint Ventures (carrying amount determined using the equity
Espirit Hotels Private Limited
4,65,09,200 Equity Shares of ` 10.00 each, fully paid
Cost of acquisition 46.17 46.17
Add / (Less): Group Share of Profits / (Losses) upto 31.03.2021 … 46.17 … 46.17
Cost of acquisition (including goodwill of ` 0.13 Crore) … …
Add / (Less): Group Share of Profits / (Losses) upto 31.03.2021 – … – …
Add / (Less): Group Share of Profits / (Losses) upto 31.03.2021 (42.07) (37.40)
Add / (Less): Provision for Impairment – – (4.67) –
Carried over 81.21 88.12 102.64 85.63


Brought forward 81.21 88.12 102.64 85.63
INVESTMENT IN EQUITY INSTRUMENTS (Contd.)

Cost of acquisition 38.85 38.85
In Others (at fair value through other comprehensive income
unless stated otherwise)
VST Industries Limited
476 Equity Shares of ` 10.00 each, fully paid 0.16 0.13
HLV Limited
EIH Limited
10,08,53,602 (2020 - 9,21,78,024) Equity Shares of ` 2.00 each,
fully paid 937.43 606.54
Bihar Hotels Limited
Tourism Finance Corporation of India Limited
Lotus Court Limited
2 Class G Shares of ` 48000.00 each, fully paid 2.34 2.34
Adyar Property Holding Company Private Limited
311 Equity Shares of ` 100.00 each, partly paid 8.40 8.40
Andhra Pradesh Gas Power Corporation Limited
Mirage Advertising and Marketing Limited
12,488 Equity Shares of ` 10.00 each, fully paid – –
Jupiter Township Limited
150 Equity Shares of ` 1.00 each, fully paid (cost ` 150.00) … …
Woodlands Multispeciality Hospital Limited
Nil (2020 - 100) Equity Shares of ` 10.00 each, fully paid – 0.10
INVESTMENT IN PREFERENCE SHARES
In Associates (carrying amount determined using the equity
Delectable Technologies Private Limited [Refer Note 28 (viii)]
3,828 (2020 - Nil) Compulsorily Convertible Cumulative
Preference Shares of ` 10.00 each, fully paid
Cost of acquisition (including goodwill of ` 3.43 Crores) 3.65
Add / (Less): Group Share of Profits / (Losses) upto 31.03.2021 (0.19) 3.46 –
Carried over 1050.56 194.45 726.72 177.13


Brought forward 1050.56 194.45 726.72 177.13
INVESTMENT IN PREFERENCE SHARES (Contd.)
In Others (at fair value through profit or loss)
Nil (2020 - 1,864) Compulsorily Convertible Cumulative Preference
Shares of ` 10.00 each, fully paid – 1.78
(at amortised cost)
Government Securities (cost ` 74000.00) 0.01 0.01
National Savings Certificate (Deposited with Government Authorities)
(cost ` 5000.00, fully impaired) – –
Kisan Vikas Patra (Deposited with Government Authorities)
(cost ` 5000.00, fully impaired) – –
National Savings Certificate (pledged with various Mandi Samitis)
(cost ` 6000.00) … …
In Others (at amortised cost)
700 6.99% Unsecured Listed Rated Redeemable Non-Convertible
Non-Cumulative Taxable Bonds in the nature of Debenture
Series E (11 November 2022) of ` 1000000.00 each, fully paid 70.18 70.26
4,300 7.07% Secured Redeemable Non-Convertible Tax Free
Bonds in the nature of Debentures Series B (01 October 2025)
in the nature of Debentures Series A (31 July 2025)
3,29,870 7.34% (Tranche I Series 1 Bonds) For Category I, II, III
Tax Free Tranche I Series 1 Bonds in the nature of Secured
Redeemable Non-Convertible Debentures (16 February 2023)
7,00,696 7.39% (For Category I, II & III) Secured Redeemable
Non-Convertible Tax Free Bonds Tranche I Series 2A
250 7.61% Rated Listed Taxable Bonds in the nature of Unsecured
Debentures Series A 2019 (22 June 2022) of ` 1000000.00 each,
Nil (2020 - 3,50,000) 8.10% For Category I & II Tax Free Bonds
Debentures (05 March 2022) of ` 1000.00 each, fully paid – 36.06
5,00,000 8.20% For Category I & II, Tax Free Bonds in the nature of
Secured Non-Convertible Debentures Tranche 1 Series - 2
(05 March 2027) of ` 1000.00 each, fully paid 54.87 55.54
850 8.40% Unsecured Rated Listed Taxable Redeemable
Non-Convertible Bonds Series C 2018 (11 April 2022)
Carried over 1841.44 194.46 1556.18 178.92


Brought forward 1841.44 194.46 1556.18 178.92
ICICI Bank Limited#
2,647 9.15% Unsecured Rated Listed Subordinated
Non-Convertible Basel III Compliant Perpetual Bonds in the
nature of Debentures Series DMR 18AT (with first Call Option
on 20 June 2023) of ` 1000000.00 each, fully paid 264.70 264.70
Nil (2020 - 2,000) 9.20% Unsecured Subordinated Non-Convertible
Basel III Compliant Perpetual Bonds in the nature of Debentures
Series DMR 17AT (with first Call Option on 17 March 2022)
3,000 9.90% Unsecured Rated Listed Subordinated Perpetual
Additional Tier 1 Basel III Compliant Non-Convertible Bonds in the
nature of Debentures (with first Call Option on 28 December 2023)
5,00,000 7.19% For Category I,II,III & IV Tax Free Secured
3,00,000 7.36% For Category I,II,III & IV Public Issue of Tax Free
Secured Redeemable Non-Convertible Bonds 2012-13
(Tranche I Series II) (22 January 2028) of ` 1000.00 each, fully paid 32.28 32.55
Bonds 2013-14 Tranche I Series 1A (12 November 2023)
1,175 8.26% Tax Free Secured Redeemable Non-Convertible
Bonds in the nature of Debentures Series V B (23 August 2028)
Bonds in the nature of Debentures Series VI B (30 August 2028)
Bonds in the nature of Debentures Series VII B (05 September
2028) of ` 1000000.00 each, fully paid 189.99 191.18
70,498 7.07% (For Category I,II & III) Secured Redeemable
Non-Convertible Bonds in the nature of Debentures Series 102
250 7.15% Secured Redeemable Non-Convertible Bonds
in the nature of Debentures Series 100 (21 August 2025)
Non-Convertible Redeemable Bonds in the nature of
Debentures Series 86 (19 February 2023) of ` 1000.00 each,
Bonds in the nature of Debentures Series 99 (31 July 2025)
Carried over 3259.41 194.46 3178.69 178.92


Brought forward 3259.41 194.46 3178.69 178.92
Non-Convertible Redeemable Bonds in the nature of Debentures
86th “A” Series (19 February 2028) of ` 1000.00 each, fully paid 10.84 10.93
Nil (2020 - 3,31,819) 8.00% (For Categories I & II) Tax Free
(23 February 2022) of ` 1000.00 each, fully paid – 34.21
8,00,000 8.23% (For Category I,II & III) Tax Free Secured
Non-Convertible Redeemable Bonds Series 91 (18 February 2024)
100 8.35% Tax Free Secured Non-Cumulative Non-Convertible
Redeemable Bonds Series 89 (21 November 2023)
1,250 8.48% Tax Free Secured Non-Cumulative Non-Convertible
Redeemable Bonds 89th A Series (21 November 2028)
130 8.55% Tax Free Secured Non-Convertible Redeemable
Bonds Series 94th A (12 February 2029) of ` 1000000.00 each,
Debentures Tranche 339 Option 1 (29 July 2021)
500 Zero Coupon Secured Redeemable Non-Convertible
Non-Convertible Taxable Bonds Series 21E (29 July 2024 with Call
and Put Option 29 July 2022) of ` 1000000.00 each, fully paid 499.98 –
250 6.70% Unsecured Listed Rated Redeemable Taxable
Non-Convertible Bonds Series 20H (11 November 2022)
2,000 6.98% Unsecured Listed Rated Redeemable Taxable
Non-Convertible Bonds Series 20G (19 September 2022)
2,000 7.07% Secured Redeemable Non-Convertible Bonds
in the nature of Debentures Series 1A (25 February 2026)
Carried over 4503.60 194.46 4061.89 178.92


Brought forward 4503.60 194.46 4061.89 178.92

Non-Convertible Bonds Series 20C (29 May 2024) of ` 1000000.00
500 7.70% Unsecured Listed Redeemable Taxable Non-Convertible
Bonds Series 20D (13 June 2022) of ` 1000000.00 each, fully paid 50.59 51.06
900 7.85% Unsecured Listed Taxable Redeemable Non-Convertible
Bonds Series 20B (23 May 2022) of ` 1000000.00 each, fully paid 91.13 92.07
Bonds Series 20A (18 April 2022) of ` 1000000.00 each, fully paid 60.73 61.39
2,600 7.11% Secured Redeemable Tax Free Non-Convertible
Bonds in the nature of Debentures Series NHAI-IIA
Bonds in the nature of Debentures Series IA (11 January 2026)
2,500 7.28% Secured Redeemable Tax Free Non-Convertible
Bonds in the nature of Debentures Series NHAI-IIB
Bonds in the nature of Debentures Series IIA (11 January 2031)
2,50,000 8.75% (For Category IV) Secured Non-Convertible
Tranche I Series IIB Bonds (05 February 2029) of ` 1000.00 each,
800 8.46% NHB Tax Free Bonds 2028, Series V (30 August 2028)
Debentures Series 206 (19 August 2023) of ` 1000000.00 each,
Non-Convertible Non-Cumulative Taxable Bonds in the nature
of Debentures Series 208 (17 September 2025) of ` 1000000.00
Carried over 6240.77 194.46 5317.95 178.92


Brought forward 6240.77 194.46 5317.95 178.92
Debentures - Series 203 A (09 June 2023) of ` 1000000.00 each,
Debentures - Series 202 A (22 May 2023) of ` 1000000.00 each,
Debentures Series 202 A (22 May 2023) of ` 1000000.00 each,
700 7.10% Unsecured Listed Redeemable Non-Convertible Taxable
Bonds in the nature of Debentures Series 169 A (08 August 2022)
Series 136 (17 July 2025) of ` 1000000.00 each, fully paid 61.98 62.37
4,500 7.35% Unsecured Rated Listed Redeemable
Non-Convertible Taxable Bonds in the nature of Debentures
Series 191 (15 October 2022) of ` 1000000.00 each, fully paid 450.00 450.00
(10 March 2025) of ` 1000000.00 each, fully paid 48.36 –
Taxable Bonds in the nature of Debentures Series 130 C
(19 April 2025) of ` 1000000.00 each, fully paid 21.66 –
500 8.46% Secured Redeemable Non-Convertible Non-Cumulative
Tax Free Bonds in the nature of Debentures Series 107-B
(27 November 2021) of ` 1000000.00 each, fully paid – 15.29
REC Limited
Non-Cumulative Non-Convertible Taxable Bond in the nature of
Debentures Series 203 B (20 December 2025) of ` 1000000.00
Carried over 7426.00 194.46 6051.16 178.92


Brought forward 7426.00 194.46 6051.16 178.92
300 7.09% Unsecured Listed Redeemable Non-Convertible
Non-Cumulative Taxable Bonds Series 152 (17 October 2022)
2,000 7.09% Unsecured Rated Listed Non-Cumulative
Non-Convertible Redeemable Taxable Bonds Series 185
Series 5-A (23 July 2025) of ` 1000000.00 each, fully paid 87.69 88.22
Bonds in the nature of Debentures Series 3B (29 August 2028)
3,50,000 8.46% Secured Redeemable Non-Convertible Tax Free
Bonds Tranche I Series 2A (24 September 2028)
50 8.54% Secured Redeemable Non-Convertible Non-Cumulative
Tax Free Bonds in the nature of Debentures Series 4B
(11 October 2028) of ` 1000000.00 each, fully paid 5.32 5.35
Nil (2020 - 2,500) 7.89% Unsecured Listed Redeemable
Non-Convertible Bond Series III of 2019-20 (15 November 2022
with Call and Put Option 14 May 2021) of ` 1000000.00 each,
State Bank ofIndia#
Basel III Compliant Tier 1 Bonds in the nature of Debentures
Series II (with first Call Option 21 December 2023)
Basel III Compliant Tier 1 Bonds in the nature of Debentures
Series I (with first Call Option 04 December 2023)
Carried over 8854.05 194.46 8669.86 178.92


Brought forward 8854.05 194.46 8669.86 178.92
Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.91
Nil (2020 - 4,00,00,000) Units of ` 10.00 each – 47.71
Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.79
Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.88
Aditya Birla Sun Life Fixed Term Plan - Series RP (1239 Days)
5,50,00,000 Units of ` 10.00 each 69.07 63.38
Aditya Birla Sun Life Fixed Term Plan - Series SF (1161 Days)
40,00,000 Units of ` 10.00 each 4.87 4.47
Aditya Birla Sun Life Fixed Term Plan - Series SG (1155 Days)
1,80,00,000 Units of ` 10.00 each 21.88 20.14
Aditya Birla Sun Life Fixed Term Plan - Series SI (1141 Days)
1,00,00,000 Units of ` 10.00 each 12.12 11.13
Aditya Birla Sun Life Fixed Term Plan - Series SJ (1135 Days)
3,00,00,000 Units of ` 10.00 each 36.22 33.29
Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.91
Nil (2020 - 1,90,00,000) Units of ` 10.00 each – 22.54
Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.66
Nil (2020 - 1,40,00,000) Units of ` 10.00 each – 16.64
Nil (2020 - 6,50,00,000) Units of ` 10.00 each – 77.26
HDFC Fixed Maturity Plan 1232D November 2018 (1) - Series-43
4,00,00,000 Units of ` 10.00 each 50.10 46.11
Nil (2020 - 70,00,000) Units of ` 10.00 each – 8.36
Nil (2020 - 3,70,00,000) Units of ` 10.00 each – 44.23
Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.94
40,00,000 Units of ` 10.00 each 4.87 4.48
Nil (2020 - 1,90,00,000) Units of ` 10.00 each – 22.69
Carried over 9053.18 194.46 9193.38 178.92


Brought forward 9053.18 194.46 9193.38 178.92
50,00,000 Units of ` 10.00 each 6.08 5.58
Nil (2020 - 1,30,00,000) Units of ` 10.00 each – 15.50
ICICI Prudential Fixed Maturity Plan - Series 85 - 1156 Days - Plan G
60,00,000 Units of ` 10.00 each 7.27 6.68
Nil (2020 - 4,50,00,000) Units of ` 10.00 each – 53.61
Nil (2020 - 5,00,00,000) Units of ` 10.00 each – 59.50
Nil (2020 - 4,50,00,000) Units of ` 10.00 each – 53.54
Nil (2020 - 5,00,00,000) Units of ` 10.00 each – 59.41
Nil (2020 - 3,50,00,000) Units of ` 10.00 each – 41.51
ICICI Prudential Fixed Maturity Plan - Series 85 - 1127 Days - Plan O
30,00,000 Units of ` 10.00 each 3.58 3.30
2,00,00,000 Units of ` 10.00 each 23.91 21.98
5,00,00,000 Units of ` 10.00 each 62.45 57.43
ICICI Prudential Fixed Maturity Plan - Series 84 - 1272 Days - Plan Q
1,40,00,000 Units of ` 10.00 each 17.47 16.02
1,00,00,000 Units of ` 10.00 each 12.25 11.21
60,00,000 Units of ` 10.00 each 7.30 6.67
60,00,000 Units of ` 10.00 each 7.26 6.63
Nil (2020 - 60,00,000) Units of ` 10.00 each – 7.15
Nil (2020 - 1,10,00,000) Units of ` 10.00 each – 13.12
Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.94
Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.94
Nil (2020 - 3,50,00,000) Units of ` 10.00 each – 41.22
Carried over 9200.75 194.46 9697.32 178.92


Brought forward 9200.75 194.46 9697.32 178.92
10,00,00,000 Units of ` 10.00 each 125.15 115.00
2,20,00,000 Units of ` 10.00 each 27.36 25.18
2,40,00,000 Units of ` 10.00 each 29.78 27.43
90,00,000 Units of ` 10.00 each 11.11 10.23
1,40,00,000 Units of ` 10.00 each 17.16 15.81
1,80,00,000 Units of ` 10.00 each 21.73 19.95
1,00,00,000 Units of ` 10.00 each 11.97 11.03
Nil (2020 - 50,00,000) Units of ` 10.00 each – 5.98
Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.93
Nil (2020 - 80,00,000) Units of ` 10.00 each – 9.54
Nil (2020 - 1,20,00,000) Units of ` 10.00 each – 14.29
Nil (2020 - 1,70,00,000) Units of ` 10.00 each – 20.26
Nil (2020 - 50,00,000) Units of ` 10.00 each – 5.99
Nil (2020 - 1,20,00,000) Units of ` 10.00 each – 14.27
Nil (2020 - 50,00,000) Units of ` 10.00 each – 5.93
Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.48
Nippon India Fixed Horizon Fund - XXXVII - Series 4
4,50,00,000 Units of ` 10.00 each 58.44 54.27
Nippon India Fixed Horizon Fund - XXXIX - Series 15
3,00,00,000 Units of ` 10.00 each 37.89 34.81
Nippon India Fixed Horizon Fund - XXXX - Series 1
1,00,00,000 Units of ` 10.00 each 12.60 11.57
Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.69
Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.73
Carried over 9553.94 194.46 10187.69 178.92


Brought forward 9553.94 194.46 10187.69 178.92
Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.76
4,50,00,000 Units of ` 10.00 each 55.83 51.23
3,00,00,000 Units of ` 10.00 each 37.09 34.04
1,00,00,000 Units of ` 10.00 each 12.31 11.30
1,70,00,000 Units of ` 10.00 each 20.89 19.19
3,00,00,000 Units of ` 10.00 each 36.59 33.59
1,50,00,000 Units of ` 10.00 each 18.28 16.75
3,00,00,000 Units of ` 10.00 each 36.20 33.15
2,00,00,000 Units of ` 10.00 each 23.91 21.98
Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.85
Nil (2020 - 1,90,00,000) Units of ` 10.00 each – 22.59
Nil (2020 - 1,50,00,000) Units of ` 10.00 each – 17.83
Nil (2020 - 2,00,00,000) Units of ` 10.00 each – 23.74
INVESTMENT IN ALTERNATIVE INVESTMENT FUND
Fireside Ventures Investments Fund I
1,307 Units of ` 100000.00 each 25.49 18.89
Fireside Ventures Investments Fund II
50,000 Units of ` 1000.00 each 3.64 4.28
Chiratae Ventures India Fund IV
600 (2020 - 465) Units of ` 100000.00 each 5.91 4.24
TOTAL 10024.54 10715.02
Aggregate amount of impairment in value of investments Nil (2020 - ` 4.67 Crores).
# AdditionalTier 1 bonds, which are perpetual in nature, are issued by commercial banks under Reserve Bank of India guidelines.

As at As at
5. Loans
Other Loans
Others (Employees, suppliers, etc.)
– Unsecured, considered good 3.47 4.07 6.33 5.27
TOTAL 3.47 4.07 6.33 5.27
6. Other financial assets
Bank deposits with more than 12 months maturity – 28.48 – 6.10

Other financial assets
Advances 10.49 – 12.62 –
Deposits* 601.81 73.22 963.68 609.42
Interest accrued on Loans, Deposits,
Investments, etc. 469.47 0.17 554.92 0.13
Other Receivables** 297.25 – 287.32 –
TOTAL 1379.02 101.87 1818.54 615.65
* Deposits include deposits to Directors and Key Management Personnel ` 0.08 Crore (2020 - ` 0.07 Crore) (Refer Note 30).
** Others comprise receivables on account of claims, interest, rentals, derivatives designated as hedging instruments, etc.

As at As at
7. Deferred tax
Deferred tax liabilities (Net) 1736.39 1627.20

Less: Deferred tax assets (Net) 58.54 56.29
TOTAL 1677.85 1570.91
Movement in deferred tax liabilities / assets balances (` in Crores)
Acquisitions
Recognised Recognised Reclassified through Effect of
2020-21
Opening in profit or Recognised directly in to Profit or business foreign Closing
Balance loss in OCI Equity loss combination exchange Balance
Deferred tax liabilities / assets in

relation to:
On fiscal allowances on property, plant
and equipment, investment property etc. 1617.07 5.36 – – – 3.79 – 1626.22
On excise duty / National Calamity
Contingent Duty on closing stock 46.09 26.16 – – – – – 72.25
On cash flow hedges (8.19) – 10.44 1.26 (1.85) – – 1.66
Other timing differences 266.97 58.96 – – – 0.12 0.02 326.07
Total deferred tax liabilities 1921.94 90.48 10.44 1.26 (1.85) 3.91 0.02 2026.20
and equipment etc. 6.35 1.09 – – – – – 7.44
On employees’ separation
and retirement etc. 67.39 10.33 (1.43) – – 0.33 (0.10) 76.52
On provision for doubtful
debts / advances 46.61 13.73 – – – – (0.12) 60.22
On State and Central taxes etc. 103.42 (39.06) – – – – – 64.36
On unabsorbed tax losses
and depreciation 5.30 0.83 – – – – – 6.13
Other timing differences 119.41 9.43 – – – 0.06 (0.35) 128.55
Total deferred tax assets before
MAT credit entitlement 348.48 (3.65) (1.43) – – 0.39 (0.57) 343.22
Total deferred tax liabilities before
MAT credit entitlement (Net) 1573.46 94.13 11.87 1.26 (1.85) 3.52 0.59 1682.98
Less: MAT credit entitlement 2.55 2.58 – – – – – 5.13
Total deferred tax liabilities (Net) 1570.91 91.55 11.87 1.26 (1.85) 3.52 0.59 1677.85

Notes to the Consolidated Financial Statements (` in Crores)
7. Deferred tax (Contd.) Acquisitions
Recognised Recognised Reclassified through Effect of
Opening in profit or Recognised directly in to Profit or business foreign Closing
2019-20
Balance loss in OCI Equity loss combination exchange Balance
Deferred tax liabilities / assets in

relation to:
and equipment, investment property etc. 2206.11 (589.04) – – – – – 1617.07
On excise duty / National Calamity
Contingent Duty on closing stock 18.62 27.47 – – – – – 46.09
On cash flow hedges (4.46) – (8.16) 4.47 (0.04) – – (8.19)
Other timing differences 229.46 37.48 – – – – 0.03 266.97
Total deferred tax liabilities 2449.73 (524.09) (8.16) 4.47 (0.04) – 0.03 1921.94
and equipment etc. 9.00 (2.65) – – – – – 6.35
On employees’ separation
and retirement etc. 88.42 (33.35) 12.07 – – – 0.25 67.39
On provision for doubtful
debts / advances 58.07 (11.79) – – – – 0.33 46.61
On State and Central taxes etc. 140.27 (36.85) – – – – – 103.42
On unabsorbed tax losses
and depreciation 1.11 4.19 – – – – – 5.30
Other timing differences 154.47 (36.13) – – – – 1.07 119.41
Total deferred tax assets before
MAT credit entitlement 451.34 (116.58) 12.07 – – – 1.65 348.48
Total deferred tax liabilities before
MAT credit entitlement (Net) 1998.39 (407.51) (20.23) 4.47 (0.04) – (1.62) 1573.46
Less: MAT Credit Entitlement 5.70 (3.15) – – – – – 2.55
Total deferred tax liabilities (Net) 1992.69 (404.36) (20.23) 4.47 (0.04) – (1.62) 1570.91
The Group has losses of ` 162.68 Crores (2020 - ` 158.35 Crores) for which no deferred tax assets have been recognised. A part of these losses will expire between
financial year 2021-22 to 2040-41.
As at As at
8. Other assets
Capital Advances – 278.46 – 448.54

Advances other than capital advances
Security Deposits
– With Statutory Authorities 0.19 788.21 0.22 795.28
– Others 0.66 117.07 2.24 107.56
Advances to related parties (Refer Note 30) 3.85 – 0.05 –
Other Advances (including advances with statutory
authorities, prepaid expenses, employees, etc.) 951.06 107.20 796.52 105.33
Other Receivables* 139.47 4.54 127.77 4.53
TOTAL 1095.23 1295.48 926.80 1461.24
* Includes receivables on account of export incentives.

As at As at
9. Inventories*
(At lower of cost and net realisable value)

Work-in-progress 808.95 703.07
Finished goods (manufactured) 1582.60 1426.76
Intermediates - Tissue paper and Paperboards 44.60 55.79
TOTAL 10397.16 8879.33
The above includes goods in transit as under:

TOTAL 138.93 144.49
The cost of inventories recognised as an expense includes ` 10.67 Crores (2020 - ` 19.17 Crores) in respect of write-downs of
inventory to net realisable value. During the year reversal of previous write-downs of ` 1.67 Crores (2020 - ` 1.90 Crores) have been
made owing to subsequent increase in realisable value.
Inventories of ` 1259.26 Crores (2020 - ` 1136.59 Crores) are expected to be recovered after more than twelve months. The operating
cycle of the Group is twelve months.
* Also Refer Note 20.
10. Biological assets other than bearer plants
Balance at the beginning of the year 86.20 84.41

Biological assets acquired during the year 5.48 0.83
Cost incurred during the year 114.55 102.28
Changes in fair value* 110.06 46.81
Transfer of Biological assets to Inventories (9.71) (6.33)
Biological assets sold during the year (196.65) (141.89)
Effect of foreign exchange translation 0.13 0.09
Balance at the end of the year 110.06 86.20
* Represents aggregate gain / (loss) arising on account of change in fair value less costs to sell during the year.
The Group had 1,36,80,289 numbers of TECHNITUBER ® seed potatoes (2020 - 1,41,83,585 numbers).
There were 84802 MT of field generated seed potatoes (2020 - 70407 MT). During the year, output of agricultural produce
(potatoes) is 10748 MT (2020 - 4897 MT).
In October 2020 - 14464 MT (October 2019 - 13589 MT) of seed potatoes were planted and in February / March 2021 - 92766 MT
(February / March 2020 - 75051 MT) of seed potatoes were harvested as a result of quantitative biological transformation.
Estimated amount of contracts remaining to be executed for acquisition / development of biological assets are
` 0.16 Crore (2020 - ` 1.08 Crores).

Canfin Homes Limited

Debentures (12 April 2020) of ` 1000000.00 each, fully paid – 50.02
Export Import Bank of India
300 9.15% Unsecured Non-Convertible Bonds Series P-16
ICICI Bank Limited
350 9.15% Unsecured Subordinated Non-Convertible Basel III
Compliant Perpetual Bonds in the nature of Debentures Series DMR
18AT (with first call option on 20 June 2023) of ` 1000000.00 each,
1,50,000 7.19% For Category I, II, III & IV Tax Free Secured


Redeemable Bonds in the nature of Debentures 86th Series
20,00,000 8.23% Tax Free Secured Non-Convertible Redeemable

Bonds Series 91st (18 February 2024) of ` 1000.00 each, fully paid 219.75 209.50
Redeemable Bonds 80th Series (23 February 2022) of ` 1000.00 each,
4,94,476 8.20% Tax Free Secured Redeemable Non-Convertible
Bonds (25 January 2022) of ` 1000.00 each, fully paid 51.08 50.60
5,000 6.82% Tax Free Non-Cumulative Non-Convertible Redeemable
Bonds (26 March 2023) of ` 10000.00 each, fully paid 5.21 5.07
1,500 8.09% Secured Non-Convertible Non-Cumulative Tax Free

Bonds in the nature of Debentures Series 80-A (25 November 2021)
1,000 8.01% Secured Redeemable Non-Convertible Non-Cumulative
Tax Free Bonds in the nature of Debentures Series 107-A
1,00,000 8.20% Secured Non-Convertible Tax Free Bonds Series - I


Carried over 962.91 978.91

Brought forward 962.91 978.91

REC Limited

Bonds Tranche 1 Series 1 (19 December 2022) of ` 1000.00 each,
fully paid 313.23 302.84
1,000 8.01% Secured Redeemable Non-Convertible Tax Free Bonds in
the nature of Debentures Series 3A (29 August 2023) of ` 1000000.00
60,000 8.12% For Category I & II Tax Free Secured Redeemable

Non-Convertible Bonds (27 March 2027) of ` 1000.00 each, fully paid 7.08 6.53
INVESTMENT IN CERTIFICATE OF DEPOSITS
Axis Bank Limited
Kotak Mahindra Bank Limited

Nil (2020 - 10,000) Certificate of Deposit (03 February 2021)

Nil (2020 - 25,000) Certificate of Deposit (05 March 2021)

National Savings Certificate pledged at Mandi Samiti (cost ` 2000.00) … …

National Savings Certificate (cost ` 10000.00) … …
Aditya Birla Sun Life Floating Rate Fund

1,96,03,366 Units of ` 100.00 each 530.53 494.50
Aditya Birla Sun Life Savings Fund

2,07,43,268 Units of ` 100.00 each 883.48 829.93
Aditya Birla Sun Life Corporate Bond Fund

70,15,575 (2020 - 6,05,10,758) Units of ` 10.00 each 60.27 475.21
Aditya Birla Sun Life Money Manager Fund

40,95,539 Units of ` 100.00 each 117.61 110.96
Aditya Birla Sun Life Liquid Fund

3,38,958 (2020 - 53,956) Units of ` 100.00 each 11.16 1.91
Axis Short Term Fund

4,31,15,900 Units of ` 10.00 each 109.52 100.79
Carried over 1391.04 1712.57 1391.70 3880.06

Brought forward 1391.04 1712.57 1391.70 3880.06

Axis Banking & PSU Debt Fund

31,86,227 Units of ` 1000.00 each 662.25 613.69
Axis Liquid Fund

2,14,373 (2020 - 14,71,847) Units of ` 1000.00 each 48.98 322.96
Axis Treasury Advantage Fund

14,61,916 Units of ` 1000.00 each 362.93 339.92
Axis Overnight Fund

9,20,331 (2020 - Nil) Units of ` 1000.00 each 100.00 –
Bharat Bond ETF – April 2023

30,00,000 Units of ` 1000.00 each 335.10 307.06
DSP Banking and PSU Debt Fund

Nil (2020 - 8,62,88,433) Units of ` 10.00 each – 151.22
DSP Low Duration Fund

17,22,63,805 (2020 - 22,32,41,558) Units of ` 10.00 each 267.44 328.55
DSP Liquidity Fund

33,53,367 (2020 - Nil) Units of ` 1000.00 each 979.08 –
DSP Overnight Fund

Nil (2020 - 30,83,707) Units of ` 1000.00 each – 329.16
DSP Short Term Fund

6,67,71,463 Units of ` 10.00 each 259.37 239.95
HDFC Floating Rate Debt Fund

10,07,90,662 Units of ` 10.00 each 385.94 356.62
HDFC Liquid Fund

Nil (2020 - 5,17,089) Units of ` 1000.00 each – 200.82
HDFC Money Market Fund

2,39,118 Units of ` 1000.00 each 106.98 100.90
HDFC Short Term Debt Fund

Nil (2020 - 14,47,53,251) Units of ` 10.00 each – 327.72
HDFC Ultra Short Term Fund

Nil (2020 - 27,49,00,837) Units of ` 10.00 each – 309.50
ICICI Prudential Corporate Bond Fund

13,41,33,266 (2020 - 51,14,23,698) Units of ` 10.00 each 315.31 1059.33
ICICI Prudential Savings Fund

60,49,828 (2020 - 60,84,787) Units of ` 100.00 each 253.82 237.45
ICICI Prudential Bond Fund

Nil (2020 - 2,11,18,618) Units of ` 10.00 each – 62.30
ICICI Prudential Liquid Fund

6,35,621 (2020 - Nil) Units of ` 100.00 each 19.36 –
ICICI Prudential Short Term

Nil (2020 - 2,70,17,352) Units of ` 10.00 each – 119.87
IDFC Banking & PSU Debt Fund

14,17,61,931 Units of ` 10.00 each 272.68 251.53
Carried over 1726.14 5746.71 1698.76 9231.55

Brought forward 1726.14 5746.71 1698.76 9231.55
IDFC Bond Fund - Short Term Plan

6,58,03,493 (2020 - 10,23,94,458) Units of ` 10.00 each 308.37 414.04
IDFC Low Duration Fund

7,34,11,386 Units of ` 10.00 each 225.06 212.12
IDFC Money Manager Fund

4,22,87,680 Units of ` 10.00 each 142.29 135.17
Kotak Bond Fund (Short Term)

Nil (2020 - 7,68,78,681) Units of ` 10.00 each – 243.74
Kotak Corporate Bond Fund

6,72,051 (2020 - 6,74,130) Units of ` 1000.00 each 197.82 183.80
Kotak Liquid Plan

2,87,577 (2020 - 4,373) Units of ` 1000.00 each 119.08 1.76
Kotak Savings Fund

26,38,12,322 (2020 - 34,27,71,778) Units of ` 10.00 each 910.52 1119.53
LIC MF Liquid Fund

1,63,399 (2020 - Nil) Units of ` 1000.00 each 60.50 –
Nippon India Banking & PSU Debt Fund

10,41,55,094 (2020 - 20,50,51,796) Units of ` 10.00 each 167.84 306.09
Nippon India ETF Nifty CPSE Bond Plus SDL - 2024 maturity

58,69,560 (2020 - Nil) Units of ` 100.00 each 60.46 –
Nippon India Floating Rate Fund

6,22,64,756 Units of ` 10.00 each 224.08 204.74
Nippon India Money Market Fund

6,60,345 Units of ` 1000.00 each 212.68 201.58
Nippon India Overnight Fund

Nil (2020 - 3,14,39,459) Units of ` 100.00 each – 336.58
Nippon India Short Term Fund

8,93,74,937 Units of ` 10.00 each 384.78 353.38
Nippon India Liquid Fund

4,84,438 (2020 - 10,356) Units of ` 10.00 each 175.74 5.02
SBI Liquid Fund

69,582 (2020 - 1,549) Units of ` 1000.00 each 22.36 0.48
SBI Magnum Low Duration Fund

8,30,697 Units of ` 1000.00 each 232.24 218.47
SBI Magnum Ultra Short Duration Fund

2,47,159 Units of ` 1000.00 each 116.63 110.71
SBI Savings Fund

6,65,47,323 (2020 - 15,99,53,181) Units of ` 10.00 each 227.56 517.71
SBI Short Term Debt Fund

9,72,90,145 (2020 - 28,79,35,474) Units of ` 10.00 each 253.24 691.30
Carried over 1786.60 9727.50 1698.76 14487.77

Brought forward 1786.60 9727.50 1698.76 14487.77
UTI Liquid Cash Plan

18,00,098 (2020 - Nil) Units of ` 1000.00 each 603.86 –
UTI Overnight Fund

(2020 - 47,928) Units of ` 10.00 each – 13.01
Current Portion of Non-Current Investment
INVESTMENT IN BONDS / DEBENTURES (at amortised cost)
Housing Development Finance Corporation Limited


Debentures Series O - 001 (31 August 2020) of ` 10000000.00 each,
Debentures Series N - 017 (18 May 2020) of ` 500000.00 each,
3,50,000 (2020 - Nil) 8.10% For Category I & II Tax Free Bonds

Debentures (05 March 2022) of ` 1000.00 each, fully paid 35.52 –
ICICI Bank Limited#
2,000 (2020 - Nil) 9.20% Unsecured Subordinated Non-Convertible
Basel III Compliant Perpetual Bonds in the nature of Debentures
Series DMR 17AT (with first Call Option on 17 March 2022)
3,31,819 (2020 - Nil) 8.00% (For Categories I & II) Tax Free

(23 February 2022) of ` 1000.00 each, fully paid 33.68 –

Debentures Tranche 273 Option 1 (23 October 2020)
Debentures Tranche 249 (28 April 2020) of ` 1000000.00 each,
Carried over 2055.87 10331.36 2210.49 14500.78

Brought forward 2055.87 10331.36 2210.49 14500.78

fully paid – 5.02
Debentures Tranche 263 Option 2 (26 August 2020)
Nil (2020 - 1,250) 8.75% Secured Redeemable Non-Convertible
Debentures Tranche 290 Option 1 (21 December 2020)
Nil (2020 - 239) 8.95% Unsecured Non-Convertible Redeemable
Tier II Subordinated Bonds Series III (15 September 2020)

Bonds Series 18 G (30 September 2020) of ` 1000000.00 each,

Taxable Bonds in the nature of Debentures Series 159 (15 May 2020)
Taxable Bonds in the nature of Debentures Series 165 (26 June 2020)
Carried over 2262.21 10331.36 2934.12 14500.78

Brought forward 2262.21 10331.36 2934.12 14500.78
(16 September 2021) of ` 1000000.00 each, fully paid 15.01 –
Taxable Bonds in the nature of Debentures Series 131-B
(27 April 2020) of ` 1000000.00 each, fully paid – 50.00
Taxable Bonds in the nature of Debentures Series 137 (24 July 2020)
(27 November 2021) of ` 1000000.00 each, fully paid 15.12 –
Non-Cumulative Taxable Bonds Series - 92 - C (21 August 2022 with
Call and Put Option 21 August 2020) of ` 1000000.00 each, fully paid – 40.22
REC Limited
Nil (2020 - 500) 6.87% Unsecured Listed Redeemable Non-Convertible

Non-Cumulative Taxable Bonds Series 149 (24 September 2020)
1,700 (2020 - Nil) 8.45% Unsecured Redeemable Non-Convertible
Non-Cumulative Taxable Bonds Series 134 (14 August 2020)
Small Industries Development Bank Of India
2,500 (2020 - Nil) 7.89% Unsecured Listed Redeemable

Non-Convertible Bond Series III of 2019-20 (15 November 2022 with
Call and Put Option 14 May 2021) of ` 1000000.00 each, fully paid 250.05 –
State Bank of India#

Carried over 3480.42 10331.36 3429.50 14500.78

Brought forward 3480.42 10331.36 3429.50 14500.78


1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.63 –

4,00,00,000 (2020 - Nil) Units of ` 10.00 each 50.78 –

2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.25 –

1,50,00,000 (2020 - Nil) Units of ` 10.00 each 18.95 –

1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.62 –

1,90,00,000 (2020 - Nil) Units of ` 10.00 each 24.00 –

2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.16 –

1,40,00,000 (2020 - Nil) Units of ` 10.00 each 17.66 –

6,50,00,000 (2020 - Nil) Units of ` 10.00 each 81.86 –
ICICI Prudential Fixed Maturity Plan - Series 81 - 1154 Days - Plan J

Nil (2020 - 50,00,000) Units of ` 10.00 each – 6.10

5,00,00,000 (2020 - Nil) Units of ` 10.00 each 63.24 –

3,50,00,000 (2020 - Nil) Units of ` 10.00 each 44.16 –

5,00,00,000 (2020 - Nil) Units of ` 10.00 each 63.20 –

4,50,00,000 (2020 - Nil) Units of ` 10.00 each 56.86 –

4,50,00,000 (2020 - Nil) Units of ` 10.00 each 57.06 –

1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.64 –

1,90,00,000 (2020 - Nil) Units of ` 10.00 each 24.09 –

1,30,00,000 (2020 - Nil) Units of ` 10.00 each 16.43 –

3,70,00,000 (2020 - Nil) Units of ` 10.00 each 46.86 –

70,00,000 (2020 - Nil) Units of ` 10.00 each 8.85 –

Nil (2020 - 1,00,00,000) Units of ` 10.00 each – 11.95

60,00,000 (2020 - Nil) Units of ` 10.00 each 7.59 –
Carried over 4150.31 10331.36 3447.55 14500.78

Brought forward 4150.31 10331.36 3447.55 14500.78


1,10,00,000 (2020 - Nil) Units of ` 10.00 each 13.92 –

1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.67 –

1,00,00,000 (2020 - Nil) Units of ` 10.00 each 12.71 –

3,50,00,000 (2020 - Nil) Units of ` 10.00 each 43.80 –

50,00,000 (2020 - Nil) Units of ` 10.00 each 6.34 –

50,00,000 (2020 - Nil) Units of ` 10.00 each 6.35 –

1,50,00,000 (2020 - Nil) Units of ` 10.00 each 19.05 –

80,00,000 (2020 - Nil) Units of ` 10.00 each 10.14 –

1,20,00,000 (2020 - Nil) Units of ` 10.00 each 15.22 –

1,70,00,000 (2020 - Nil) Units of ` 10.00 each 21.57 –

1,20,00,000 (2020 - Nil) Units of ` 10.00 each 15.17 –

50,00,000 (2020 - Nil) Units of ` 10.00 each 6.31 –

2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.04 –

1,50,00,000 (2020 - Nil) Units of ` 10.00 each 18.87 –

2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.18 –

2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.21 –

1,50,00,000 (2020 - Nil) Units of ` 10.00 each 18.94 –

1,90,00,000 (2020 - Nil) Units of ` 10.00 each 23.97 –

1,50,00,000 (2020 - Nil) Units of ` 10.00 each 18.94 –

2,00,00,000 (2020 - Nil) Units of ` 10.00 each 25.26 –
TOTAL 14846.33 17948.33
# Additional Tier 1 bonds, which are perpetual in nature, are issued by commercial banks under Reserve Bank of India guidelines.

As at As at
12. Trade receivables (Current)
Secured, considered good 45.05 31.88

Unsecured, considered good 2456.65 2530.60
Doubtful 194.74 174.89
Less: Allowance for doubtful receivables 194.74 174.89
TOTAL 2501.70 2562.48
13. Cash and cash equivalents@
Balances with Banks

Current accounts 259.02 630.42
Deposit accounts 27.47 10.78
Cheques, drafts on hand 1.38 5.85
Cash on hand 2.55 3.30
TOTAL 290.42 650.35
@ Cash and cash equivalents include cash on hand, cheques, drafts on hand, cash at bank and deposits with banks with original
maturity of 3 months or less.
14. Other bank balances
Earmarked balances 209.23 168.07

In deposit accounts* 4159.37 6458.92
TOTAL 4368.60 6626.99
* Represents deposits with original maturity of more than 3 months having remaining maturity of less than 12 months from the
Balance Sheet date.

(No. of Shares) (` in Crores) (No. of Shares) (` in Crores)
15. Equity Share capital
Authorised
Ordinary Shares of ` 1.00 each 20,00,00,00,000 2000.00 20,00,00,00,000 2000.00
Issued and Subscribed
Ordinary Shares of ` 1.00 each, fully paid 12,30,88,44,231 1230.88 12,29,22,31,241 1229.22
A) Reconciliation of number of
Ordinary Shares outstanding
As at beginning of the year 12,29,22,31,241 1229.22 12,25,86,31,601 1225.86
Add: Issue of Shares on exercise
of Options 1,66,12,990 1.66 3,35,99,640 3.36
As at end of the year 12,30,88,44,231 1230.88 12,29,22,31,241 1229.22
B) Shareholders holding more than 5% of the Ordinary Shares in the Company

(No. of Shares) % (No. of Shares) %
Tobacco Manufacturers (India) Limited 2,97,83,47,320 24.20 2,97,83,47,320 24.23

Life Insurance Corporation of India 1,99,75,66,067 16.23 1,99,75,40,067 16.25
Specified Undertaking of the
Unit Trust of India 97,45,31,427 7.92 97,45,31,427 7.93
C) Ordinary Shares allotted as fully paid pursuant to contract(s) without payment being received in cash during the period of
five years immediately preceding 31st March: Nil
D) Ordinary Shares allotted as fully paid up Bonus Shares for the period of five years immediately preceding 31st March
2021 2020
Bonus Shares issued in 2016-17 4,02,66,57,100 4,02,66,57,100
E) Rights, preferences and restrictions attached to the Ordinary Shares

The Ordinary Shares of the Company, having par value of ` 1.00 per share, rank pari passu in all respects including voting rights
and entitlement to dividend.
F) Shares reserved for issue under Options

As at As at
Ordinary Shares of ` 1.00 each 29,18,12,920 34,58,05,430
Terms and Conditions of Options Granted

Each Option entitles the holder thereof to apply for and be allotted ten Ordinary Shares of the Company of ` 1.00 each upon payment of the
exercise price during the exercise period. The exercise period commences from the date of vesting of the Options and expires at the end of
five years from the date of vesting in respect of Options.
The vesting period for conversion of Options is as follows:
The Options have been granted at the ‘market price’ as defined under the Securities and Exchange Board of India (Share Based Employee
Benefits) Regulations, 2014.
Further details of ITC Employee Stock Option Schemes are provided in Note 28 (xi).

As at As at
16. Non-current borrowings
Unsecured
Term loans
– From Others 0.30 0.27
Deferred payment liabilities
– Sales tax deferment loans 5.28 5.63
TOTAL 5.58 5.90
Terms of borrowings are as under:

Term Loans from Others:
Interest free loan repayable on the basis of 33% (2020 - 33%) of the net profits earned by a subsidiary or the residual balance,
whichever is less.
Sales tax deferment loans:
Interest free deferral period of 14 years and repayable by 2025-26.
The scheduled maturity of the Non-current borrowings are summarised as under:
Term Loans Deferred Term Loans Deferred

Payment Payment
Liabilities Liabilities
Borrowings repayable
In the first year (Refer Note 17B) … 0.35 … 2.26
Current maturities of long-term debt … 0.35 … 2.26
In the second year – 0.74 – 0.35
In the third to fifth year – 4.54 0.07 3.51
After five years 0.30 – 0.20 1.77
Non-current borrowings 0.30 5.28 0.27 5.63
As at As at
17A. Lease liabilities*
Lease liabilities 54.06 206.96 63.87 204.00

TOTAL 54.06 206.96 63.87 204.00
* Refer Note 28(x)

Movement of Lease Liabilities during the year
Opening Lease Liabilities 267.87 294.95
New Leases recognised 55.91 27.48
Remeasurements and withdrawals (8.19) (5.83)
Interest expense on Lease Liabilities 22.37 23.61
Payment of Lease Liabilities made (77.10) (72.95)
Foreign Currency Translation Reserve adjustment 0.16 0.61
Closing balance of Lease Liabilities 261.02 267.87

As at As at
17B. Other financial liabilities
Non-current
Others
(Includes liability in respect of cash-settled share based payments,
retention money payable towards property, plant and equipment, deposits,
contingent consideration on business combination etc.) 283.50 127.87
TOTAL 283.50 127.87

Current
Current maturities of long-term debt (Refer Note 16) 0.35 2.26
Interest accrued 1.93 1.92
Unpaid dividend * 209.00 167.83
Unpaid matured deposits and interest accrued thereon … …
Unpaid matured debentures / bonds and interest accrued thereon ** 0.30 0.30
Others (Includes liability in respect of cash-settled share based payments,
payable for property, plant and equipment, derivatives designated as
hedging instruments, contingent consideration on business combination etc.) 1280.27 1222.57
TOTAL 1491.85 1394.88
* Represents dividend amounts either not claimed or kept in abeyance in accordance with Section 126 of the Companies Act, 2013
or such amounts in respect of which Prohibitory / Attachment Orders are on record with the Company.
** Represents amounts which are subject matter of a pending legal dispute with a bank for which the Company has filed a suit.
As at As at
18. Provisions
Provision for employee benefits [Refer Note 28 (vi)]

Retirement benefits 167.23 129.05 119.69 123.74
Other benefits 26.78 58.16 28.49 51.34
Provision for standard assets – 0.29 – 0.29
TOTAL 194.01 187.50 148.18 175.37

As at As at
19. Other liabilities
Non-current
Revenue received in advance 15.54 16.20
TOTAL 15.54 16.20

Current
Statutory liabilities 3368.46 3250.51
Advances received from customers 801.75 703.07
Revenue received in advance 9.28 9.53
Others (includes deferred revenue, accruals, customer deposits etc.) 114.91 109.61
TOTAL 4294.40 4072.72
20. Current borrowings
Secured
Loans from Banks
Cash credit facilities* 3.88 1.42
TOTAL 3.88 1.42
* Cash credit facilities are secured by hypothecation of certain property, plant and equipment, investments and current assets, both
present and future.
21A. Income Tax Assets (Net)
Income Tax Assets (net of provisions) 33.04 38.42
TOTAL 33.04 38.42
21B. Current Tax liabilities (Net)
Current taxation (net of advance payment) 332.75 248.87
TOTAL 332.75 248.87

22A. Revenue from operations
Sale of Products 49863.29 46950.03

Sale of Services 2971.86 4018.47
Gross Revenue from sale of products and services*
[including excise duty / National Calamity Contingent Duty / Health Risk Tax
of ` 3767.70 Crores (2020 - ` 1864.34 Crores)] 52835.15 50968.50
Other Operating Revenues# 319.97 424.97
TOTAL 53155.12 51393.47

# Includes Government grants received of ` 51.94 Crores (2020 - ` 130.74 Crores) on account of Service Exports from India
Scheme, Merchandise Exports from India Scheme, Duty Drawback etc.
22B. Gross revenue from sale of products and services*
FMCG
– Cigarettes etc. 22557.32 23679.13
– Branded Packaged Food Products 12244.28 10379.48
– Others (Education and Stationery Products,
Personal Care Products, Safety Matches, Agarbattis, Apparel etc.) 2492.78 2464.51
Hotels
– Hotels Sales / Income from Hotel Services 659.76 1911.59
Agri Business
– Unmanufactured Tobacco 1313.74 1300.29
– Other Agri Products and Commodities
(Wheat, Soya, Spices, Coffee, Aqua etc.) 6688.13 4612.25
Paperboards, Paper and Packaging
– Paperboards and Paper 4011.25 4013.72
– Printed Materials 538.58 485.26
Others
– Others 2329.31 2122.27
TOTAL 52835.15 50968.50

23. Other income
Interest income 1297.91 1522.13

Dividend income 0.07 8.31
Other non-operating income 130.93 87.08
Other gains and losses 1203.65 980.37
TOTAL 2632.56 2597.89
Interest income:
a) Deposits with Banks etc. – carried at amortised cost 362.04 516.17
b) Financial assets mandatorily measured at FVTPL 136.61 148.32
c) Other financial assets measured at amortised cost 701.80 842.74
d) Others (from statutory authorities etc.) 97.46 14.90
TOTAL 1297.91 1522.13
Dividend income:
a) Equity instruments measured at FVTOCI held at the
end of reporting period 0.02 8.31
b) Other investments 0.05 0.01
TOTAL 0.07 8.32
Other gains and losses:

Net foreign exchange gain / (loss) (1.16) 34.38
Net gain / (loss) arising on financial instruments mandatorily
measured at FVTPL* 1200.14 945.84
Impairment of investment in joint venture 4.67 0.15
TOTAL 1203.65 980.37
* Includes ` 365.29 Crores (2020 - ` 227.77 Crores) being net gain / (loss) on sale of investments.
24. Employee benefits expense
Salaries and wages 3931.11 3676.20

Contribution to Provident and other funds 273.42 267.10
Share based payments to employees {Includes cash-settled
share based payments ` 30.49 Crores [2020 - ` (10.52) Crores]} 56.77 102.48
Staff welfare expenses 214.10 262.96
4475.40 4308.74
Less: Recoveries made / reimbursements received 12.07 12.95
TOTAL 4463.33 4295.79

25. Finance costs
Interest expense:
– On lease liabilities 22.28 23.61
– On financial liabilities measured at amortised cost 2.94 4.81
– Others 19.36 26.26
TOTAL 44.58 54.68
26. Other expenses
Power and fuel 699.56 780.85

Consumption of stores and spare parts 273.71 312.49
Contract processing charges 736.18 885.01
Rent 232.85 267.50
Rates and taxes 94.00 151.52
Insurance 160.31 129.93
Repairs
– Buildings 50.86 77.79
– Machinery 237.53 261.80
– Others 44.63 72.18
Maintenance and upkeep 239.24 296.14
Outward freight and handling charges 1337.98 1244.08
Warehousing charges 184.11 182.81
Advertising / Sales promotion 1089.64 1000.68
Market research 122.44 145.02
Design and product development 46.03 48.00
Hotel reservation / Marketing expenses 15.10 44.09
Retail accessories 135.03 128.87
Brokerage and discount - sales 15.33 16.35
Commission to selling agents 16.55 9.39
Bank and credit card charges 13.39 26.70
Information technology services 163.49 172.84
Travelling and conveyance 187.27 406.87
Training and development 15.75 29.71
Legal expenses 22.32 45.59
Consultancy / Professional fees 360.25 417.01
Postage, telephone etc. 27.79 29.44
Printing and stationery 10.53 18.93
Loss on sale of property, plant and equipment - Net 55.61 56.68
Loss on sale of stores and spare parts - Net 5.03 2.88
Miscellaneous expenses 1019.45 1206.57
TOTAL 7675.31 8502.63

27. Income tax expenses
A. Amount recognised in profit or loss

Current tax
Income tax for the year 4387.06 4977.63
Adjustments / (credits) related to previous years - Net 76.68 (131.48)
Total current tax 4463.74 4846.15
Deferred tax
Deferred tax for the year 172.10 (432.06)
Adjustments / (credits) related to previous years - Net (77.97) 24.55
MAT credit entitlement (2.58) 3.15
Total deferred tax 91.55 (404.36)
TOTAL 4555.29 4441.79
B. Amount recognised in other comprehensive income

The tax (charge) / credit arising on income and expenses recognised in other comprehensive income is as follows:
On items that will not be reclassified to profit or loss
Remeasurement gains / (losses) on defined benefit plans (1.43) 12.07
Related to designated portion of hedging instruments in cash flow hedges 1.67 (1.93)
Equity instruments through other comprehensive income (1.62) –
(1.38) 10.14
On items that will be reclassified to profit or loss
Related to designated portion of hedging instruments in cash flow hedges (10.26) 10.13
(10.26) 10.13
TOTAL (11.64) 20.27
C. Amount recognised directly in equity

The income tax (charged) / credited directly to equity during the year is as follows:
Deferred tax
Arising on gains / (losses) of hedging instruments in cash flow hedges
transferred to the initial carrying amounts of hedged items 1.26 4.47
TOTAL 1.26 4.47
D. Reconciliation of effective tax rate

The income tax expense for the year can be reconciled to the accounting profit as follows:
Income tax expense calculated @ 25.168% (2020: 25.168%) 4514.66 5042.31
Effect of tax relating to uncertain tax positions 26.37 48.01
Effect of different tax rate on certain items (81.21) (103.59)
Difference in tax rates of subsidiary companies 38.75 47.89
Effect of income not taxable (89.01) (93.65)
Effect of remeasurement of Deferred Tax Liabilities (Net)
as on 31st March, 2019* – (559.12)
Other differences 147.02 166.87
Total 4556.58 4548.72
Adjustments recognised in the current year in relation to the
current tax of prior years (1.29) (106.93)
Income tax recognised in profit or loss 4555.29 4441.79
The tax rate of 25.168% (22% + surcharge @ 10% and cess @ 4%) used for the year 2020-21 and 2019-20 is the corporate tax rate applicable on
taxable profits under the Income-tax Act, 1961.
* On exercising the option permitted under Section 115BAA of the Income-tax Act, 1961 as introduced by the Taxation Laws (Amendment) Act, 2019.


28. Additional Notes to the Consolidated Financial Statements
(i) Earnings per share: 2021 2020
Earnings per share has been computed as under:

(a) Profit for the year (` in Crores) 13161.19 15306.23
(b) Weighted average number of Ordinary shares outstanding
for the purpose of basic earnings per share 12,30,12,07,984 12,27,93,39,192
(c) Effect of potential Ordinary shares on Employee
Stock Options outstanding 12,73,424 1,31,85,149
(d) Weighted average number of Ordinary shares in computing diluted earnings
per share [(b) + (c)] 12,30,24,81,408 12,29,25,24,341
(e) Earnings per share on profit for the year
(Face Value ` 1.00 per share)
– Basic [(a) / (b)] ` 10.70 ` 12.47
– Diluted [(a) / (d)] ` 10.70 ` 12.45
(ii) (a) The subsidiaries (which along with ITC Limited, the parent, constitute the Group) considered in the preparation of these
Consolidated Financial Statements are:
Name Country of Percentage Percentage

Incorporation of ownership of ownership
interest as at interest as at
ITC Infotech India Limited India 100 100
ITC Infotech Limited
UK 100 100
(a 100% subsidiary of ITC Infotech India Limited)
ITC Infotech (USA), Inc.
USA 100 100
(a 100% subsidiary of ITC Infotech India Limited)
Indivate Inc.
USA 100 100
(a 100% subsidiary of ITC Infotech (USA), Inc.)
Surya Nepal Private Limited Nepal 59 59
Technico Agri Sciences Limited India 100 100
Technico Pty Limited Australia 100 100
Technico Technologies Inc.
Canada 100 100
(a 100% subsidiary of Technico Pty Limited)
Technico Asia Holdings Pty Limited

Australia 100 100
(a 100% subsidiary of Technico Pty Limited)
Technico Horticultural (Kunming) Co. Limited

China 100 100
(a 100% subsidiary of Technico Asia Holdings Pty Limited)
Srinivasa Resorts Limited India 68 68
Fortune Park Hotels Limited India 100 100

28. Additional Notes to the Consolidated Financial Statements (Contd.)

Landbase India Limited India 100 100
Bay Islands Hotels Limited India 100 100
WelcomHotels Lanka (Private) Limited Sri Lanka 100 100
Russell Credit Limited India 100 100
Greenacre Holdings Limited
(a 100% subsidiary of Russell Credit Limited) India 100 100
Wimco Limited India 98.21 98.21
Gold Flake Corporation Limited India 100 100
ITC Investments & Holdings Limited India 100 100
MRR Trading & Investment Company Limited
(a 100% subsidiary of ITC Investments & Holdings Limited) India 100 100
North East Nutrients Private Limited India 76 76
Prag Agro Farm Limited India 100 100
Pavan Poplar Limited India 100 100
(w.e.f. 29.07.2020) India 100 –
Hobbits International Foods Private Limited
(w.e.f. 27.07.2020) India 100 –
(w.e.f. 27.07.2020) India 100 –
The financial statements of all subsidiaries, considered in the Consolidated Accounts, are drawn upto 31st March other than for
Surya Nepal Private Limited where it is upto 13th March, based on the local laws of Nepal where the company is incorporated.
(b) Interests in Joint Ventures:
The Group’s interests in jointly controlled entities (incorporated Joint Ventures) are:
Name Country of Percentage Percentage of

Incorporation of ownership ownership
Espirit Hotels Private Limited India 26 26
Logix Developers Private Limited India 27.90 27.90
(a joint venture of Gold Flake Corporation Limited) India 50 50
Maharaja Heritage Resorts Limited India 50 50
The financial statements of all the Joint Ventures, considered in the Consolidated Accounts, are drawn upto 31st March.

(c) Investments in Associates:

The Group’s Associates are:

Gujarat Hotels Limited India 45.78 45.78
International Travel House Limited India 48.96 48.96
Russell Investments Limited* India 25.43 25.43
Divya Management Limited* India 33.33 33.33
Antrang Finance Limited* India 33.33 33.33
ATC Limited
India 47.50 47.50
(an associate of Gold Flake Corporation Limited)

India 20.06# –
(w.e.f. 17.09.2020)
*associates of Russell Credit Limited

# on a fully diluted basis
The financial statements of all Associates, considered in the Consolidated Accounts, are drawn upto 31st March.
(d) These Consolidated Financial Statements are based, in so far as they relate to amounts included in respect of
subsidiaries, associates and joint ventures on the audited financial statements prepared for consolidation in accordance
with the requirements of Indian Accounting Standard – 110 (Ind AS 110) on “Consolidated Financial Statements” and
Indian Accounting Standard – 28 (Ind AS 28) on “Investments in Associates and Joint Ventures” by each of the included
entities other than in respect of a joint venture Logix Developers Private Limited which has been considered on the basis
of financial statements as certified by Logix Developers Private Limited’s management and provided to the Company.
(iii) Transactions with subsidiaries of TMI’s [Tobacco Manufacturers (India) Limited] ultimate parent company comprise Sale of
goods / services ` 927.15 Crores (2020 - ` 813.24 Crores), Dividend payments ` 983.82 Crores (2020 - ` 381.05 Crores),
Others ` 28.58 Crores (2020 - ` 27.33 Crores).
(iv) Contingent liabilities and commitments:
(a) Contingent liabilities:
Claims against the Group not acknowledged as debts ` 920.32 Crores (2020 - ` 766.10 Crores), including interest
on claims, where applicable, estimated to be ` 266.80 Crores (2020 - ` 239.52 Crores), including share of associates
` 0.15 Crore (2020 - ` 0.15 Crore). These comprise:
E
xcise duty, VAT / sales taxes, GST and other indirect taxes claims disputed by the Group relating to issues of
applicability and classification aggregating ` 627.95 Crores (2020 - ` 588.28 Crores), including interest on claims,
where applicable, estimated to be ` 250.34 Crores (2020 - ` 224.10 Crores), including share of associates
` 0.12 Crore (2020 - ` 0.12 Crore).
L
ocal Authority taxes / cess / royalty on property, utilities etc. claims disputed by the Group relating to issues of
applicability and determination aggregating ` 233.27 Crores (2020 - ` 119.55 Crores), including interest on claims,
where applicable, estimated to be ` 5.40 Crores (2020 - ` 5.29 Crores) including share of associates ` 0.03 Crore
(2020 - ` 0.03 Crore).

T
hird party claims arising from disputes relating to contracts aggregating ` 32.55 Crores (2020 - ` 32.40 Crores),
including interest on claims, where applicable, estimated to be ` 0.88 Crore (2020 - ` 0.75 Crore).
O
ther matters aggregating ` 26.55 Crores (2020 - ` 25.87 Crores), including interest on other matters, where
applicable, estimated to be ` 10.18 Crores (2020 - ` 9.38 Crores).
In respect of Surya Nepal Private Limited (SNPL), Excise, Income Tax and VAT authorities issued Show Cause
Notices (SCNs) and raised demands to recover taxes for different years on theoretical production of cigarettes.
The basis for all these SCNs and demands is an untenable contention by the Revenue Authorities that SNPL could
have produced more cigarettes than it has actually produced in a given year, by applying an input-output ratio
allegedly submitted by SNPL in the year 1990-91 and, that, SNPL is liable to pay taxes on such cigarettes that
could have been theoretically produced and sold. This, despite the fact that SNPL’s cigarette factory was under
‘physical control’ of the Excise authorities and cigarettes produced were duly accounted for and certified as such
by the Excise authorities.
Hon’ble Supreme Court of Nepal vide its orders dated 29th October, 2009 and 1st April, 2010 has rejected
the above basis of theoretical production. In the said order of the Hon’ble Supreme Court of Nepal dated
1st April, 2010, the Excise demands for the financial years 1998-99 to 2002-03 and Income Tax demands for the
financial year 2001-02 were set aside. Citing the aforesaid decisions of the Hon’ble Supreme Court of Nepal,
the Inland Revenue Department has, on 11th February, 2011 and 12th August, 2013 decided administrative review
petitions in favour of SNPL setting aside Value Added Tax demands for the financial years 2001-02 and 2007-08
and Income Tax demand for the financial year 2005-06.
Various demands and a Show Cause Notice on theoretical production for different years (as listed below) were
challenged by SNPL by way of writ petitions in the Hon’ble Supreme Court of Nepal between the years 2007 to
2010:
1. Excise demand letters and a Show Cause Notice for ` 29.66 Crores [Nepalese Rupee (NRs.) 47.45 Crores]
relating to the financial years 2003-04 to 2007-08.
2. Value Added Tax (VAT) demand letters for ` 10.93 Crores (NRs. 17.49 Crores) relating to financial years
2002-03 to 2006-07.
3. Income Tax demand letters for ` 13.45 Crores (NRs. 21.52 Crores) relating to financial years 2002-03
and 2003-04.
SNPL’s writ petitions were admitted by the Hon’ble Supreme Court of Nepal and notices were issued to the
Revenue authorities. These writ petitions were contested by the Revenue authorities on the ground of alternate
remedy. These petitions were finally heard by the Hon’ble Supreme Court of Nepal on 15th April 2021, and have
been dismissed. The reasons for such dismissal will be known after the detailed judgement is issued and received.
The effect in the financial statements (for the claims including applicable interest and fees, if any) and further legal
remedies will be decided upon receipt of the detailed judgement.
It is not practicable for the Group to estimate the closure of these issues and the consequential timings of cash flows,
if any, in respect of the above.
(b) Uncalled liability on investments partly paid is ` 30.73 Crores (2020 - ` 33.95 Crores).
(c) Commitments: Estimated amount of contracts remaining to be executed on capital accounts and not provided for,
including share of joint ventures ` 10.26 Crores (2020 - ` 11.94 Crores), are ` 2576.59 Crores (2020 - ` 2983.97
Crores).
(v) Research and Development expenses for the year amount to ` 131.35 Crores (2020 - ` 141.78 Crores).

(vi) The Group has adopted Indian Accounting Standard - 19 (Ind AS 19) on ‘Employee Benefits’. These Consolidated Financial
Statements include the obligations as per requirement of this standard except for those subsidiaries which are incorporated
outside India who have determined the valuation / provision for employee benefits as per requirements of their respective
countries. In the opinion of the management, the impact of this deviation is not considered material.
(a) Defined Benefit Plans / Long Term Compensated Absences - As per Actuarial Valuations as on 31st March, 2021 and
recognised in the financial statements in respect of Employee Benefit Schemes:
Description of Plans
The Group makes contributions to both Defined Benefit and Defined Contribution Plans for qualifying employees. These
Plans are administered through approved Trusts, which operate in accordance with the Trust Deeds, Rules and applicable
Statutes. The concerned Trusts are managed by Trustees who provide strategic guidance with regard to the management
of their investments and liabilities and also periodically review their performance.
Provident Fund and Pension Benefits are funded, Gratuity Benefits are both funded as well unfunded; and Leave
Encashment Benefits are unfunded in nature. The Defined Benefit Pension Plans are based on employees’ pensionable
remuneration and length of service. Under the Provident Fund, Gratuity and Leave Encashment Schemes, employees are
entitled to receive lump sum benefits.
The liabilities arising in the Defined Benefit Schemes are determined in accordance with the advice of independent,
professionally qualified actuaries, using the projected unit credit method as at year end. The Group makes regular
contributions to these Employee Benefit Plans. Additional contributions are made to these plans as and when required
based on actuarial valuation.
Risk Management
The Defined Benefit Plans expose the Group to risk of actuarial deficit arising out of investment risk, interest rate risk and
salary cost inflation risk.
Investment Risks: This may arise from volatility in asset values due to market fluctuations and impairment of assets due to
credit losses. These Plans primarily invest in debt instruments such as Government securities and highly rated corporate
bonds – the valuation of which is inversely proportional to the interest rate movements.
Interest Rate Risk: The present value of Defined Benefit Plans liability is determined using the discount rate based on the
market yields prevailing at the end of reporting period on Government bonds. A decrease in yields will increase the fund
liabilities and vice-versa.
Salary Cost Inflation Risk: The present value of the Defined Benefit Plan liability is calculated with reference to the future
salaries of participants under the Plan. Increase in salary might lead to higher liabilities.
These Plans have a relatively balanced mix of investments in order to manage the above risks. The investment strategy is
designed based on the interest rate scenario, liquidity needs of the Plans and pattern of investment as prescribed under
various Statutes.
The Trustees regularly monitor the funding and investments of these Plans. Risk mitigation systems are in place to ensure
that the health of the portfolio is regularly reviewed and investments do not pose any significant risk of impairment. Periodic
audits are conducted to ensure adequacy of internal controls. Pension obligation of the employees is secured by purchasing
annuities thereby de-risking the Plans from future payment obligation.


Funded Funded Unfunded Unfunded Funded Funded Unfunded Unfunded
I Components of Employer Expense
– Recognised in Profit or Loss
1 Current Service Cost 50.97 42.01 0.63 14.56 47.81 40.02 0.90 14.33
2 Past Service Cost – 0.01 0.16 – – – – –
3 Net Interest Cost 0.14 (0.44) 0.49 8.33 (5.69) (2.90) 0.43 8.46
4 Total expense recognised in the

Statement of Profit and Loss 51.11 41.58 1.28 22.89 42.12 37.12 1.33 22.79
– Re-measurements recognised in
5 Return on plan assets (excluding
amounts included in net interest cost) (42.53) (4.68) – – 9.78 (0.94) – –
6 Effect of changes in demographic
assumptions – (0.15) (0.04) – 10.74 0.51 0.01 0.53
7 Effect of changes in financial
assumptions – – – – 74.72 36.83 (0.17) 12.33
8 Changes in asset ceiling (excluding
interest income) – – – – – – – –
9 Effect of experience adjustments 66.69 (0.53) (0.59) 4.27 (9.99) (5.76) (0.68) (0.34)
10 Total re-measurements included in
Other Comprehensive Income 24.16 (5.36) (0.63) 4.27 85.25 30.64 (0.84) 12.52
11 Total defined benefit cost
recognised in the Statement of Profit
and Loss and Other Comprehensive
Income (4+10) 75.27 36.22 0.65 27.16 127.37 67.76 0.49 35.31
The current service cost and net interest cost for the year pertaining to Pension and Gratuity expenses have been
recognised in “Contribution to Provident and other funds” and Leave Encashment in “Salaries and wages” under Note 24.
The re-measurements of the net defined benefit liability are included in Other Comprehensive Income.
II Actual Returns 94.98 31.08 – – 51.16 30.19 – –

III Net Asset / (Liability) recognised
in Balance Sheet
Obligation 972.33 458.12 6.87 153.11 880.50 432.79 6.56 140.56
2 Fair Value of Plan Assets 861.78 436.23 – – 816.49 400.49 – –
3 Status [Surplus / (Deficit)] (110.55) (21.89) (6.87) (153.11) (64.01) (32.30) (6.56) (140.56)
4 Restrictions on Asset Recognised – – – – – – – –
5 Net (Liability) recognised
in Balance Sheet (113.32) (22.98) (6.87) (153.11) (64.01) (32.30) (6.56) (140.56)
a. Current (110.70) (21.18) (0.32) (35.03) (60.69) (30.74) (0.33) (27.93)
b. Non-Current (2.62) (1.80) (6.55) (118.08) (3.32) (1.56) (6.23) (112.63)
6 Net Asset recognised in Balance Sheet 2.77 1.09 – – – – – –
a. Current 2.77 1.09 – – – – – –
b. Non-Current – – – – – – – –


IV Change in Defined Benefit
Obligation (DBO)
1 Present Value of DBO at the beginning
880.50 432.79 6.56 140.56 771.20 369.26 6.11 120.27
of the year
2 Current Service Cost 50.97 42.01 0.63 14.56 47.81 40.02 0.90 14.33
3 Past Service Cost – 0.01 0.16 – – – – –
4 Interest Cost 52.59 25.96 0.49 8.33 55.25 26.35 0.43 8.46
5 Re-measurement Gains / (Losses):
a. Effect of changes in demographic
– (0.15) (0.04) – 10.74 0.51 0.01 0.53
assumptions
b. Effect of changes in financial
– – – – 74.72 36.83 (0.17) 12.33
assumptions
c. Changes in asset ceiling (excluding
– – – – – – – –
interest income)
d. Effect of experience adjustments 66.69 (0.53) (0.59) 4.27 (9.99) (5.76) (0.68) (0.34)
6 Curtailment Cost / (Credit) – – – – – – – –
7 Settlement Cost / (Credit) – – – – – – – –
8 Liabilities assumed in business
– 2.59 – – – – – –
combination
9 Effects of transfer in / (out) (0.06) – – – (0.29) – – –
10 Benefits Paid (78.36) (44.56) (0.34) (14.61) (68.94) (34.42) (0.04) (15.02)
11 Present Value of DBO at the end of
the year 972.33 458.12 6.87 153.11 880.50 432.79 6.56 140.56

V Best Estimate of Employers’ Expected
Contribution for the next year
– Pension 170.07 136.51
– Gratuity 76.60 65.99


VI Change in Fair Value of Assets

1 Plan Assets at the
beginning of the year 816.49 400.49 – – 808.56 380.63 – –
2 Assets acquired in Business
Combination – 1.88 – – – – – –
3 Interest Income 52.45 26.40 – – 60.94 29.25 – –
4 Re-measurement Gains / (Losses) on
plan assets 42.53 4.68 – – (9.78) 0.94 – –
5 Actual Group Contributions 28.73 47.34 – – 26.00 24.06 – –
6 Benefits Paid (78.36) (44.56) – – (68.94) (34.39) – –
7 Effects of transfer in / (out) (0.06) – – – (0.29) – – –
8 Plan Assets at the end of the year 861.78 436.23 – – 816.49 400.49 – –
Discount Rate Discount Rate

(%) (%)
VII Actuarial Assumptions
1 Pension 6.25 6.25
2 Gratuity 6.25 6.25
3 Leave Encashment 6.25 6.25
The estimates of future salary increases, generally between 4% to 5% for the Company (being the largest component of
the Group), considered in actuarial valuations take account of inflation, seniority, promotion and other relevant factors such
as supply and demand factors in the employment market.

VIII Major Category of Plan Assets as a %
of the Total Plan Assets
1 Government Securities / Special Deposit with RBI 23.83% 25.44%
2 High Quality Corporate Bonds 11.31% 14.80%
3 Insurer / Citizen Investment Trust Managed Funds* 53.90% 47.45%
4 Mutual Funds 3.49% 2.19%
5 Cash and Cash Equivalents 5.67% 7.60%
6 Term Deposits 1.80% 2.52%
* In the absence of detailed information regarding plan assets which is funded with Insurance Companies, the composition of each
major category of plan assets, the percentage or amount for each category to the fair value of plan assets has not been disclosed.
The fair value of Government Securities, Corporate Bonds and Mutual Funds are determined based on quoted market prices in
active markets. The employee benefit plans do not hold any securities issued by the participating companies.

IX Basis used to determine the Expected Rate of Return on Plan Assets

The expected rate of return on plan assets is based on the current portfolio of assets, investment strategy and market scenario.
In order to protect the capital and optimise returns within acceptable risk parameters, the plan assets are well diversified.

X Net Asset / (Liability) recognised in
Balance Sheet (including experience
adjustment impact)
Obligation 972.33 458.12 6.87 153.11 880.50 432.79 6.56 140.56
2 Fair Value of Plan Assets 861.78 436.23 – – 816.49 400.49 – –
3 Status [Surplus / (Deficit)] (110.55) (21.89) (6.87) (153.11) (64.01) (32.30) (6.56) (140.56)
4 Experience Adjustment of Plan Assets
[Gain / (Loss)] 42.53 4.68 – – (9.78) 0.94 – –
5 Experience Adjustment of obligation
[(Gain) / Loss] 66.69 (0.53) (0.59) 4.27 (9.99) (5.76) (0.68) (0.34)
XI Sensitivity Analysis
The Sensitivity Analysis below has been determined based on reasonably possible change of the respective assumptions
occurring at the end of the reporting period, while holding all other assumptions constant. These sensitivities show the
hypothetical impact of a change in each of the listed assumptions in isolation. While each of these sensitivities holds all other
assumptions constant, in practice such assumptions rarely change in isolation and the asset value changes may offset the
impact to some extent. For presenting the sensitivities, the present value of the Defined Benefit Obligation has been calculated
using the projected unit credit method at the end of the reporting period, which is the same as that applied in calculating the
Defined Benefit Obligation presented above. There was no change in the methods and assumptions used in the preparation of
the Sensitivity Analysis from previous year.
(` in Crores)
DBO as at 31st March, 2021 DBO as at 31st March, 2020
1 Discount Rate + 100 basis points 1499.80 1373.77
2 Discount Rate – 100 basis points 1693.18 1558.76
3 Salary Increase Rate + 1% 1681.41 1547.94
4 Salary Increase Rate – 1% 1508.45 1381.68
Maturity Analysis of the Benefit Payments
1 Year 1 260.86 215.38

2 Year 2 195.32 198.67
3 Year 3 128.97 139.39
4 Year 4 132.06 115.94
5 Year 5 153.69 115.52
6 Next 5 Years 485.30 499.77
(b) Amounts towards Defined Contribution Plans have been recognised under “Contribution to Provident and other funds” in
Note 24:- ` 180.73 Crores (2020 - ` 187.86 Crores).

(vii) Additional information as required by Paragraph 2 of the General Instructions for Preparation of Consolidated Financial Statements
to Schedule III to the Companies Act, 2013:
Net Assets Share in Profit or (Loss) Share in Other Share in Total

Comprehensive Income Comprehensive Income
Name of the Entity As % of Amount As % of Amount As % of Amount As % of Amount

Consolidated (` in Crores) Consolidated (` in Crores) Consolidated (` in Crores) Consolidated (` in Crores)
Net Assets Profit or Other Total
(Loss) Comprehensive Comprehensive
Income Income
Parent
ITC Limited 92.04% 55864.77 92.00% 12313.65 119.01% 246.25 92.41% 12559.90
Subsidiaries
Indian
1 Russell Credit
Limited 1.28% 776.29 0.37% 49.47 17.84% 36.91 0.64% 86.38
2 Greenacre
Holdings Limited 0.10% 61.23 0.03% 3.71 ... 0.01 0.03% 3.72
3 Wimco Limited 0.01% 3.19 ( 0.02%) (2.38) ... … ( 0.02%) ( 2.38)
4 Prag Agro Farm

Limited ... 1.03 ... (0.03) – – ... ( 0.03)
5 Pavan Poplar
Limited ... 0.37 ... 0.09 ... … ... 0.09
6 Technico Agri
Sciences Limited 0.14% 87.34 0.54% 72.92 ... … 0.54% 72.92
7 Srinivasa Resorts
Limited 0.10% 61.58 (0.04%) (5.72) 0.02% 0.05 ( 0.04%) ( 5.67)
8 Fortune Park
Hotels Limited 0.03% 20.53 (0.05%) (6.28) ... (0.01) ( 0.05%) ( 6.29)
9 Bay Islands
Hotels Limited 0.03% 18.78 0.01% 0.77 – – 0.01% 0.77
10 ITC Infotech
India Limited 0.97% 591.26 3.16% 423.34 1.67% 3.45 3.14% 426.79
11 Gold Flake
Corporation
Limited 0.04% 24.11 ... 0.55 ... … ... 0.55
12 ITC Investments
& Holdings
Limited 0.01% 5.21 ... 0.01 – – ... 0.01
13 MRR Trading
& Investment
Company Limited ... 0.02 ... … – – ... …



Income Income
Indian
14 Landbase India
Limited 0.40% 240.83 0.03% 3.80 0.02% 0.04 0.03% 3.84
15 North East
Nutrients Private
Limited 0.15% 89.61 0.05% 6.89 ... 0.01 0.05% 6.90
16 ITC IndiVision
Limited 0.08% 49.09 (0.01%) (1.05) – – (0.01%) (1.05)
17 Sunrise
Sheetgrah
Private Limited 0.01% 5.35 ... 0.17 – – ... 0.17
18 Hobbits
International
Foods Private
Limited 0.01% 7.86 ... (0.13) – – ... (0.13)
Foreign
1 Technico Pty
Limited 0.07% 43.42 0.03% 4.04 3.76% 7.77 0.09% 11.81
2 Technico
Technologies Inc. ... 1.78 ... 0.03 – – ... 0.03
3 Technico Asia
Holdings Pty
Limited – – – – – – – –
4 Technico
Horticultural
(Kunming) Co.
Limited 0.03% 16.55 0.03% 3.93 – – 0.03% 3.93
5 WelcomHotels
Lanka (Private)
Limited 2.60% 1579.31 (0.35%) (47.47) (42.83%) (88.61) (1.00%) (136.08)
6 ITC Infotech
Limited 0.15% 89.06 0.07% 8.78 – – 0.06% 8.78
7 ITC Infotech
(USA), Inc. 0.30% 184.08 0.14% 19.03 – – 0.14% 19.03
8 Indivate Inc. ... 0.70 ... 0.16 – – ... 0.16
9 Surya Nepal
Private Limited 0.43% 261.44 2.39% 319.83 (0.19%) (0.40) 2.35% 319.43
Non-Controlling
Interest in all
subsidiaries 0.57% 346.81 1.66% 221.69 (0.12%) (0.25) 1.63% 221.44



Income Income
Associates
Indian
1 International
Travel House
Limited 0.11% 64.19 (0.16%) (22.06) 0.01% 0.03 (0.16%) (22.03)
2 Gujarat Hotels
Limited 0.03% 17.02 0.01% 1.04 – – 0.01% 1.04
3 Russell
Investments
Limited 0.04% 22.53 ... 0.65 0.80% 1.65 0.02% 2.30
4 Divya
Management
Limited 0.01% 7.48 ... 0.06 ... … ... 0.06
5 Antrang Finance
Limited 0.01% 4.92 ... 0.03 ... … ... 0.03
6 ATC Limited 0.01% 6.92 ... 0.11 (0.05%) (0.11) – –
7 Delectable
Technologies
Private Limited 0.01% 3.56 ... (0.19) – – ... (0.19)
Joint Ventures
Indian
1 ITC Essentra
Limited 0.15% 89.76 0.14% 18.11 0.06% 0.12 0.13% 18.23
2 Maharaja
Heritage Resorts
Limited ... ... – – – – – –
3 Espirit Hotels
Private Limited 0.08% 46.17 ... … – – ... …
4 Logix Developers
Private Limited – – (0.03%) (4.67) – – (0.03%) (4.67)
Total 100% 60694.15 100% 13382.88 100% 206.91 100% 13589.79
(viii) The Company on 17th September, 2020 acquired, in the second tranche, 1964 Compulsorily Convertible Preference
Shares of ` 10/- each of Delectable Technologies Private Limited (Delectable), consequent to which the Company’s
shareholding in Delectable aggregated 20.06% of its share capital on a fully diluted basis. Accordingly, Delectable has
become an associate of the group and the investment is being measured using the Equity method.
(ix) The Company on 27th July, 2020, acquired, in an all cash deal, 100% of the equity share capital of Sunrise Foods Private
Limited (Sunrise), an Indian company primarily engaged in the business of spices under the trademark ‘Sunrise’. The
Scheme of Amalgamation of Sunrise with the Company was sanctioned by the Hon’ble National Company Law Tribunal,
Kolkata Bench, vide order dated 26th February, 2021 and became effective from 1st April, 2021, with the Appointed Date
being 27th July, 2020.

Further, pursuant to the amalgamation of Sunrise, its wholly owned subsidiaries viz., Hobbits International Foods Private
Limited and Sunrise Sheetgrah Private Limited, have become direct wholly owned subsidiaries of the Company with effect
from the Appointed Date. Necessary petition for amalgamation of these subsidiaries with the Company is pending before
the Hon’ble National Company Law Tribunal, Allahabad Bench.
The amalgamation has been accounted for using the acquisition method prescribed under Ind AS 103 – ‘Business
Combinations’, and accordingly, the identifiable assets (both tangible and intangible) acquired and liabilities assumed are
recorded at their acquisition date fair values as determined by an independent valuer. Excess of purchase consideration
over the fair value of identified assets acquired and liabilities assumed has been recognised as Goodwill.
The total purchase consideration (including fair value of contingent consideration of ` 134.93 Crores) is ` 2340.10 Crores.
The fair values of identifiable assets acquired and liabilities assumed on acquisition are as follows:
Particulars ` in Crores
Tangible assets 82.68
Right of use assets 9.99
Other intangible assets 1508.61
Trade receivables 28.32
Other assets (net) 133.30
Sub Total 1762.90
Goodwill# 577.20
Total 2340.10
# Goodwill is attributed to the potential of growing the brand nationally, assembled workforce, expected operating synergies etc.
Goodwill has not been considered as a depreciable asset for income tax purpose.
As part of the acquisition, contingent consideration of an amount not exceeding ` 150.00 Crores (undiscounted value)
is payable to the Sellers of Sunrise in two annual tranches on the business achieving mutually agreed operational and
financial milestones. The fair value of contingent consideration as on 31st March, 2021 is ` 139.51 Crores.
The acquired business has contributed revenue of ` 495.05 Crores and profit of ` 81.45 Crores for the year ended 31st March,
2021.
(x) Leases:
As a Lessee
The Group’s significant leasing arrangements are in respect of operating leases for land, buildings (comprising licensed
properties, residential premises, office premises, stores, warehouses etc.) and plant & equipment. These arrangements
generally range between 2 years and 10 years, except for certain land and building leases where the lease term ranges
up to 99 years. The lease arrangements have extension / termination options exercisable by either parties which may
make the assessment of lease term uncertain. While determining the lease term, the Management considers all facts and
circumstances that create an economic incentive to exercise an extension option, or not exercise a termination option.

The amount of ROU Assets and Lease Liabilities recognised in the Balance Sheet are disclosed in Note 3G and Note 17A
respectively. The total cash outflow for leases for the year is ` 394.05 Crores (2020 - ` 444.50 Crores) [including payments
of ` 316.55 Crores (2020 - ` 367.23 Crores) in respect of short-term / low-value leases and variable lease payments of
` 0.40 Crore (2020 - ` 4.32 Crores)].
The sensitivity of variable lease payments and effect of extension / termination options not included in measurement of
lease liabilities is not material.
The undiscounted maturities of lease liabilities including interest thereon over the remaining lease term is as follows:
(` in Crores)
Term 2021 2020
Not later than three years 164.57 178.88

Later than three years and not later than ten years 127.19 118.88
Later than ten years and not later than twenty five years 123.06 125.18
Later than twenty five years and not later than fifty years 104.28 105.80
Later than fifty years 28.18 15.32
As a Lessor
The Group has leased out its investment properties, etc. under operating lease for periods ranging upto 5 years. Lease
payments are structured with periodic escalations consistent with the prevailing market conditions. There are no variable
lease payments. The details of income from such leases are disclosed under Note 3C. The Group does not have any risk
relating to recovery of residual value of investment property at the end of leases considering the business requirements
and other alternatives.
The undiscounted minimum lease payments to be received over the remaining non-cancellable term on an annual basis
are as follows:
(` in Crores)
Term 2021 2020
1st year 90.92 98.94

2nd year 16.67 90.23
3rd year 0.57 17.69
4th year Nil 0.57
5th year Nil Nil

(xi) Information in respect of Options granted under the Company’s Employee Stock Option Schemes (‘Schemes’):

1. Date of Shareholders’ approval : 22-01-2007 23-07-2010
2. Total number of Options : Options equivalent to Options equivalent to

approved under the Schemes 37,89,18,503 Ordinary 55,60,44,823 Ordinary
(Adjusted for Bonus Shares of ` 1.00 each Shares of ` 1.00 each
Shares issued in terms of
Shareholders approval)
3. Vesting Schedule : The vesting period for conversion of Options is as follows:

4. Pricing Formula : The Pricing Formula, as approved by the Shareholders of the Company, is such price,
as determined by the Nomination & Compensation Committee, which is no lower than
the closing price of the Company’s Share on the National Stock Exchange of India
Limited (‘the NSE’) on the date of grant, or the average price of the Company’s Share
in the six months preceding the date of grant based on the daily closing price on
the NSE, or the ‘market price’ as defined from time to time under the Securities and
Exchange Board of India (Share Based Employee Benefits) Regulations, 2014.
The Options have been granted at ‘market price’ as defined under the aforesaid
Regulations.
5. Maximum term of Options : Five years - the exercise period commences from the date of vesting of the Options
granted granted and expires at the end of five years from the date of vesting.
6. Source of Shares : Primary
7. Variation in terms of Options : None
8. Method used for accounting : The employee compensation cost has been calculated using the fair value method
of share-based payment of accounting for Options issued under the Company’s Employee Stock Option
plans Schemes. The employee compensation cost as per fair value method for the
financial year 2020-21 is ` 26.66 Crores (2020 - ` 114.04 Crores), out of which
` 26.27 Crores (2020 - ` 113.00 Crores) relate to employee benefits expense, ` 0.20 Crore
(2020 - ` 0.58 Crore) to property, plant and equipment and ` 0.19 Crore (2020 -
` 0.46 Crore) for group entities.
9. Nature and extent of : In addition to the terms and conditions provided in the table under Serial Nos. (3) to (5)
employee share based hereinbefore, each Option entitles the holder thereof to apply for and be allotted ten
payment plans that existed Ordinary Shares of the Company of ` 1.00 each upon payment of the exercise price
during the period including during the exercise period.
the general terms and
conditions of each plan
10. Weighted average exercise : Weighted average exercise price per Option : ` 1,699.20
prices and weighted average Weighted average fair value per Option : ` 253.87
fair values of Options whose
exercise price either equals
or exceeds or is less than the
market price of the stock


11. Option movements during the year :
a) Options outstanding at the :
beginning of the year 3,85,880 3,41,94,663
b) Options granted during the year : 1,19,650 6,18,250
Options cancelled and lapsed
c) :
during the year 34,942 44,40,910
d) Options vested and exercisable :
during the year (net of Options
lapsed and exercised) 40,647 25,44,818
e) Options exercised during the year : 58,000 16,03,299
Number of Ordinary Shares of :
f)
` 1.00 each arising as a result
of exercise of Options during
the year 5,80,000 1,60,32,990
g) Options outstanding at the end :
of the year (a+b-c-e) 4,12,588 2,87,68,704
h) Options exercisable at the end :
of the year 2,92,938 2,75,56,418
Money realised by exercise of
i) :
the Options during the year
(` in Crores) 9.65 281.00
12. Summary of the status of
Options:
No. of Options Weighted Average No. of Options Weighted Average
Exercise Prices (`) Exercise Prices (`)
Outstanding at the beginning of : 3,45,80,543 2364.54 3,81,90,906 2321.75
the year
Add: Granted during the year : 7,37,900 1699.20 4,60,950 2510.50
Less: Lapsed during the year : 44,75,852 2236.28 7,11,349 2540.29
Less: Exercised during the year : 16,61,299 1749.52 33,59,964 1861.02
Outstanding at the end of the year : 2,91,81,292 2402.40 3,45,80,543 2364.54
Options exercisable at the end of : 2,78,49,356 2416.25 3,12,75,682 2316.88
the year
13. Weighted average share price of : The weighted average share price of Shares, arising upon exercise of Options during the
Shares arising upon exercise of year ended 31st March, 2021, was ` 198.13 (2020 - ` 258.84). This was based on the
Options closing market price on NSE on the date of exercise of Options (i.e. the date of allotment
of shares by the Securityholders Relationship Committee).
14. Summary of Options outstanding, scheme-wise:
No. of Options Range of Weighted No. of Options Range of Weighted
Outstanding Exercise Prices (`) average Outstanding Exercise Prices (`) average
remaining remaining
contractual life contractual life
ITC Employee Stock Option :
Scheme - 2006 4,12,588 1698.00 – 2885.50 3.45 3,85,880 1663.00 – 2885.50 2.45
ITC Employee Stock Option :
Scheme - 2010 2,87,68,704 1698.00 – 2885.50 2.12 3,41,94,663 1663.00 – 2885.50 2.59


15. A description of the method : The fair value of each Option is estimated using the Black Scholes Option Pricing model.
used during the year to estimate Weighted average exercise price per Option : ` 1,699.20
the fair values of Options, the Weighted average fair value per Option : ` 253.87
weighted average exercise prices
and weighted average fair values
of Options granted
The significant assumptions used : The fair value of each Option is estimated using the Black Scholes Option Pricing
to ascertain the above model after applying the following key assumptions on a weighted average basis:
(i) Risk-free interest rate 5.19%
(ii) Expected life 4.60 years
(iii) Expected volatility 24.48%
(iv) Expected dividends 5.81%
(v) The price of the underlying shares in market at the time of Option grant ` 1,699.20
(One Option = 10 Ordinary Shares)
16. Methodology for determination of : The volatility used in the Black Scholes Option Pricing model is the annualised standard
expected volatility. deviation of the continuously compounded rates of return on the stock over a period of
time. The period considered for the working is commensurate with the expected life of
the Options and is based on the daily volatility of the Company’s stock price on NSE. The
Company has incorporated the early exercise of Options by calculating expected life on
past exercise behaviour. There are no market conditions attached to the grant and vest.
(xii) Information in respect of Stock Appreciation Linked Reward Plan:
Sl. Particulars Details

No.
1 Nature and extent of Stock : ITC Employee Cash Settled Stock Appreciation Linked Reward Plan (ITC ESAR Plan).
Appreciation Linked Reward Plan Under the ITC ESAR Plan, the eligible employees receive cash on vesting of SAR units,
that existed during the year along equivalent to the difference between the grant price and the market price of the share on
with general terms and conditions vesting of SAR units subject to the terms and conditions specified in the Plan.
2 Settlement Method : Cash – Settled
3 Vesting period and maximum : Over a period of five years from the date of grant in accordance with the Plan.
term of SAR granted
4 Method used to estimate the fair : Black Scholes Option Pricing model. The said model considers inputs such as Risk-free
value of SAR granted interest rate, Expected life, Expected volatility, Expected dividend, Market Price etc. The
number of SAR units outstanding as at 31st March, 2021 is 52,96,190 (2020- 55,33,730)
and the weighted average fair value at measurement date is ` 162.39 (2020 – ` 67.08)
per SAR unit.
5 Total cost recognised in the profit : The cost has been calculated using the fair value method of accounting for SAR units
or loss issued under the ITC ESAR Plan. The employee compensation cost / (reversal) as
per fair value method for the financial year 2020-21 is ` 30.85 Crores [2020 - ` (10.60)
Crores]; out of which, ` 30.50 Crores [2020 - ` (10.52) Crores] relate to employee benefits
expense (Refer Note 24), ` 0.07 Crore (2020 - Nil) to property, plant and equipment and
` 0.29 Crore [2020 - ` (0.08) Crore] for group entities. The amount carried in the Balance
Sheet as a non-current financial liability is ` 34.33 Crores (2020 - ` 8.01 Crores) and as
current financial liability is ` 4.25 Crores (2020 - ` 0.06 Crore) (Refer Note 17B).
(xiii) Expenditure incurred under Section 135 of the Companies Act, 2013 on Corporate Social Responsibility (CSR) activities - ` 357.80
Crores (2020 - ` 329.11 Crores) comprising employee benefits expenses of ` 14.96 Crores (2020 - ` 9.69 Crores) and other expenses
of ` 342.84 Crores (2020 - ` 319.42 Crores), of which ` 11.94 Crores (2020 - ` 26.66 Crores) is accrued for payment as on 31st March,
2021. Such CSR expenditure of ` 357.80 Crores (2020 - ` 329.11 Crores) excludes ` 5.72 Crores (2020 - ` 11.83 Crores) being the
excess of expenditure of salaries of CSR personnel and administrative expenses over the limit of 5% of total CSR expenditure laid down
under Rule 7(1) of the Companies (Corporate Social Responsibility Policy) Amendment Rules, 2021 as applicable to individual entities.
(xiv) The financial statements were approved for issue by the Board of Directors on 1st June, 2021.

29. Segment reporting
(` in Crores)
2021 2020
External Inter Segment Total External Inter Segment Total
1. Segment Revenue - Gross
FMCG - Cigarettes 22557.32 – 22557.32 23679.13 – 23679.13
FMCG - Others 14737.06 19.82 14756.88 12843.99 31.09 12875.08
FMCG - Total 37294.38 19.82 37314.20 36523.12 31.09 36554.21
Hotels 659.76 4.11 663.87 1911.59 14.85 1926.44
Agri Business 8001.87 4880.81 12882.68 5912.54 4541.33 10453.87
Paperboards, Paper and Packaging 4549.83 1068.72 5618.55 4498.98 1608.20 6107.18
Others 2329.31 64.59 2393.90 2122.27 80.50 2202.77
Segment Total 52835.15 6038.05 58873.20 50968.50 6275.97 57244.47
Eliminations (6038.05) (6275.97)
Gross Revenue from sale of products and services 52835.15 50968.50
2. Segment Results
FMCG - Others 837.99 424.94
FMCG - Total 14336.35 16263.40
Hotels (563.87) 154.00
Others 558.69 290.95
Segment Total 16348.09 18843.42
Eliminations 44.76 (37.54)
Consolidated Total 16392.85 18805.88
Unallocated corporate expenses net of unallocated income 852.32 1097.36
Profit before interest etc. and taxation 15540.53 17708.52
Finance Costs 44.58 54.68
Interest earned on loans and deposits, income from current and non current
investments, profit and loss on sale of investments etc. - Net 2449.14 2504.62
Share of net profit of associates & joint ventures (6.92) 8.22
Exceptional items – (132.11)
Tax expense 4555.29 4441.79
Profit for the year 13382.88 15592.78
3. Other Information 2021 2020

Segment Assets Segment Liabilities Segment Assets Segment Liabilities
FMCG - Cigarettes 7257.60 4624.33 7483.78 4148.85
FMCG - Others 11517.32 2523.00 8809.78 2122.96
FMCG - Total 18774.92 7147.33 16293.56 6271.81
Hotels 7544.39 731.34 7563.12 830.17
Agri Business 5375.51 1053.09 4333.55 972.06
Others 1629.47 395.40 1601.91 375.72
Segment Total 40562.22 10407.40 36609.04 9213.88
Unallocated Corporate Assets / Liabilities 33257.08 2717.75 40758.00 2502.43
Total 73819.30 13125.15 77367.04 11716.31

29. Segment reporting (Contd.)
(` in Crores)
2021 2020
Capital Depreciation and Capital Depreciation and
expenditure amortization expenditure amortization
FMCG - Cigarettes 98.90 299.09 138.91 312.37
FMCG - Others 478.42 491.95 859.85 497.68
FMCG - Total 577.32 791.04 998.76 810.05
Hotels 409.54 271.03 857.36 267.17
Agri Business 58.18 77.10 57.74 74.35
Others 14.84 32.04 142.94 26.80
Segment Total 1835.28 1531.02 2304.66 1535.88
Unallocated 78.01 114.57 326.27 109.03
Total 1913.29 1645.59 2630.93 1644.91
Non Cash expenditure Non Cash expenditure

other than depreciation other than depreciation
FMCG - Others 57.26 47.54
FMCG - Total 79.13 58.51
Hotels 6.94 12.28
Others 2.33 19.24
Segment Total 126.71 103.46
GEOGRAPHICAL INFORMATION
2021 2020
1. Revenue from external customers
– Within India 43650.26 43867.67
– Outside India 9184.89 7100.83
Total 52835.15 50968.50
2. Non Current Assets

– Within India 27343.35 25244.45
– Outside India 1294.94 1225.01
Total 28638.29 26469.46
NOTES :
(1) The Group’s corporate strategy aims at creating multiple drivers of growth anchored on its core competencies. The Group is currently focused on four business groups : FMCG, Hotels,
Paperboards, Paper and Packaging and Agri Business. The Group’s organisational structure and governance processes are designed to support effective management of multiple businesses
while retaining focus on each one of them.
The Operating Segments have been reported in a manner consistent with the internal reporting provided to the Corporate Management Committee, which is the Chief Operating Decision Maker.
(2) The business groups comprise the following :
FMCG : Cigarettes – Cigarettes, Cigars etc.
: Others – Branded Packaged Foods Businesses (Staples & Meals; Snacks; Dairy & Beverages; Biscuits & Cakes; Chocolates, Coffee & Confectionery);
Education and Stationery Products; Personal Care Products; Safety Matches and Agarbattis; Apparel.
Hotels – Hoteliering.
Paperboards, Paper and Packaging – Paperboards, Paper including Specialty Paper and Packaging including Flexibles.
Agri Business – Agri commodities such as soya, spices, coffee and leaf tobacco.
Others – Information Technology services, Branded Residences etc.
(3) The Group companies have been included in segment classification as follows:
FMCG : Cigarettes – Surya Nepal Private Limited.
: Others – Surya Nepal Private Limited, North East Nutrients Private Limited, Hobbits International Foods Private Limited and Sunrise Sheetgrah Private
Limited.
Hotels – Srinivasa Resorts Limited, Fortune Park Hotels Limited, Bay Islands Hotels Limited, WelcomHotels Lanka (Private) Limited and Landbase India
Limited.
Agri Business – Technico Agri Sciences Limited, Technico Pty Limited and its subsidiaries Technico Technologies Inc., Technico Asia Holdings Pty Limited, Technico
Horticultural (Kunming) Co. Limited and ITC IndiVision Limited.
Others – ITC Infotech India Limited and its subsidiaries ITC Infotech Limited, ITC Infotech (USA), Inc. and Indivate Inc., Russell Credit Limited and its
subsidiary Greenacre Holdings Limited, Wimco Limited, Pavan Poplar Limited, Prag Agro Farm Limited, ITC Investments & Holdings Limited and
its subsidiary MRR Trading & Investment Company Limited, Landbase India Limited, Gold Flake Corporation Limited and WelcomHotels Lanka
(Private) Limited.
(4) The geographical information considered for disclosure are :
– Sales within India.
– Sales outside India.
(5) Segment results of ‘FMCG : Others’ are after considering significant business development, brand building and gestation costs of the Branded Packaged Foods businesses and Personal Care
Products business.
(6) As stock options and stock appreciation linked reward units are granted under ITC ESOS and ITC ESARP respectively to align the interests of employees with those of shareholders and also to
attract and retain talent for the Group as a whole, the charge thereof do not form part of the segment performance reviewed by the Corporate Management Committee.
(7) The Group is not reliant on revenues from transactions with any single external customer and does not receive 10% or more of its revenues from transactions with any single external customer.
002
30. Related Party Disclosures
1. OTHER RELATED PARTIES WITH WHOM THE COMPANY Company Secretary

AND ITS SUBSIDIARIES HAD TRANSACTIONS: R. K. Singhi
i) Associates & Joint Ventures:
Associates Members - Corporate Management Committee
a) Gujarat Hotels Limited S. Puri
b) Divya Management Limited N. Anand
c) Antrang Finance Limited B. Sumant
d)
ATC Limited R. Tandon
e)
International Travel House Limited S. K. Singh
f) Delectable Technologies Private Limited S. Sivakumar
(w.e.f. 17.09.2020) S. Dutta (w.e.f. 05.09.2020)
– being associates of the Group H. Malik (w.e.f. 05.09.2020)
g) Tobacco Manufacturers (India) Limited, UK A. Rajput (w.e.f. 05.09.2020)
– of which the Company is an associate S. Rangrass (w.e.f. 24.09.2020)
C. Dar (upto 23.09.2020)
Joint Ventures

a) Maharaja Heritage Resorts Limited
b) Relatives of Key Management Personnel:
b) ITC Essentra Limited
T. Anand (wife of N. Anand)
R. Tandon (wife of R. Tandon)
ii) a) Key Management Personnel:
N. Singhi (wife of R. K. Singhi)
S. Puri Chairman & Managing
Director
N. Anand Executive Director iii) Employee Trusts:
B. Sumant Executive Director a) IATC Provident Fund
R. Tandon* Executive Director b) ITC Defined Contribution Pension Fund
S. Banerjee# Non-Executive Director c) ITC Management Staff Gratuity Fund
H. Bhargava Non-Executive Director d) ITC Employees Gratuity Fund
A. Duggal# Non-Executive Director e) ITC Gratuity Fund ‘C’
A. Jerath$ Non-Executive Director f) ITC Pension Fund
S. B. Mathur# Non-Executive Director g) ILTD Seasonal Employees Pension Fund
A. Nayak# Non-Executive Director h) ITC Platinum Jubilee Pension Fund
N. Rao# Non-Executive Director i) ITC Bhadrachalam Paperboards Limited Management
A. K. Seth# Non-Executive Director Staff Pension Fund
M. Shankar# Non-Executive Director j) ITC Bhadrachalam Paperboards Limited Gratuity

Fund ‘A’
D. R. Simpson Non-Executive Director
k) ITC Bhadrachalam Paperboards Limited Gratuity
# Independent Directors
Fund ‘C’
* ceased as Chief Financial Officer w.e.f. 05.09.2020
$ resigned as Non-Executive Director w.e.f. 01.05.2021 l) ITC Hotels Limited Employees Superannuation
Scheme
Chief Financial Officer m) Greenacre Holdings Limited Provident Fund
S. Dutta (w.e.f. 05.09.2020) n) Greenacre Holdings Limited Gratuity Fund


309
310
2. DISCLOSURE OF TRANSACTIONS BETWEEN THE GROUP AND RELATED PARTIES AND THE STATUS OF OUTSTANDING BALANCES AS AT 31.03.2021 (` in Crores)
Relatives of Key
Key Management
ITC Limited
Associates Joint Ventures Management Employee Trusts Total
RELATED PARTY TRANSACTIONS SUMMARY Personnel
Personnel
2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020
1. Sale of Goods / Services 2.88 3.14 34.04 25.70 36.92 28.84
2. Purchase of Goods / Services 64.53 139.41 229.81 242.98 294.34 382.39
3. Sale of Property, Plant and Equipment – 0.18 – 0.18
4. Value of Share Based Payment
Reimbursement for Share Based Payments 0.39 0.29 0.09 0.09 0.48 0.38
5. Rent Received 0.79 1.08 0.79 1.08
6. Rent Paid* 1.17 4.42 0.58 0.31 0.32 0.32 2.07 5.05
7. Remuneration of Managers on Deputation reimbursed 6.00 6.28 6.00 6.28
8. Remuneration of Managers on Deputation recovered 6.23 5.56 1.29 1.06 7.52 6.62

9. Contribution to Employees’ Benefit Plans 128.67 98.34 128.67 98.34
10. Dividend Income 0.43 1.59 6.75 6.75 7.18 8.34
11. Dividend Payments 4512.20 1712.55 5.51 0.69 4517.71 1713.24
12. Expenses Recovered 0.17 0.22 0.20 0.21 – … 0.37 0.43
13. Expenses Reimbursed 0.23 0.27 – 0.01 0.02 0.04 0.25 0.32
14. Advances Given during the year 0.06 0.68 0.06 0.68
15. Adjustment / Receipt towards Refund of Advances 0.11 1.12 0.11 1.12
16. Deposits Given during the year – 0.05 – 0.05 – 0.10
17. Deposits Refunded during the year 0.02 – 0.02 –
18. Remuneration to Key Management Personnel (KMP)1
18A. – Short term benefits 49.64 42.28 49.64 42.28
18B. – Other remuneration 8.96 7.82 8.96 7.82
18C. – Share based payment granted 2
19. Outstanding Balances#
i) Receivables 1.42 3.35 11.13 7.98 12.55 11.33
ii) Advances Given … 0.05 3.85 – 3.85 0.05
iii) Deposits Given 3 0.08 0.07 0.07 0.07 0.15 0.14
iv) Deposits Taken 0.61 0.63 0.61 0.63
v) Payables 6.21 7.73 20.98 8.49 130.53 90.67 157.72 106.89
20. Impairment of investment in Joint Venture as at the year end – 4.67 – 4.67
* Includes rent pertaining to leases classified as Right of Use Assets.

# The amounts outstanding are unsecured and will be settled in cash.
1 Post employment benefits are actuarially determined on overall basis and hence not separately provided.
2 During the year, the Company granted Stock Options to eligible employees, including Executive Directors and KMPs, under its Employee Stock Option Schemes at ‘market price’ [within the meaning of the Securities and Exchange Board
of India (Share Based Employee Benefits) Regulations, 2014]. The Company also granted Employee Stock Appreciation Linked Reward Units (ESAR Units) to the aforesaid persons under the ‘ITC Employee Cash Settled Stock Appreciation
Linked Reward Plan’. Since such Stock Options and ESAR Units are not tradeable, no perquisite or benefit is immediately conferred upon the employee by grant of such Stock Options / ESAR Units, and accordingly the said grants have
not been considered as remuneration. However, in accordance with Ind AS -102, the Group has recorded employee benefits expense by way of share based payments to employees at ` 56.77 Crores for the year ended 31st March, 2021
(2020 - ` 102.48 Crores), of which ` 27.71 Crores (2020 - ` 45.33 Crores) is attributable to Executive Directors and KMPs.
3 Outstanding deposit balances includes deposit with KMP which are existing on the date of being appointed as KMP.
Note: Transactions with subsidiaries of TMI’s [Tobacco Manufacturers (India) Limited] ultimate parent company comprise Sale of goods / services ` 927.15 Crores (2020 - ` 813.24 Crores), Dividend payments ` 983.82 Crores
(2020 - ` 381.05 Crores), Others ` 28.58 Crores (2020 - ` 27.33 Crores).
3. INFORMATION REGARDING SIGNIFICANT TRANSACTIONS / BALANCES

(Generally in excess of 10% of the total transaction value of the same type)
RELATED PARTY TRANSACTIONS SUMMARY 2021 2020 RELATED PARTY TRANSACTIONS SUMMARY 2021 2020 RELATED PARTY TRANSACTIONS SUMMARY 2021 2020
1. Sale of Goods / Services 10. Dividend Income 19. Outstanding Balances
International Travel House Limited 2.79 3.02 International Travel House Limited – 0.98
i) Receivables
ITC Essentra Limited 34.03 25.68 ITC Essentra Limited 6.75 6.75
11. Dividend Payments Maharaja Heritage Resorts Limited 2.73 2.30
2. Purchase of Goods / Services
International Travel House Limited 37.66 110.07 Tobacco Manufacturers (India) Limited, UK 4512.20 1712.55 International Travel House Limited 0.78 2.83
ITC Essentra Limited 229.76 242.84 12. Expenses Recovered
ITC Essentra Limited 8.39 5.69
3. Sale of Property, Plant and Equipment International Travel House Limited 0.17 0.22
Maharaja Heritage Resorts Limited 0.20 0.20 ii) Advances Given
K.S. Suresh (related party up to 08.06.2019) – 0.11
R. K. Singhi – 0.07 13. Expenses Reimbursed International Travel House Limited … 0.05
4. Value of Share Based Payment Gujarat Hotels Limited 0.23 0.25 Employee Trust - Pension Funds 2.75 –
Reimbursement for Share Based Payments 14. Advances Given during the year
Employee Trust - Gratuity Funds 1.10 –
International Travel House Limited 0.30 0.12 International Travel House Limited 0.06 0.68
15. Adjustment / Receipt towards Refund of iii) Deposits Given
ITC Essentra Limited 0.05 0.06
Advances
ATC Limited 0.09 0.17 N. Anand 0.05 0.05
5. Rent Received T. Anand 0.05 0.05
16. Deposits Given during the year
N. Anand – 0.05 R. Tandon 0.03 0.03
6. Rent Paid
T. Anand – 0.05
Gujarat Hotels Limited 1.17 4.42 N. Singhi 0.03 0.03
17. Deposits Refunded during the year
N. Anand 0.27 0.14 International Travel House Limited 0.02 iv) Deposits Taken
–
T. Anand 0.27 0.14 18. Remuneration to Key Management International Travel House Limited 0.61 0.63

7. Remuneration of Managers on Deputation Personnel (KMP) #
v) Payables
reimbursed 18A. Short term benefits
Gujarat Hotels Limited 6.00 6.28 ITC Essentra Limited 20.98 8.49
ITC Limited
S. Puri 13.12 10.29
8. Remuneration of Managers on Deputation N. Anand 6.58 5.65 Employee Trust - Pension Funds 110.69 60.69
recovered
R. Tandon 6.05 4.92
International Travel House Limited 2.99 2.59 Employee Trust - Gratuity Funds 19.83 29.97
B. Sumant 6.06 4.95
ATC Limited 2.54 2.30 20. Impairment of investment in Joint Venture
Y.C. Deveshwar (related party up to
Gujarat Hotels Limited 0.70 0.67 11.05.2019) – 5.12 as at the year end
ITC Essentra Limited 0.78 0.73 18B. Other Remuneration Logix Developers Private Limited – 4.67
9. Contribution to Employees’ Benefit Plans S. Banerjee 0.93 0.81 #
In accordance with Ind AS - 102, the Group has recognised employee
IATC Provident Fund 51.66 36.14 H. Bhargava 0.92 0.80 benefits expense by way of share based payments [refer Note 30.2], of which
ITC Defined Contribution Pension Fund – 15.96 A. Duggal 0.91 0.78 ` 27.71 Crores (2020 - ` 45.33 Crores) is attributable to Executive Directors &
KMPs: S. Puri ` 10.21 Crores (2020 - ` 13.60 Crores), N. Anand ` 3.57 Crores
ITC Pension Fund 28.77 22.14 S. B. Mathur 0.91 0.80 (2020 - ` 8.14 Crores), B. Sumant ` 4.13 Crores (2020 - ` 3.49 Crores), R. Tandon

ITC Management Staff Gratuity Fund 25.42 7.91 ` 4.62 Crores (2020 - ` 7.40 Crores), S. Dutta ` 0.22 Crore (2020 - Nil), R. K. Singhi
A. Nayak 0.91 0.41 ` 0.86 Crore (2020 - ` 1.20 Crores).
ITC Employees Gratuity Fund 12.56 12.58 M. Shankar 0.91 0.81
311
31. Financial Instruments and Related Disclosures
A. Capital Management
The Group’s financial strategy aims to support its strategic priorities and provide adequate capital to its businesses for growth
and creation of sustainable stakeholder value. The Group funds its operations through internal accruals and aims at maintaining
a strong capital base to support the future growth of its businesses.
During the year, the Group issued 1,66,12,990 ordinary shares of ` 1.00 each amounting to ` 1.66 Crores (2020 – ` 3.36 Crores)
towards its equity-settled employee stock options. The securities premium stood at ` 9582.81 Crores as at 31st March, 2021
(2020 – 9182.66 Crores).
B. Categories of Financial Instruments (` in Crores)
As at As at
Particulars Note
Carrying Fair Carrying Fair
A. Financial assets
i) Cash and cash equivalents 13 290.42 290.42 650.35 650.35
ii) Other bank balances
14 4368.60 4368.60 6626.99 6626.99
iii) Investment in Bonds /
Debentures & Government
or Trust Securities 4, 11 9497.32 10009.75 9673.89 9898.82
iv) Loans 5 7.54 6.51 11.60 10.24
v) Trade receivables 12 2501.70 2501.70 2562.48 2562.48
vi) Other financial assets 6 1458.38 1410.06 2418.84 2391.01
Sub-total 18123.96 18587.04 21944.15 22139.89
b) Measured at Fair value through OCI
i) Equity shares 4 982.46 982.46 637.19 637.19
Sub-total 982.46 982.46 637.19 637.19
c) Measured at Fair value through
Profit or Loss
i) Investment in Mutual Funds 4, 11 12702.46 12702.46 14797.96 14797.96
ii) Investment in Bonds /
Debentures, Certificate of
Deposits 11 1391.04 1391.04 3258.46 3258.46
iii) Investments in Venture Capital
Fund 4 35.04 35.04 27.41 27.41
iv) Investments in Equity &
Preference Shares 4 – – 1.88 1.88
Sub-total 14128.54 14128.54 18085.71 18085.71
designated as hedging instruments 6 9.63 9.63 3.19 3.19
Sub-total 22.51 22.51 15.35 15.35
Total financial assets 33257.47 33720.55 40682.40 40878.14


(` in Crores)
As at As at
Particulars Note
Carrying Fair Carrying Fair
i) Cash credit facilities & loans 16, 20 4.18 4.18 1.69 1.65
ii) Sales tax deferment loans 16, 17B 5.63 3.69 7.89 5.49
iii) Trade payables 4318.73 4318.73 3629.83 3629.83
iv) Lease liabilities 17A 261.02 261.02 267.87 267.87
v) Other financial liabilities 17B 1614.05 1590.80 1467.76 1449.06
Sub-total 6203.61 6178.42 5375.04 5353.90
designated as hedging instruments 17B 2.43 2.43 16.98 16.98
as hedging instruments 17B 19.01 19.01 35.75 35.75
iii) Contingent Consideration 17B 139.51 139.51 – –
Sub-total 160.95 160.95 52.73 52.73
Total financial liabilities 6364.56 6339.37 5427.77 5406.63
C. Financial risk management objectives
Entities comprising the Group have put in place risk management systems as applicable to the respective operations. The
following explains the objectives and processes of the Company, being the largest component of the Group: The Company
has a system-based approach to risk management, anchored to policies and procedures and internal financial controls aimed
at ensuring early identification, evaluation and management of key financial risks (such as market risk, credit risk and liquidity
risk) that may arise as a consequence of its business operations as well as its investing and financing activities. Accordingly,
the Company’s risk management framework has the objective of ensuring that such risks are managed within acceptable and
approved risk parameters in a disciplined and consistent manner and in compliance with applicable regulation. It also seeks to
drive accountability in this regard.
Liquidity Risk
The Group’s Current assets aggregate ` 34991.99 Crores (2020 - ` 39505.35 Crores) including Current Investments, Cash and
cash equivalents and Other Bank Balances of ` 19505.35 Crores (2020 - ` 25225.67 Crores) against an aggregate Current
liabilities of ` 10689.68 Crores (2020 - ` 9559.77 Crores). Other Non-current liabilities due between one year to three years
amounted to ` 176.03 Crores (2020 - ` 23.40 Crores) and Other Non-current liabilities due after three years amounted to
` 113.05 Crores (2020 - ` 110.37 Crores) on the reporting date. The maturity analysis of undiscounted lease liabilities are
disclosed under Note 28 (x).
Further, while the Group’s total equity stands at ` 60694.15 Crores (2020 - ` 65650.73 Crores), it has non-current borrowings of
` 5.58 Crores (2020 - ` 5.90 Crores). In such circumstances, liquidity risk or the risk that the Group may not be able to settle or
meet its obligations as they become due does not exist.
Market Risks
The Group is not an active investor in equity markets; it holds certain investments in equity for long term value accretion which are
accordingly measured at fair value through Other Comprehensive Income. The value of investments in such equity instruments as
at 31st March, 2021 is ` 982.46 Crores (2020 - ` 637.19 Crores). Accordingly, fair value fluctuations arising from market volatility
is recognised in Other Comprehensive Income.


As the Group is virtually debt-free and its deferred payment liabilities do not carry interest, the exposure to interest rate risk from
the perspective of Financial Liabilities is negligible.
The Group’s investments are predominantly held in bonds / debentures, fixed deposits and debt mutual funds. Mark to market
movements in respect of the Group’s investments in bonds / debentures that are held at amortised cost are temporary and get
recouped through fixed coupon accruals. Other investments in bonds / debentures are fair valued through the Statement of Profit
and Loss to recognise market volatility, which is not considered to be significant. Fixed deposits are held with highly rated banks
and companies and have a short tenure and are not subject to interest rate volatility.
The Group also invests in mutual fund schemes of leading fund houses. Such investments are susceptible to market price risk
that arise mainly from changes in interest rate which may impact the return and value of such investments. However, given the
relatively short tenure of underlying portfolio of the mutual fund schemes in which the Group has invested, such price risk is not
significant.
For select agricultural commodities primarily held for trading, futures contracts are used to hedge price risks till positions in
the physical market are matched. The carrying value of inventories is adjusted to the extent of fair value movement of the risk
being hedged. Such hedges are generally for short time horizons and recognised in profit or loss within the crop cycle and are
managed by the business within the approved policy framework. Accordingly, the Group’s net exposure to commodity price risk is
considered to be insignificant.
Foreign currency risk

The Group undertakes transactions denominated in foreign currency (mainly US Dollar, Pound Sterling, Euro and Japanese
Yen) which are subject to the risk of exchange rate fluctuations. Financial assets and liabilities denominated in foreign currency,
including the Group’s net investments in foreign operations (with a functional currency other than Indian Rupee), are also subject
to reinstatement risks.
The carrying amounts of foreign currency denominated financial assets and liabilities including derivative contracts, are as follows:
(` in Crores)
Financial Assets 1269.81 87.67 135.20 – 95.54 1588.22


Financial Assets 777.28 79.16 108.28 1.05 78.21 1043.98
The Group uses forward exchange contracts and currency options to hedge its exposures in foreign currency arising from firm
commitments and highly probable forecast transactions.
a. Forward exchange contracts that were outstanding on respective reporting dates:

(In Million)
Designated under Hedge Accounting As at 31st March, 2021 As at 31st March, 2020

US Dollar Indian Rupee 45.61 66.01 38.98 119.14
Euro US Dollar 29.27 – 21.93 –
GBP US Dollar 0.01 – 0.01 –
SEK US Dollar 4.09 – 4.09 –
JPY US Dollar 829.68 – 1182.41 –
The aforesaid hedges have a maturity of less than 1 year from the year end.

(In Million)
Not designated under Hedge Accounting As at 31st March, 2021 As at 31st March, 2020
US Dollar Indian Rupee – 200.02 2.61 78.13

Euro US Dollar – 10.72 2.51 3.24
AUD US Dollar 0.03 0.50 0.07 0.30
CAD US Dollar – – – 1.57
GBP US Dollar – 6.00 – 5.08
SEK US Dollar 0.40 – – –
KWD US Dollar 0.13 0.41 – 0.71
JPY US Dollar 58.40 – 39.60 –
HKD US Dollar – – 0.65 –
USD Nepalese Rupee 3.75 0.12 1.83 0.19
Euro Nepalese Rupee 0.34 – 1.36 –
GBP Nepalese Rupee 0.02 – – –
b. Currency options that were outstanding on respective reporting dates (Designated under Hedge Accounting):
(In Million)
US Dollar Indian Rupee – – – 3.00
Hedges of foreign currency risk and derivative financial instruments
Each entity comprising the Group manages its own currency risk. Within the Group, derivative instruments are largely entered
into by the Company. The Company has established risk management policies to hedge the volatility arising from exchange
rate fluctuations in respect of firm commitments and highly probable forecast transactions, through foreign exchange forward
and options contracts. The proportion of forecast transactions that are to be hedged is decided based on the size of the
forecast transaction and market conditions. As the counterparty for such transactions are highly rated banks, the risk of their
non-performance is considered to be insignificant. The Company uses derivatives to hedge its exposure to foreign exchange rate
fluctuations. Where such derivatives are not designated under hedge accounting, changes in the fair value of such hedges are
recognised in the Statement of Profit and Loss.
The Company may also designate certain hedges, usually for large transactions, as a cash flow hedge under hedge accounting,
with the objective of shielding the exposure from variability in cash flows. The currency, amount and tenure of such hedges
are generally matched to the underlying transaction(s). Changes in the fair value of the effective portion of cash flow hedges
are recognised as cash flow hedging reserve in Other Comprehensive Income. While the probability of such hedges becoming
ineffective is very low, the ineffective portion, if any, is immediately recognised in the Statement of Profit and Loss.

The movement in the cash flow hedging reserve in respect of designated cash flow hedges is summarised below:
(` in Crores)
Particulars 2021 2020
At the beginning of the year (24.33) (8.30)
Add: Changes in the fair value of effective portion of matured
cash flow hedges during the year 34.47 (14.08)
Add: Changes in fair value of effective portion of
outstanding cash flow hedges 7.02 (23.32)
on occurrence of forecast hedge transactions during the year 6.51 …
due to cash flows no longer expected to occur 0.86 0.14
Less: Amounts transferred to initial cost of non-financial assets (4.99) (17.77)
Less: Net gain / (loss) transferred to the Statement of Profit and
Loss on ineffectiveness – –
(Less) / Add: Deferred tax (9.85) 3.73
At the end of the year 4.93 (24.33)
Of the above, balances remaining in cash flow hedge reserve
for matured hedging relationships 2.53 (1.36)
Once the hedged transaction materialises, the amount accumulated in the cash flow hedging reserve will be included in the initial
cost of the non-financial hedged item on its initial recognition or reclassified to profit or loss, as applicable, in the anticipated
timeframes given below:
(` in Crores)
Outstanding balance in Cash Flow Hedge Reserve to be As at As at
subsequently recycled from OCI 31st March, 2021 31st March, 2020
Within one year 3.86 (20.81)
Between one and three years 1.07 (3.52)
Total 4.93 (24.33)
Foreign Currency Sensitivity

For every percentage point increase / decrease in the underlying exchange rate of the outstanding foreign currency denominated
assets and liabilities, including derivative contracts, holding all other variables constant, the profit before tax for the year ended
31st March, 2021 would decrease / increase by ` 10.69 Crores (2020 - ` 6.99 Crores) and other equity as at 31st March, 2021
would decrease / increase by ` 10.29 Crores (2020 - ` 11.41 Crores) on a pre-tax basis.
Credit Risk
Each entity comprising the Group manages its own credit risk. The following explains the processes followed by the Company,
being the largest component of the Group, to manage its credit risk: Company’s deployment in debt instruments are primarily
in fixed deposits with highly rated banks and companies; bonds issued by government institutions, public sector undertakings
and certificate of deposits issued by highly rated banks and financial institutions. As these counter parties are Government
institutions / public sector undertakings with investment grade credit ratings and taking into account the experience of the Company
over time, the counter party risk attached to such assets is considered to be insignificant.
The Group’s investments that are held at amortised cost stood at ` 14252.66 Crores (2020 - ` 17599.41 Crores).
The Company’s customer base is large and diverse limiting the risk arising out of credit concentration. Further, credit is extended
in business interest in accordance with guidelines issued centrally and business-specific credit policies that are consistent with
such guidelines. Exceptions are managed and approved by appropriate authorities, after due consideration of the counterparty’s
credentials and financial capacity, trade practices and prevailing business and economic conditions. The Company’s historical
experience of collecting receivables and the level of default indicate that credit risk is low and generally uniform across markets;
consequently, trade receivables are considered to be a single class of financial assets. All overdue customer balances are
evaluated taking into account the age of the dues, specific credit circumstances, the track record of the counterparty etc.
Loss allowances and impairment is recognized, where considered appropriate by responsible management.

he Group’s exposure to trade receivables on the reporting date, net of expected loss provisions, stood at ` 2501.70 Crores
T
(2020 – ` 2562.48 Crores).

he movement of the expected loss provision (allowance for bad and doubtful loans and receivables etc.) made by the Group are
T
as under:
(` in Crores)
Expected Loss Provision
Opening Balance 187.77 171.04
Add: Provisions made (net) 61.14 34.30
Less: Utilisation for impairment / de-recognition 9.75 18.70
Effects of foreign exchange fluctuation (0.11) 1.13
Closing Balance 239.05 187.77
D. Fair value measurement

The following table presents the fair value hierarchy of financial assets and liabilities measured at fair value on a recurring basis:
(` in Crores)
Fair Value
Particulars Hierarchy (Level)
A. Financial assets
i)
Investment in Bonds / Debentures
& Government or Trust Securities 2 10009.75 9898.82
ii) Loans* 3 3.04 3.91
iii) Other Financial assets* 3 53.55 587.81
Sub-total 10066.34 10490.54
b) Measured at Fair value
through OCI
i) Equity shares – Quoted 1 969.37 624.08
Sub-total 969.37 624.08
c) Measured at Fair value
through Profit or Loss
i) Investment in Mutual Funds 1 12702.46 14797.96
ii)
Investment in Bonds /
Debentures, Certificate
of Deposits 2 1391.04 3258.46
iii)
Investments in Venture
Capital Fund 2 35.04 27.41
iv)
Investments in Equity &
Preference shares 3 – 1.88
Sub-total 14128.54 18085.71
i)
Derivative instruments not
ii)
Derivative instruments designated
as hedging instrument 2 12.88 12.16
Sub-total 22.51 15.35
Total financial assets 25186.76 29215.68

Fair Value
Particulars Hierarchy (Level)
i) Sales tax deferment loans* 3 3.34 3.23
ii) Other Financial liabilities* 3 193.41 109.16
iii) Lease Liabilities* 3 206.96 204.00
iv) Loans* 3 0.25 0.23
Sub-total 403.96 316.62
i)
Derivative instruments not
ii)
Derivative instruments designated
iii) Contingent Consideration 3 139.51 –
Sub-total 160.95 52.73
Total financial liabilities 564.91 369.35
*Represents Fair value of Non-current Financial Instruments

Fair value hierarchy
Fair value of the financial instruments is classified in various fair value hierarchies based on the following three levels:
Level 1: Quoted prices (unadjusted) in active market for identical assets or liabilities.

Level 2: Inputs other than quoted price included within level 1 that are observable for the asset or liability, either directly (i.e. as
prices) or indirectly (i.e. derived from prices).

The fair value of financial instruments that are not traded in an active market is determined using market approach and valuation
techniques which maximize the use of observable market data and rely as little as possible on entity-specific estimates. If significant
inputs required to fair value an instrument are observable, the instrument is included in Level 2.

Derivatives are valued using valuation techniques with market observable inputs such as foreign exchange spot rates and forward
rates at the end of the reporting period, yield curves, risk free rate of returns, volatility etc., as applicable.

Level 3: Inputs for the assets or liabilities that are not based on observable market data (unobservable inputs).

If one or more of the significant inputs is not based on observable market data, the fair value is determined using generally
accepted pricing models based on a discounted cash flow analysis, with the most significant inputs being the discount rate that
reflects the credit risk of counterparty.

The fair value of trade receivables, trade payables and other Current financial assets and liabilities is considered to be equal to the
carrying amounts of these items due to their short-term nature. Where such items are Non-current in nature, the same has been
classified as Level 3 and fair value determined using discounted cash flow basis. Similarly, unquoted equity instruments where
most recent information to measure fair value is insufficient, or if there is a wide range of possible fair value measurements, cost
has been considered as best estimate of fair value and has been excluded in the fair value measurement disclosed above.

There has been no change in the valuation methodology for Level 3 inputs during the year. The Group has not classified any
material financial instruments under Level 3 of the fair value hierarchy. There were no transfers between Level 1 and Level 2
during the year.

R. TANDON Director
R. K. SINGHI Company Secretary

to the Members of ITC Limited
Report on the Audit of the Consolidated Ind AS Financial described in the ‘Auditor’s Responsibilities for the Audit of
Statements the Consolidated Ind AS Financial Statements’ section of
our report. We are independent of the Group, associates,
Opinion joint ventures in accordance with the ‘Code of Ethics’
We have audited the accompanying consolidated Ind issued by the Institute of Chartered Accountants of India
AS financial statements of ITC Limited (hereinafter together with the ethical requirements that are relevant to
referred to as “the Holding Company”), its subsidiaries our audit of the financial statements under the provisions
(the Holding Company and its subsidiaries together of the Act and the Rules thereunder, and we have fulfilled
referred to as “the Group”) its associates and joint ventures our other ethical responsibilities in accordance with these
comprising of the consolidated Balance Sheet as at requirements and the Code of Ethics. We believe that
March 31, 2021, the consolidated Statement of Profit the audit evidence we have obtained is sufficient and
and Loss, including other comprehensive income, the appropriate to provide a basis for our audit opinion on the
consolidated Cash Flow Statement and the consolidated consolidated Ind AS financial statements.
Statement of Changes in Equity for the year then ended,
and notes to the consolidated Ind AS financial statements, Key Audit Matters
including a summary of significant accounting policies and Key audit matters are those matters that, in our professional
other explanatory information (hereinafter referred to as judgment, were of most significance in our audit of the
“the consolidated Ind AS financial statements”). consolidated Ind AS financial statements for the financial
In our opinion and to the best of our information and year ended March 31, 2021. These matters were addressed
according to the explanations given to us and based on in the context of our audit of the consolidated Ind AS
the consideration of reports of other auditors on separate financial statements as a whole, and in forming our opinion
financial statements and on the other financial information thereon, and we do not provide a separate opinion on these
of the subsidiaries, associates and joint ventures, the matters. For each matter below, our description of how our
aforesaid consolidated Ind AS financial statements give audit addressed the matter is provided in that context.
the information required by the Companies Act, 2013, as We have determined the matters described below to be
amended (“the Act”) in the manner so required and give the key audit matters to be communicated in our report.
a true and fair view in conformity with the accounting We have fulfilled the responsibilities described in the
principles generally accepted in India, of the consolidated Auditor’s responsibilities for the audit of the consolidated
state of affairs of the Group, its associates and joint Ind AS financial statements section of our report, including
ventures as at March 31, 2021, their consolidated profit in relation to these matters. Accordingly, our audit included
including other comprehensive income, their consolidated the performance of procedures designed to respond to our
cash flows and the consolidated statement of changes in assessment of the risks of material misstatement of the
equity for the year ended on that date. consolidated Ind AS financial statements. The results of
audit procedures performed by us and by other auditors
Basis for Opinion of components not audited by us, as reported by them in
We conducted our audit of the consolidated Ind AS their audit reports furnished to us by the management,
financial statements in accordance with the Standards on including those procedures performed to address the
Auditing (SAs), as specified under section 143(10) of the matters below, provide the basis for our audit opinion on the
Act. Our responsibilities under those Standards are further accompanying consolidated Ind AS financial statements.
Revenue recognition
Revenue from the sale of goods (hereinafter referred to Our audit procedures included the following:
as “Revenue”) is recognised when the Group performs Assessed the Group’s revenue recognition accounting
its obligation to its customers and the amount of policies in line with Ind AS 115 (“Revenue from
revenue can be measured reliably and recovery of the Contracts with Customers”) and tested thereof.
consideration is probable. The timing of such revenue
recognition in case of sale of goods is when the control Evaluated the integrity of the general information
over the same is transferred to the customer, which is and technology control environment and testing the
mainly upon delivery. operating effectiveness of key IT application controls
over recognition of revenue.

The timing of revenue recognition is relevant to the Evaluated the design, implementation and operating
reported performance of the Group. The management effectiveness of Group’s controls in respect of revenue
considers revenue as a key measure for evaluation of recognition.
performance. There is a risk of revenue being recorded Tested the effectiveness of such controls over revenue
before control is transferred. cut off at year-end.
Refer Note 1 to the Consolidated Ind AS Financial On a sample basis, tested supporting documentation
Statements - Significant Accounting Policies and Note for sales transactions recorded during the year which
22A/22B. included sales invoices, customer contracts and
shipping documents.
Performed an increased level of substantive testing
in respect of sales transactions recorded during the
period closer to the year end and subsequent to the
year end.
Compared revenue with historical trends and where
appropriate, conducted further enquiries and testing.
Assessed disclosures in financial statements in respect
of revenue, as specified in Ind AS 115.
Litigations – Contingencies
The Group has ongoing litigations with various authorities Our audit procedures included the following:
and third parties which could have a significant impact Obtained and read the Group’s accounting policies in
on the results, if the potential exposures were to respect of claims, provisions and contingent liabilities
materialise. to assess compliance with accounting standards.
The amounts involved are significant, and the application Assessed the design and implementation of the
of accounting standards to determine the amount, if any, Group’s controls over the assessment of litigations
to be provided as a liability or disclosed as a contingent and completeness of disclosures. Supporting
liability, is inherently subjective. documentation were tested for the positions taken by
Claims against the Group not acknowledged as debts the management, meetings conducted with in-house
are disclosed in the Financial Statements by the Group legal counsel and/or legal team and minutes of Board
after a careful evaluation of the facts and legal aspects and sub-committee meetings were reviewed, to test
of the matters involved. The outcome of such litigation the operating effectiveness of these controls.
is uncertain and the position taken by management Involved our tax specialists to assess relevant historical
involves significant judgment and estimation to and recent judgements passed by the appropriate
determine the likelihood and/or timing of cash outflows authorities in order to challenge the basis used for the
and the interpretation of preliminary and pending accounting treatment and resulting disclosures.
court rulings.
Additionally, considered the effect of new information
Refer Note 28(iv)(a) to the Consolidated Ind AS in respect of contingencies as at April 1, 2020 to
Financial Statements. evaluate whether any change was required in the
management’s position on these contingencies as at
March 31, 2021.
Assessed in accordance with accounting standards,
the provisions in respect of litigations and assessed
disclosures relating thereto, including those for
contingencies.

Acquisition of Sunrise Foods Private Limited and its two wholly owned subsidiaries
The Company acquired 100% of the equity share Our audit procedures included the following:
capital of Sunrise Foods Private Limited (‘SFPL’) and Read the share purchase agreement, the scheme
its two wholly owned subsidiaries, Hobbits International approved by the National Company Law Tribunal and
Foods Private Limited and Sunrise Sheetgrah Private other related documents to obtain an understanding
Limited on July 27, 2020 for a purchase consideration of the transactions and the key terms and conditions.
of Rs. 2,340 Crores. Subsequently, SFPL merged with
Assessed whether the accounting treatment is in
the Company during the year w.e.f. July 27, 2020. The
accordance with Ind AS 103.
purchase consideration was allocated to the fair value
of identifiable assets acquired and liabilities assumed, Obtained and read the valuation reports for Purchase
resulting in the recognition of goodwill of Rs. 577 Crores price allocation from independent valuer. Engaged
as on the date of acquisition. our specialist and evaluated the appropriateness
of methodology, key assumptions such as discount
Considering the involvement of significant judgements
and long-term growth rate, risk free rate of return
and assumptions in fair value measurements and
and weighted average cost of capital considered
purchase price allocations including the magnitude
in determining the valuation of intangible assets,
of the acquisition made, this is considered as a key
including resultant Goodwill.
audit matter.
Tested the valuation for arithmetical accuracy.
Refer Note 28(ix) to the Consolidated Ind AS Financial
Statements. Assessed the competence, capabilities and
relevant experience of the experts engaged by the
management to determine fair valuation of assets and
liabilities acquired.
Assessed disclosures in financial statements
in respect to acquisition in accordance with the
Information Other than the Financial Statements and the audit or otherwise appears to be materially misstated.
Auditor’s Report Thereon If, based on the work we have performed, we conclude that
The Holding Company’s Board of Directors is responsible there is a material misstatement of this other information,
for the other information. The other information comprises we are required to report that fact. We have nothing to
the information included in the Annual Report, but does not report in this regard.
include the consolidated Ind AS financial statements and Responsibilities of Management for the Consolidated
our auditor’s report thereon. Ind AS Financial Statements
Our opinion on the consolidated Ind AS financial The Holding Company’s Board of Directors is
statements does not cover the other information and we responsible for the preparation and presentation of
do not express any form of assurance conclusion thereon. these consolidated Ind AS financial statements in terms
In connection with our audit of the consolidated Ind AS of the requirements of the Act that give a true and fair
financial statements, our responsibility is to read the other view of the consolidated financial position, consolidated
information and, in doing so, consider whether such other financial performance including other comprehensive
information is materially inconsistent with the consolidated income, consolidated cash flows and consolidated
Ind AS financial statements or our knowledge obtained in statement of changes in equity of the Group including

its associates and joint ventures in accordance with Auditor’s Responsibilities for the Audit of the
the accounting principles generally accepted in India, Consolidated Ind AS Financial Statements
including the Indian Accounting Standards (Ind AS)
Our objectives are to obtain reasonable assurance about
specified under section 133 of the Act read with the
whether the consolidated Ind AS financial statements as
Companies (Indian Accounting Standards) Rules, 2015,
a whole are free from material misstatement, whether
as amended. The respective Board of Directors of the
due to fraud or error, and to issue an auditor’s report that
companies included in the Group and of its associates
includes our opinion. Reasonable assurance is a high
and joint ventures are responsible for maintenance of
level of assurance, but is not a guarantee that an audit
adequate accounting records in accordance with the
conducted in accordance with SAs will always detect a
provisions of the Act for safeguarding of the assets of the
material misstatement when it exists. Misstatements can
Group and of its associates and joint ventures and for
arise from fraud or error and are considered material if,
preventing and detecting frauds and other irregularities;
individually or in the aggregate, they could reasonably
selection and application of appropriate accounting
be expected to influence the economic decisions of
policies; making judgments and estimates that are
users taken on the basis of these consolidated Ind AS
reasonable and prudent; and the design, implementation
financial statements.
and maintenance of adequate internal financial controls,
As part of an audit in accordance with SAs, we exercise
that were operating effectively for ensuring the accuracy
professional judgment and maintain professional
and completeness of the accounting records, relevant
skepticism throughout the audit. We also:
to the preparation and presentation of the consolidated
Ind AS financial statements that give a true and fair view Identify and assess the risks of material misstatement
and are free from material misstatement, whether due of the consolidated Ind AS financial statements,
to fraud or error, which have been used for the purpose whether due to fraud or error, design and perform audit
of preparation of the consolidated Ind AS financial procedures responsive to those risks, and obtain audit
statements by the Directors of the Holding Company, evidence that is sufficient and appropriate to provide a
as aforesaid. basis for our opinion. The risk of not detecting a material
misstatement resulting from fraud is higher than for one
In preparing the consolidated Ind AS financial statements,
resulting from error, as fraud may involve collusion,
the respective Board of Directors of the companies
forgery, intentional omissions, misrepresentations, or
included in the Group and of its associates and joint
the override of internal control.
ventures are responsible for assessing the ability of the
Group and of its associates and joint ventures to continue Obtain an understanding of internal control relevant to
as a going concern, disclosing, as applicable, matters the audit in order to design audit procedures that are
related to going concern and using the going concern appropriate in the circumstances. Under section 143(3)(i)
basis of accounting unless management either intends of the Act, we are also responsible for expressing our
to liquidate the Group or to cease operations, or has no opinion on whether the Holding Company has adequate
realistic alternative but to do so. internal financial controls with reference to financial
statements in place and the operating effectiveness of
Those respective Board of Directors of the companies
such controls.
included in the Group and of its associates and joint
ventures are also responsible for overseeing the financial Evaluate the appropriateness of accounting policies
reporting process of the Group and of its associates and used and the reasonableness of accounting estimates
joint ventures. and related disclosures made by management.


Conclude on the appropriateness of management’s use we are the independent auditors regarding, among
of the going concern basis of accounting and, based other matters, the planned scope and timing of the audit
on the audit evidence obtained, whether a material and significant audit findings, including any significant
uncertainty exists related to events or conditions that deficiencies in internal control that we identify during
may cast significant doubt on the ability of the Group our audit.
and its associates and joint ventures to continue as a We also provide those charged with governance with
going concern. If we conclude that a material uncertainty a statement that we have complied with relevant
exists, we are required to draw attention in our auditor’s ethical requirements regarding independence, and
report to the related disclosures in the consolidated to communicate with them all relationships and other
Ind AS financial statements or, if such disclosures are matters that may reasonably be thought to bear on our
inadequate, to modify our opinion. Our conclusions independence, and where applicable, related safeguards.
are based on the audit evidence obtained up to the
From the matters communicated with those charged with
date of our auditor’s report. However, future events or
governance, we determine those matters that were of
conditions may cause the Group and its associates and
most significance in the audit of the consolidated Ind AS
joint ventures to cease to continue as a going concern.
financial statements for the financial year ended March
Evaluate the overall presentation, structure and content 31, 2021 and are therefore the key audit matters. We
of the consolidated Ind AS financial statements, describe these matters in our auditor’s report unless law
including the disclosures, and whether the consolidated or regulation precludes public disclosure about the matter
Ind AS financial statements represent the underlying or when, in extremely rare circumstances, we determine
transactions and events in a manner that achieves that a matter should not be communicated in our report
fair presentation. because the adverse consequences of doing so would
reasonably be expected to outweigh the public interest
Obtain sufficient appropriate audit evidence regarding
benefits of such communication.
the financial information of the entities or business
activities within the Group and its associates and joint Other Matter
ventures of which we are the independent auditors
(a) We did not audit the financial statements and
and whose financial information we have audited, to
other financial information, in respect of nineteen
express an opinion on the consolidated Ind AS financial
subsidiaries, whose Ind AS financial statements
statements. We are responsible for the direction,
include total assets of ` 3,405.35 crores as at
supervision and performance of the audit of the financial
March 31, 2021, and total revenues of ` 2,376.29
statements of such entities included in the consolidated
crores and net cash inflows of ` 10.05 crores for the
Ind AS financial statements of which we are the
year ended on that date included in these consolidated
independent auditors. For the other entities included
Ind AS financial statements. These Ind AS financial
in the consolidated Ind AS financial statements, which
statement and other financial information have been
have been audited by other auditors, such other auditors
audited by other auditors, which financial statements,
remain responsible for the direction, supervision and other financial information and auditor’s reports
performance of the audits carried out by them. We have been furnished to us by the management. The
remain solely responsible for our audit opinion. consolidated Ind AS financial statements also include
We communicate with those charged with governance of the Group’s share of net loss of ` 6.92 crores for the
the Holding Company and such other entities included year ended March 31, 2021, as considered in the
in the consolidated Ind AS financial statements of which consolidated Ind AS financial statements, in respect

of seven associates and four joint ventures, whose the other financial information of subsidiaries, associates
financial statements, other financial information have and joint ventures, as noted in the ‘other matter’ paragraph
been audited by other auditors and whose reports we report, to the extent applicable, that:
have been furnished to us by the Management. (a) We / the other auditors whose report we have relied
Our opinion on the consolidated Ind AS financial upon have sought and obtained all the information
statements, in so far as it relates to the amounts and and explanations which to the best of our knowledge
disclosures included in respect of these subsidiaries, and belief were necessary for the purposes of our
joint ventures and associates, and our report in terms audit of the aforesaid consolidated Ind AS financial
of sub-sections (3) of Section 143 of the Act, in so far statements;
as it relates to the aforesaid subsidiaries, joint ventures
(b) In our opinion, proper books of account as required
and associates, is based solely on the reports of such
by law relating to preparation of the aforesaid
other auditors.
consolidation of the financial statements have been
Certain of these subsidiaries are located outside kept so far as it appears from our examination of
India whose financial statements and other financial those books and reports of the other auditors;
information have been prepared in accordance with
(c) The Consolidated Balance Sheet, the Consolidated
accounting principles generally accepted in their
Statement of Profit and Loss including the Statement
respective countries and which have been audited
of Other Comprehensive Income, the Consolidated
by other auditors under generally accepted auditing
Cash Flow Statement and Consolidated Statement
standards applicable in their respective countries.
of Changes in Equity dealt with by this Report are in
The Holding Company’s management has converted
agreement with the books of account maintained for
the financial statements of such subsidiaries located
the purpose of preparation of the consolidated Ind AS
outside India from accounting principles generally
financial statements;
accepted in their respective countries to accounting
(d) In our opinion, the aforesaid consolidated Ind AS
principles generally accepted in India. We have
financial statements comply with the Accounting
audited these conversion adjustments made by
Standards specified under Section 133 of the Act,
the Holding Company’s management. Our opinion
read with Companies (Indian Accounting Standards)
in so far as it relates to the balances and affairs of
Rules, 2015, as amended;
such subsidiaries/ located outside India is based
on the report of other auditors and the conversion (e) On the basis of the written representations received
adjustments prepared by the management of the from the directors of the Holding Company as on
Holding Company and audited by us. March 31, 2021 taken on record by the Board of
Directors of the Holding Company and the reports
Our opinion above on the consolidated Ind AS financial
of the statutory auditors who are appointed under
statements, and our report on Other Legal and Regulatory
Section 139 of the Act, of its subsidiary companies,
Requirements below, is not modified in respect of the
associate companies and joint ventures, none of the
above matters with respect to our reliance on the work
directors of the Group’s companies, its associates and
done and the reports of the other auditors.
joint ventures, incorporated in India, is disqualified as
Report on Other Legal and Regulatory Requirements on March 31, 2021 from being appointed as a director
As required by Section 143(3) of the Act, based on in terms of Section 164 (2) of the Act;
our audit and on the consideration of report of the (f) With respect to the adequacy and the operating
other auditors on separate financial statements and effectiveness of the internal financial controls with

reference to consolidated Ind AS financial statements i. The consolidated Ind AS financial statements
of the Holding Company and its subsidiary companies, disclose the impact of pending litigations on its
associate companies and joint ventures, incorporated consolidated financial position of the Group, its
in India, refer to our separate Report in “Annexure” to associates and joint ventures in its consolidated
this report; Ind AS financial statements – Refer Note 28(iv)(a)
(g) In our opinion and based on the consideration of to the consolidated Ind AS financial statements;
reports of other statutory auditors of the subsidiaries, ii. The Group, its associates and joint ventures did not
associates and joint ventures incorporated in India, have any material foreseeable losses in long-term
the managerial remuneration for the year ended contracts including derivative contracts during the
March 31, 2021 has been paid / provided by the year ended March 31, 2021;
Holding Company, its subsidiaries, associates and iii. There has been no delay in transferring amounts,
joint ventures incorporated in India to their directors required to be transferred, to the Investor Education
in accordance with the provisions of section 197 read and Protection Fund by the Holding Company,
with Schedule V to the Act; its subsidiaries, associates and joint ventures,
(h) With respect to the other matters to be included in incorporated in India during the year ended
the Auditor’s Report in accordance with Rule 11 of March 31, 2021.
the Companies (Audit and Auditors) Rules, 2014,
as amended, in our opinion and to the best of our For S R B C & CO LLP
information and according to the explanations given Chartered Accountants
to us and based on the consideration of the report of
the other auditors on separate financial statements as per Sudhir Soni
also the other financial information of the subsidiaries, Partner
associates and joint ventures, as noted in the Place of Signature: Mumbai
‘Other matter’ paragraph: Date: June 01, 2021 UDIN: 21041870AAAABA2698

Annexure to the Independent Auditor’s Report of even date on the
Consolidated Financial Statements of ITC Limited
Report on the Internal Financial Controls under Clause (i) of Sub-section 3 of Section 143 of the Companies Act,
2013 (“the Act”)
In conjunction with our audit of the consolidated financial statements of ITC Limited (hereinafter referred to as the
“Holding Company”) as of and for the year ended March 31, 2021, we have audited the internal financial controls with
reference to consolidated financial statements of the Holding Company and its subsidiaries (the Holding Company and its
subsidiaries together referred to as “the Group”), its associates and joint ventures, which are companies incorporated in
India, as of that date.
Management’s Responsibility for Internal Financial Controls
The respective Board of Directors of the companies included in the Group, its associates and joint ventures, which are
companies incorporated in India, are responsible for establishing and maintaining internal financial controls based on the
internal control over financial reporting criteria established by the Holding Company considering the essential components
of internal control stated in the Guidance Note on Audit of Internal Financial Controls Over Financial Reporting issued
by the Institute of Chartered Accountants of India (“ICAI”). These responsibilities include the design, implementation and
maintenance of adequate internal financial controls that were operating effectively for ensuring the orderly and efficient
conduct of its business, including adherence to the respective company’s policies, the safeguarding of its assets, the
prevention and detection of frauds and errors, the accuracy and completeness of the accounting records, and the timely
preparation of reliable financial information, as required under the Companies Act, 2013.
Our responsibility is to express an opinion on the Holding Company’s internal financial controls with reference to consolidated
financial statements based on our audit. We conducted our audit in accordance with the Guidance Note on Audit of Internal
Financial Controls Over Financial Reporting (the “Guidance Note”) and the Standards on Auditing, specified under section
143(10) of the Act, to the extent applicable to an audit of internal financial controls, both, issued by ICAI. Those Standards
and the Guidance Note require that we comply with ethical requirements and plan and perform the audit to obtain reasonable
assurance about whether adequate internal financial controls with reference to consolidated financial statements was
established and maintained and if such controls operated effectively in all material respects.
Our audit involves performing procedures to obtain audit evidence about the adequacy of the internal financial controls
with reference to consolidated financial statements and their operating effectiveness. Our audit of internal financial controls
with reference to consolidated financial statements included obtaining an understanding of internal financial controls with
reference to consolidated financial statements, assessing the risk that a material weakness exists, and testing and evaluating
the design and operating effectiveness of internal control based on the assessed risk. The procedures selected depend on
the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether
due to fraud or error.
We believe that the audit evidence we have obtained and the audit evidence obtained by the other auditors in terms of their
reports referred to in the Other Matters paragraph below, is sufficient and appropriate to provide a basis for our audit opinion
on the internal financial controls with reference to consolidated financial statements.
Meaning of Internal Financial Controls With Reference to Consolidated Financial Statements
A company’s internal financial control with reference to consolidated financial statements is a process designed to provide
reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external
purposes in accordance with generally accepted accounting principles. A company’s internal financial control with reference

to consolidated financial statements includes those policies and procedures that (1) pertain to the maintenance of records
that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company;
(2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements
in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being
made only in accordance with authorisations of management and directors of the company; and (3) provide reasonable
assurance regarding prevention or timely detection of unauthorised acquisition, use, or disposition of the company’s assets
that could have a material effect on the financial statements.
Inherent Limitations of Internal Financial Controls With Reference to Consolidated Financial Statements
Because of the inherent limitations of internal financial controls with reference to consolidated financial statements,
including the possibility of collusion or improper management override of controls, material misstatements due to error or
fraud may occur and not be detected. Also, projections of any evaluation of the internal financial controls with reference to
consolidated financial statements to future periods are subject to the risk that the internal financial controls with reference
to consolidated financial statements may become inadequate because of changes in conditions, or that the degree of
compliance with the policies or procedures may deteriorate.
Opinion
In our opinion, the Group, its associates and joint ventures, which are companies incorporated in India, have, maintained
in all material respects, adequate internal financial controls with reference to consolidated financial statements and
such internal financial controls with reference to consolidated financial statements were operating effectively as at
March 31, 2021, based on the internal control over financial reporting criteria established by the Holding Company
considering the essential components of internal control stated in the Guidance Note issued by the ICAI.
Other Matters
Our report under Section 143(3)(i) of the Act on the adequacy and operating effectiveness of the internal financial controls
with reference to consolidated financial statements of the Holding Company, in so far as it relates to these nine subsidiaries,
six associates and two joint ventures, which are companies incorporated in India, is based on the corresponding reports of
the auditors of such subsidiaries, associates and joint ventures incorporated in India.

per Sudhir Soni

Partner
Date: June 01, 2021 UDIN: 21041870AAAABA2698

Ten Years at a Glance
Standalone Operating Results FY12 - FY21 (` in Crores)
Year ended 31st March FY12 FY13 FY14 FY15 FY16$ FY17$ FY18$ FY19$ FY20$ FY21$
Gross Sales Value (net of rebates & discounts) # 39353 47755 53889 57799 60196 64174 67082 75309 76097 74979
Gross Revenue from sale of products &
services # 34872 41810 46713 49965 51582 55002 43957 45221 46324 48151
Total Income # 36046 43044 48176 51932 53714 57434 46460 48269 49821 51776
PBDIT 9674 11566 13562 15017 15484 16564 17671 19790 20918 18773
Depreciation & amortization 699 795 900 962 1001 1038 1145 1312 1563 1562
PBIT 8975 10771 12662 14055 14483 15526 16526 18478 19355 17211
PBT 8898 10684 12659 13998 14434 15503 16439 18444 19299 17164
Exceptional items 413 (132)
PBT after Exceptional Items 8898 10684 12659 13998 14434 15503 16852 18444 19167 17164
Tax 2736 3266 3874 4390 5106 5302 5628 5980 4031 4133
PAT 6162 7418 8785 9608 9328 10201 11223 12464 15136 13032
Interim + Proposed Dividends * 4089 4853 5583 6030 8233 6945 7577 8498 12477 13230
- Ordinary Dividend 4089 4853 5583 6030 6296 6945 7577 8498 12477 13230
- Special Dividend 1937
Earnings Per Share **
Actual (`) 7.88 9.39 11.05 11.99 11.59 8.40 9.20 10.17 12.31 10.59
Adjusted (`) @ 5.25 6.26 7.36 7.99 7.73 8.40 9.20 10.17 12.31 10.59
Dividend Per Share **
Actual - Ordinary (`) 4.50 5.25 6.00 6.25 6.50 4.75 5.15 5.75 10.15 10.75
Actual - Special (`) 2.00
Adjusted - Ordinary (`) @ 3.00 3.50 4.00 4.17 4.33 4.75 5.15 5.75 10.15 10.75
Adjusted - Special (`) @ 1.33
$ FY16 to FY21 as per Indian Accounting Standards (Ind AS); previous GAAP for earlier years.
# Gross Sales Value (net of rebates & discounts) has been provided to facilitate comparison as the figures of Gross Revenue from sale of products & services and Total Income are not
comparable consequent to the introduction of Goods & Services Tax with effect from 1st July 2017, which replaced Central Excise (other than National Calamity Contingent Duty on
cigarettes), Value Added Tax etc.
* Including Dividend Distribution Tax, where applicable.
** Based on number of shares outstanding at the year end; reflects the impact of Corporate Actions.
@ To facilitate like to like comparison, adjusted for 1:2 Bonus Issue in FY17.
Note : Financials for FY 2020-21 are to be viewed in the context of unprecedented disruptions in certain operating segments of the Company due to the COVID-19 pandemic (Please
refer to Report of the Board of Directors & Management Discussion and Analysis for details).
Standalone
(` Equity, Liabilities and Assets FY12 - FY21 in Crores)
As at 31st March FY12 FY13 FY14 FY15 FY16$ FY17$ FY18$ FY19$ FY20$ FY21$
Equity
Share capital 782 790 795 802 805 1215 1220 1226 1229 1231
Other equity 18010 21498 25467 29934 40851 44126 50180 56724 62800 57774
Shareholders’ funds (Net Worth) 18792 22288 26262 30736 41656 45341 51400 57950 64029 59005
Borrowings 77 66 51 39 26 18 11 8 6 5
Deferred tax liabilities (Net) 873 1204 1297 1632 1867 1872 1918 2044 1618 1728
Non-current liabilities (others)^ 120 129 115 108 127 155 195 174 493 669
Current liabilities
Borrowings 2 … … 4 …
Proposed dividend (including tax) 4089 4853 5583 6030
Current liabilities (others) ^ 5035 5477 5921 5651 6351 6830 8857 9622 9089 10174
Total Equity and Liabilities 28988 34017 39229 44196 50031 54216 62381 69798 75235 71581
Non-current assets
Property, plant and equipment, intangible assets
(including capital work-in-progress, intangible
assets under development), investment property
and right of use asset ^ 11376 12697 14309 16293 16430 18417 20592 21888 23298 25508
Non-current investments 1953 2001 2512 2442 6853 8486 13494 14071 13456 12950
Non-current assets (others) 1196 1728 1480 1506 3515 2776 3792 4269 1974 1306
Current assets
Current investments 4363 5059 6311 5964 6471 10100 9903 12507 17175 14047
Cash and cash equivalents and Other bank
balances 2819 3615 3289 7589 5639 2747 2595 3769 6843 4002
Current assets (others) 7281 8917 11328 10402 11123 11690 12005 13294 12489 13768
Total Assets 28988 34017 39229 44196 50031 54216 62381 69798 75235 71581
Net Worth Per Share (`) * 16.02 18.80 22.01 25.56 34.51 37.33 42.12 47.27 52.09 47.94
$ FY16 to FY21 as per Ind AS; previous GAAP for earlier years.
* To facilitate like to like comparison, adjusted for 1:2 Bonus Issue in FY17.
Equity includes impact of :
FY17 - 1:2 Bonus Issue (` 403 Crores).
FY15 - 87,761 Ordinary Shares of ` 1.00 each issued pursuant to Scheme of Amalgamation of Non-Engineering Business of WIMCO Limited with the Company.
^ Includes Right of Use assets and Lease liabilities from FY20 upon transition to Ind AS-116, “Leases”.

Financial Highlights
Gross Sales Value# ` Crores PAT ` Crores
76097
75309
74979
15136
67082
64174
13032
12464
60196
57799
11223
53889
10201
47755
9608
9328
8785
39353
7418
FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 6162
FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
#
Refer Note to Ten Years at a Glance
Segment Revenue - FMCG - Others ` Crores Segment EBITDA - FMCG - Others ` Crores
14728
12844
12505
1317
11329
10512
914
9731
9038
8122
688
7012
5545
456
306
265
212
165
-92
44
Dividend ` Crores Earnings Per Share and Dividend Per Share ` per share
Ordinary Dividend Earnings Per Share
Special Dividend Dividend Per Share
Special Dividend Per Share
12.31
1.60
1937
13230
12477
10.75
10.59
10.17
10.15
9.20
8.40
7.99
8498
7.73
7.36
7577
6.93
5.22
6945
6.26
6.21
6296
6030
5.72
5583
5.25
4853
5.01
4.68
4089
4.10
.
3.49
FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Includes Dividend Distribu�on Tax, where applicable Includes Dividend Distribu�on Tax, where applicable
These graphs depict the standalone ﬁnancial position

Notes:
• Financials for FY2020-21 are to be viewed in the context of unprecedented disruptions in certain operating segments of the Company
due to the COVID-19 pandemic (Please refer to Report of the Board of Directors & Management Discussion and Analysis for details).
• EPS and DPS have been adjusted for impact of corporate action to facilitate like-to-like comparison.
• FY16 to FY21 as per Ind AS; previous GAAP for earlier years.
Business Responsibility Report
The Directors present the Business Responsibility Report of the Company for the financial year ended on 31st March, 2021, pursuant to
Regulation 34(2)(f ) of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015. The Company also publishes
annually, a comprehensive Sustainability Report based on the Global Reporting Initiative (GRI) Standards, and an Integrated Report
based on the International <IR> Framework developed by the International Integrated Reporting Council (IIRC).
The details on the aspects discussed in this Report are available in the Company’s Sustainability Report. The Company’s Board approved
Sustainability Policies, ITC Code of Conduct and the Sustainability Report are available on the Company’s website — www.itcportal.com.
General Information
1. Corporate Identity Number (CIN) of the Company: L16005WB1910PLC001985
2. Name of the Company: ITC Limited
3. Address of the Registered Office: Virginia House, 37 Jawaharlal Nehru Road, Kolkata 700 071
4. Website: www.itcportal.com
5. E-mail ID: [email protected]
6. Financial Year reported: 2020-21
7. Key products/services:
Businesses Products/Services
FMCG: Branded Packaged Foods Businesses (Staples & Meals; Snacks; Dairy
and Beverages; Biscuits & Cakes; Chocolates, Coffee & Confectionery);
Personal Care Products; Education and Stationery Products; Safety
Matches and Agarbattis; Apparel; Cigarettes, Cigars, etc.
Hotels: Hoteliering
Paperboards, Paper & Packaging: Paperboards, Paper including Specialty Paper & Packaging including
flexibles.
Agri Business: Agri-commodities such as soya, spices, coffee and leaf tobacco.
8. Locations where business activities are The Company’s businesses and operations are spread across the
undertaken by the Company: country. Details of plant locations, including hotels owned/operated
by the Company, are provided in the section ‘Shareholder Information’
in the Report and Accounts.
9. Markets served by the Company: The Company’s products and services are available nationally and
several products are exported.
10. Subsidiary companies and their Business The Company has 27 subsidiaries*, including 9 subsidiaries outside
Responsibility initiatives: India. The subsidiary companies define their own initiatives based on
their specific context and have access to the information and expertise
residing with the parent company.
* Necessary petition for amalgamation of two subsidiaries, i.e., Messrs. Sunrise Sheetgrah Private Limited and Hobbits International
Foods Private Limited, with the Company is pending before the National Company Law Tribunal, Allahabad Bench.
II
Business Responsibility Report REPORT AND ACCOUNTS 2021
Financial Details
1. Paid up Capital (As on 31.03.2021): ` 1,230.88 crores
2. Total Turnover: ` 48,151.24 crores
3. Total profit after taxes: ` 13,031.64 crores
4. Total Spending on Corporate Social Responsibility (CSR): ` 353.46 crores
As percentage of Profit after taxes: 2.71%
List of CSR activities in which expenditure has been incurred:
Areas listed under Schedule VII to the ITC’s interventions (including through Trusts
Companies Act, 2013 established by the Company)
(i) Eradicating hunger, poverty and malnutrition, Health & Sanitation, Drinking Water and Eradication
promoting health care including preventive health care and of Poverty
sanitation including contribution to the Swachh Bharat Kosh
set-up by the Central Government for the promotion of
sanitation and making available safe drinking water.
(ii) Promoting education, including special education and Education, Vocational Training, Livestock
employment enhancing vocation skills specially among Development and Livelihood Promotion
children, women, elderly, and the differently abled,
and livelihood enhancement projects.
(iii) Promoting gender equality, empowering women, Women Empowerment

setting up homes and hostels for women and orphans;
setting up old age homes, day care centres and such other
facilities for senior citizens and measures for reducing
inequalities faced by socially and economically backward groups.
(iv) Ensuring environmental sustainability, ecological balance, protection Environment Sustainability, Soil & Moisture
of flora and fauna, animal welfare, agroforestry, conservation of natural Conservation and Social Forestry
resources and maintaining quality of soil, air and water including
contribution to the Clean Ganga Fund set up by the Central
Government for rejuvenation of River Ganga.
(v) Protection of national heritage, art and culture, including restoration Protection of national heritage, art and culture
of buildings and sites of historical importance and works of art,
setting up public libraries, promotion and development of
traditional arts and handicrafts.
(vi) Contribution to the prime minister's national relief fund or Contribution to PM CARES Fund
Prime Minister’s Citizen Assistance and Relief in Emergency
Situations Fund (PM CARES Fund) or any other fund set up by
the Central Govt. for socio economic development and relief
and welfare of the schedule caste, tribes, other backward classes,
minorities and women.
(vii) Rural Development Projects. Agri Development
(viii) Disaster Management, including relief, rehabilitation Disaster Relief

and reconstruction activities.
II
REPORT AND ACCOUNTS 2021 Business Responsibility Report
Commitment to Sustainable
and Inclusive Growth
The Company has been a pioneer and frontrunner in
sustainability performance for more than two decades. It has
undertaken multi-dimensional and large-scale initiatives that
contribute to its leadership in Environmental, Social and
Governance (ESG) issues. During the year, ITC sustained its ‘AA’
rating by MSCI-ESG - the highest amongst global tobacco
companies, and has also been included in the Dow Jones
Sustainability Emerging Markets Index.
The Company is continuously working on all fronts focusing on
well-defined targets and goals to sustain and strengthen its
leadership in ESG performance. The Company’s superior ESG
performance has also been acknowledged by leading analysts
and brokerage firms. ITC was recently adjudged the ‘Best
Governed Company’ at The Institute of Company Secretaries of
India (ICSI) National Awards for Excellence in Corporate
Governance, 2020, in the Listed Segment: Large Category.
ITC’s sustainability initiatives are driven by the belief that an A total of `182 crores were spent by ITC and its Trusts on
organisation needs to serve a larger societal purpose keeping COVID-19 related relief and assistance. Cash contributions were
national priorities in focus. The Triple Bottom Line commitment made to the PM CARES Fund and to 17 state governments and
of the Company to simultaneously build economic, social and various NGOs engaged in direct relief work with migrant workers.
environmental capital has orchestrated a symphony of efforts In addition, direct action by the Company included distribution
that address some of the most challenging societal issues of dry rations, cooked food and personal hygiene products to
including widespread poverty and environmental degradation. district authorities, other Government bodies and NGOs of
The Triple Bottom Line approach is driven by the Company’s 25 states.
deep conviction that businesses possess the transformative
capacity to create far larger societal value by leveraging their Business Responsibility
entrepreneurial vitality, creativity and innovative capacity. Policies and Guidelines
Concerted efforts, over several years, have supported sustainable
The Company has aligned its policies and guidelines with the
livelihoods for over 6 million people, many of whom represent
the most disadvantaged in society. The broad-based execution principles enunciated under the Business Responsibility
of the Triple Bottom Line approach has helped build a Reporting (BRR) framework. The context of the BRR principles
responsible business ecosystem, that from an environmental is embodied in the Sustainability Policies and Code of
resource perspective, seeks to replenish more than what Conduct adopted by the Company, implementation of which
it consumes. is ensured through well-established systems and processes
across all its businesses.
The Company’s pioneering work in empowering rural India is a
global exemplar. The Company has also spearheaded several Reporting on Sustainability Initiatives
initiatives towards achieving new benchmarks in environmental
excellence. Recognising that climate change is a threat that For the past 17 years, the Company has been publishing
particularly makes rural communities extremely vulnerable, the Sustainability Reports encapsulating its performance across the
Company has adopted a low carbon growth strategy that three dimensions of the Triple Bottom Line. ITC Sustainability
encompasses large scale afforestation, increasing use of Report 2020 was prepared meeting the criteria of “In Accordance
renewable energy and a continuous quest to maximise natural – Comprehensive” level of the Global Reporting Initiative (GRI)
resource efficiencies across its operations. ITC is the only Standards and was also third party assured at the highest criteria
company of comparable dimensions in the world to be carbon of ‘reasonable assurance’ as per the International Standard on
positive for 16 years, water positive for 19 years and solid waste Assurance Engagements (ISAE) 3000. The 18th Sustainability
recycling positive for 14 years. The Company’s commitment to Report covering the sustainability performance of the Company
environmental stewardship is reflected in its role of pioneering for the financial year ended 31st March 2021 and prepared in
the Green Building movement in India. 33 ITC buildings are accordance with the GRI Standards, will be available shortly. The
Platinum Certified by USGBC/IGBC. All of ITC’s premium luxury Company has also released its 4th Integrated Report in line with
hotels are also LEED® Platinum Certified, thereby giving meaning the requirements of the International <IR> Framework
and impetus to ITC Hotel Business’ credo of ‘Responsible Luxury’. developed by the International Integrated Reporting Council
Despite an expanding footprint of operations across the country, (IIRC) for the financial year 2020-21. In addition, the Report and
over 41% of ITC’s energy requirements were met from renewable Accounts 2021 of the Company provides a review of the
energy – biomass, wind and solar being the sources. Company’s Triple Bottom Line performance.
III
Business Responsibility Report (BRR) Index

on Social, Environmental & Economic Issues
Sl. BRR Principle Section in BRR Page Details in
No. ITC Sustainability
Report
(i) Businesses should conduct and govern themselves Corporate Governance for Ethics, V √
with Ethics, Transparency and Accountability Transparency and Accountability
(ii) Businesses should provide goods and services Sustainability of Products VI √

that are safe and contribute to sustainability & Services across Life-cycle
throughout their life cycle
(iii) Businesses should promote the well-being Employee Well-being VIII √

of all employees
(iv) Businesses should respect the interests of, Stakeholder Engagement XI √

and be responsive towards all stakeholders,
especially those who are disadvantaged,
vulnerable and marginalised
(v) Businesses should respect and promote human rights Human Rights XI √
(vi) Businesses should respect, protect, and make efforts Protection and Restoration XII √
to restore the environment of the Environment
(vii) Businesses, when engaged in influencing public and Responsible Advocacy XIII √
regulatory policy, should do so in a responsible manner
(viii) Businesses should support inclusive growth Supporting Inclusive Growth XIV √
and equitable development and Equitable Development
(ix) Businesses should engage with and provide Providing Value to Customers XVI √
value to their customers and consumers in and Consumers
a responsible manner
Core Values and

Policies & Guidelines
htps:/ w w.itcportal.com/about-ic/values/index.aspx#sectionb2
ITC’s Core Values ITC’s Code of Conduct
ITC’s Core Values are aimed at developing a customer-focused, https://www.itcportal.com/about-itc/values/index.aspx#sectionb5
https://www.itcportal.com/about-itc/values/index.aspx#sectionb5
https://www.itcportal.com/about-itc/policies/sustainability-policy.aspx
high-performance organisation which creates value for all its ITC’s Sustainability Policies
stakeholders. ITC’s Core Values encompass the principles of https://www.itcportal.com/about-itc/policies/sustainability-policy.aspx
Trusteeship, Customer Focus, Respect for People, Excellence,
ht ps:/ www.itcportal.com/about-itc/policies/corporate-social-responsibil ty-policy.aspx

ITC’s CSR Policy
Innovation and Nation Orientation. Please check the following link
for details: https://www.itcportal.com/about-itc/policies/corporate-social-
responsibility-policy.aspx
https://www.itcportal.com/about-itc/values/index.aspx#sectionb2
https://www.itcportal.com/about-itc/values/index.aspx#sectionb4 https:/ www.itcportal.com/about-itc/policies/itc-food-product-policy.aspx

ITC’s Food Products Policy
Corporate Governance at ITC
https://www.itcportal.com/about-itc/policies/itc-food-product-
https://www.itcportal.com/about-itc/values/index.aspx#sectionb4 policy.aspx
https://www.itcportal.com https:/ www.itcportal.com/about-itc/policies/itc-it-e-waste-policy.aspx

ITC Code of Conduct and Policies are available on the Company’s ITC’s E-Waste Policy
corporate website www.itcportal.com. Please check the following https://www.itcportal.com/about-itc/policies/itc-it-e-waste-
links for details: policy.aspx
IV
Principle 1: Corporate Governance for Ethics,

Transparency and Accountability
A Board approved policy provides the framework for ITC’s ITC’s governance framework enjoins the highest standards of
corporate governance philosophy, which is anchored on the ethical and responsible conduct of business to create value for
values of trusteeship, transparency, ethical corporate citizenship, all stakeholders.
empowerment & accountability, and control. ITC believes that For more details on ITC’s governance structure, please refer to the
since large corporations employ societal and environmental ‘Report on Corporate Governance’, forming part of the Report and
resources, governance processes must ensure that they are Accounts 2021.
utilised in a manner that meets stakeholders’ aspirations and
societal expectations. For superior Triple Bottom Line Strategic Supervision of Business
performance, ITC’s Governance processes must ensure that Responsibility Practices
sustainability principles are embedded in business strategies The role of the CSR and Sustainability Committee of the Board
and execution plans. is inter alia, to review, monitor and provide strategic direction to
the Company’s CSR and sustainability practices towards fulfilling
The practice of Corporate Governance in ITC takes place
at three interlinked levels: its Triple Bottom Line objectives. The Committee seeks to guide
Strategic supervision by the Board of Directors the Company in crafting unique models to support creation of
sustainable livelihoods together with environmental
Strategic management by the Corporate Management
Committee re-generation, and formulates & monitors the CSR Policy. The
Executive management by the Divisional Chief Executive Committee also reviews the annual CSR Action Plan and the
assisted by the Divisional Business Responsibility Report of the Company, and recommends
Management Committee the same to the Board for approval.
Reference to Division includes Strategic Business Unit, Business Vertical and
The CSR and Sustainability Committee presently comprises the
Shared Services.
Chairman of the Company and five Non-Executive Directors,
The three-tier governance structure ensures that:
three of whom are Independent Directors. The Chairman of the
(a) Strategic supervision (on behalf of the shareholders), Company is the Chairman of the Committee. The Company
being free from involvement in the task of strategic Secretary is the Secretary to the Committee. The names of the
management of the Company, can be conducted by the members of the Committee and the number of meetings held
Board of Directors (the Board) with objectivity, thereby during the year are provided in the Report and Accounts.
sharpening accountability of management; The Sustainability Compliance Review Committee (SCRC)
(b) Strategic management of the Company, uncluttered by the constituted by the Corporate Management Committee (CMC),
day-to-day tasks of executive management, remains presently comprises seven senior members of management, with
focused and energised; and its Chairman being a member of the CMC. The role of the
Committee, inter alia, includes monitoring and evaluating
(c) Executive management of the divisional business free
compliance with the Sustainability Policies of the Company and
from collective strategic responsibilities for ITC as a
placing a quarterly report thereon for review by the CMC.
whole, remains focused on enhancing the quality,
efficiency and effectiveness of the business to achieve During the year, four meetings of the SCRC were held to review
best-in-class performance. the sustainability performance of the Company.
V
Principle 2: Sustainability of Products

& Services across Life-cycle
The Company’s strategic intent to create enduring value was
initiated by investing in new engines of growth. This initiative was
powered by ITC’s proven capabilities in R&D, innovation and
technology. An array of institutional strengths, such as, garnering
of deep consumer insights, building strong and sustainable
consumer brands, deployment of trade marketing and
distribution infrastructure, expertise in quality and world-class
manufacturing processes have driven ITC’s diversification engine.
Besides this, strong rural linkage and agri sourcing, culinary
expertise of hotels, in-house packaging excellence and focus on
human resource development and deployment have imparted
unique advantages to the new businesses.
The Company endeavours to embed the principles of
sustainability into the various stages of product or service Similarly, the Company’s Hotels Division has also demonstrated
life-cycle, including procurement of raw material/service, high levels of resource efficiency by achieving the LEED®
manufacturing of product or delivery of service, transportation certification at the highest Platinum level for its premium luxury
of raw materials and finished goods, and management of hotels. Embodying the ethos of Responsible Luxury, ITC Hotels, the
post-consumer packaging waste. The Board approved Policies on world’s largest chain of hotels with the maximum number of
‘Life-cycle Sustainability’ and ‘Responsible Sourcing’ provide LEED® Platinum Certified Properties has been accorded yet
further details on the Company’s approach in this respect. The another distinction by the USGBC (United States Green Building
Company has also embedded ‘Distance to Market’ as a key Council), making ITC Windsor, Bengaluru, the first hotel in the
business metric in order to encourage an increasingly sustainable world to achieve the LEED® Zero Carbon Certification. Several of
business footprint. the Company’s factories, Hotels and office complexes have
received the Green Building certification from Indian Green
Some of these elements are discussed briefly below: Building Council (IGBC), the LEED® certification from US Green
Maximising Resource Efficiency Building Council (USGBC) and Bureau of Energy Efficiency’s (BEE)
star ratings. In order to continually reduce the Company’s
The Company has been improving its resource use efficiencies,
environmental footprint, green attributes are integrated in all
especially that of natural resources such as water and fossil fuels.
new constructions and are also being incorporated into existing
Life-cycle Assessment studies have been carried out for some of
hotels, manufacturing units, warehouses and office complexes
the Company’s products for identifying additional opportunities
during retrofits.
to reduce environmental impact across the value chain. Resource
efficiency is integrated into product and process design and is a Sustainable Consumption
critical component in the creation of physical infrastructure, The Company has crafted extensive strategies towards ensuring
operations, logistics and waste management. sustainable consumption of energy, water and other resources in
The Company’s concerted efforts in optimising resource use its businesses. The Company is an acknowledged leader in
efficiency, for instance, are evident across businesses. The low-carbon operations as well as in resource usage efficiency
Paperboards and Specialty Papers Division (PSPD), which is the which has been achieved by continuously reducing specific
most resource-intensive business within the Company has energy consumption, investing in additional renewable energy
achieved continuous improvements in energy and water usage. sources, afforestation and recycling internal and post-consumer
Today PSPD is considered the most efficient in the sector. In waste. In 2020-21, the specific water intake (water withdrawn per
2020-21, ITC has the unique distinction of being the only unit of paper) at Bhadrachalam, which is the largest
company in the Indian pulp and paper sector to have achieved manufacturing unit of the Company’s Paperboards and Specialty
the highest “Platinum plus” rating in the CII GreenCo rating Papers Division (PSPD), was 42% better than the standard
system for its Bhadrachalam Unit. The Kovai Unit has retained its proposed by the National Productivity Council for large-scale
Platinum rating. integrated pulp and paper mills.
VI
The Hotels Division pioneered the concept of ‘Responsible Luxury’ In order to strengthen sustainable procurement processes, the
and created design interventions which have enabled Board approved Policies on ‘Responsible Sourcing’ and ‘Human
optimisation of energy and water usage. Besides this, the LEED® Rights Consideration of Stakeholders beyond the Workplace’
Platinum certification for the luxury hotels of the Company have been adopted to address issues of labour practices,
makes ‘ITC Hotels’ a trailblazer in green hoteliering. human rights, bribery, corruption, occupational health, safety
and environment.
The Company has laid down comprehensive guidelines on waste
management for all its units, which cover hazardous as well as The Company works in close partnership with small-scale units in
non-hazardous waste. Performance monitoring of each unit is businesses such as Safety Matches, and Education & Stationery
carried out at regular intervals. The Company is also working Products. These partnerships have significantly enhanced survival
towards establishing scalable, replicable and sustainable models and competitiveness of a number of units in these sectors.
for post-consumer solid waste management based on circular Responsible Sourcing
economy principles. The Company advocates segregation of
The Company endeavours to integrate sustainability in the
waste at source. This enables economically beneficial conversion
procurement process for its products and services across its
of waste to energy or products whilst reducing the load on
diversified business portfolio. For example, factories are located to
landfills. If this model is replicated across the country, it could
optimise logistics. Besides this, ITC has made significant
transform the lives of millions of rag pickers and waste handlers
investments in implementing integrated soil and moisture
who eke out a living mining waste at landfills.
conservation programme in catchment areas of locations from
Beyond Boundaries where wheat is sourced to ensure sustained water availability to
the farmers. The Board approved Policy of ‘Responsible Sourcing’
Vendors and service providers including outsourced
encourages resource efficiency in the supply chain, together with
manufacturing establishments are encouraged to adopt
the ‘Code of Conduct for Vendors and Service Providers’, which
management practices detailed under International Standards
provides guidance to supply chain members and partners to
such as ISO 9001, ISO 14001, OHSAS 18001 and ITC’s Corporate
adopt sustainable practices.
Environment, Health and Safety (EHS) Guidelines. Contract
manufacturing agreements provide for compliance with Recognising that poverty in rural India is accentuated by
accepted standards on issues related to EHS, human rights and inadequate access to knowledge and information, especially that
labour practices. The Foods Business has a robust food safety involving price discovery, quality agricultural inputs and markets,
management system to effectively meet the stringent the Company has devised unique models for farmer
requirements related to food safety, quality processes and empowerment. These interventions not only support sustainable
hygiene. 82 out of 88 manufacturing locations (including agriculture and enhance productivity, but also contribute to
outsourced manufacturing units) which accounted for more than substantial livelihood creation.
97% of ITC Foods Division’s total production volume in 2020-21, The Company promotes large-scale afforestation through its
are certified as per recognised standards like FSSC 22000/ISO Social Forestry Programmes. Customised extension services,
22000/Hazard Analysis and Critical Control Point (HACCP). knowledge of silvicultural practices and biodiversity conservation
Certification of the remaining six newly commissioned units is enrich the farmers’ capacity whilst augmenting natural capital.
planned in 2021-22. These interventions are some of the Though the Company stands as a willing buyer of wood from the
examples of the Company’s sustainability practices being plantations under its Social Forestry Programme, the farmers are
adopted by its supply chain network partners. free to transact at will and sell to whoever they choose.
VII
Principle 3: Employee Well-being
ITC’s approach to Human Resources is based on the premise that Internal Committees have been constituted, in compliance with
committed, and capable employees are the foundation of vitality the requirements of the Sexual Harassment of Women at
in a business enterprise. At ITC, employee well-being is Workplace (Prevention, Prohibition and Redressal) Act, 2013, in all
approached holistically to include health and safety, skills and ITC units to inquire into complaints and recommend appropriate
capabilities, learning and growth opportunities, an engaging action, wherever required. Members of the Internal Committees
work environment, and a sense of community. Specific elements are encouraged to undergo a programme to comprehend the
of the Company’s Human Resource policies and systems are provisions and intent of the Act and their role as Committee
directed by the management approach articulated in the Members. ITC demands, demonstrates and promotes professional
Board-approved Policies on ‘Diversity and Equal Opportunity’, behaviour and respectful treatment of all employees. To sensitise
‘Freedom of Association’ and ‘Environment, Health and Safety’, employees and enhance awareness, it has ensured that all
amongst others. These Policies provide a strong framework to employees undergo training through a specially designed
Human Resources systems and practices, and are supplemented module on prevention of sexual harassment at the workplace.
by ITC’s relational contract, which is founded on trust, During the year, 2 complaints of sexual harassment were received
empowerment, and accountability. out of which 1 has been resolved and 1 is in the process of
resolution. All cases pertaining to previous years stand resolved.
Diversity and Equal Opportunity
ITC believes that diversity at the workplace fosters and enhances
Good Labour Practices
the overall quality of decision making, and problem solving, helps Board-approved Sustainability Policies continue to guide the
bring different perspectives to issues at work and therefore Company’s strong commitment to good labour practices across its
enhances the quality of discourse within the Company. The business operations. In 2020-21, approximately 23,000 employees
Company’s Policy in this regard provides for equal opportunities from 1,399 service providers were engaged across ITC. All service
to all employees based on merit. It ensures a work environment providers have signed in and committed themselves to ITC’s Code
free from any form of discrimination amongst employees – of Conduct for Vendors and Service Providers, which details labour
whether based on caste, religion, disability, gender, sexual practices expected of them. The Company had no cases of child or
orientation, race, colour, ancestry, marital status or affiliation with forced labour in 2020-21. The Company believes in Freedom of
a political, religious or union organisation or majority/minority Association and in its Policy, outlines the intent to respect the
group. In FY 2020-21, the Company employed 26,118 number of dignity of the individual and the freedom of employees to lawfully
employees, out of which 2,561 were female employees. ITC organise themselves into interest groups, independent of
continues to employ differently abled employees in its Hotels supervision by Management. The said policy ensures that
Division. It continues to create awareness in this area through employees are not discriminated against when exercising this
comprehensive systems and processes to guide industry action. freedom in a manner, which is lawful and consistent with ITC’s
Last year, ITC employed 46 differently-abled employees. core values. During the year, 10,490 employees of the Company
were members of unions. There were no cases of violation of
Enabling a Gender Friendly norms related to freedom of association during the year. The
Workplace Company has been recipient of awards demonstrating its ethos to
ITC is committed to a gender friendly workplace. It seeks to encourage good labour practices. The ITC PSPD Bhadrachalam
enhance equal opportunities for men and women, prevent, stop team was declared the National Winner for its Outstanding
and redress sexual harassment at the workplace and institute Industrial Relations and Practices by the All India Organisation of
good employment practices. Mechanisms are in place to ensure Employers (AIOE), an allied body of the Federation of Indian
that issues such as sexual harassment at workplace, if any, are Chambers of Commerce & Industry (FICCI). The ITC-PPB Haridwar
effectively addressed. ITC encourages employees to report any Unit was awarded the "Best employee welfare company" by the
harassment concerns and is responsive to employee complaints State Industrial Development Corporation of Uttarakhand Limited
about harassment or other unwelcome and offensive conduct. (SIDCUL) Manufacturer's Association.
VIII
Employee Engagement capabilities, as the pandemic sharply accelerated the adoption of

digital platforms and technologies. It is in this context that the
At ITC, employees actively participate in sharing feedback and ‘Young Digital Innovators Lab’ has been constituted, comprising
conversations to enhance the workplace climate. ITC concluded of select managers, drawn from ITC’s Businesses. The role of the
the 3rd edition of companywide iEngage Survey, which captures Digital Innovators is to benchmark ITC’s digital assets against the
employee perceptions and views on various workplace best-in-class, suggest opportunities for adoption and
dimensions. 95% of the employees said that they were proud to improvement, and propose deployment of digital technologies
work at ITC, a score that is amongst the highest globally. to enhance the competitiveness of our various Businesses. The
Furthermore, Action Plans were drawn around key themes such Young Digital Innovators act as mentors to the Digital Council.
as Alignment, Growth & Development, Recognition, Team Work & The Council will ideate, seed, sponsor high impact digital
Collaboration, Performance Management and Employee interventions and harness the power of synergy for
Experience. ITC Hotels has been certified as a Great Place to Work cross-fertilisation of ideas. Both these forums in combination are
in FY 2020-21, an important milestone in the Division’s expected to serve as fertile ground for ideation, exploration and
engagement journey and a recognition of its workplace culture. harvesting of the full potential of digital at ITC.
Several of the initiatives identified are a result of employee Enabling Employee Well-being
suggestions and discussions with their managers. The thrust on
ITC’s employees have access to benefits such as periodic
leadership communication continued with several editions of
preventive health check-ups, medical assistance (including
‘StudioOne Townhall’ led by the Chairman. This was
hospitalisation), group accident insurance, annual leave along
supplemented by a more personalised engagement through the
with leave encashment, maternity leave for women employees,
‘StudioOne Xchange’ initiative, which commenced during the
retirement benefits, and employee counselling programmes
year. The Chairman & Members of the Corporate Management among others. As part of our commitment to prevent
Committee interacted with managers from across Divisions in occupational diseases and accidents, the Company enhances
small groups, sharing ITC’s vision, broad strategies and awareness through various initiatives, ensures good ergonomics
inviting suggestions. and safe practices at all ITC workspaces. ITC’s factories and several
Recognition plays an important role in encouraging employees offices have a health centre and resident Doctor. Regular sports
to make discretionary contributions. Various platforms and and recreational activities are organised at all units to promote
forums are available internally to acknowledge exceptional physical wellness amongst employees and their families. In our
performance and desired behaviours. The ‘ReImagine Next’, an endeavour to create awareness and guide employees to a
organisation-wide innovation contest was launched, inviting healthy lifestyle, sessions on stress management and wellness
suggestions from employees about new business models as well plans, preventive healthcare, diet and nutrition, and parenting
as our products and processes. Over 3,100 managers participated, were organised across locations. Businesses are increasingly
generating over 2,000 ideas, of which several are in the pilot deploying initiatives to meet specific life stage needs of
employees by generating awareness and aiding them navigate
stage of evaluation.
these changes. The approach has been holistic, with key pillars
In the pursuit of strengthening its competitive vitality throughout being physical, mental and spiritual wellness. Several
the portfolio of businesses, ITC has made significant interventions under the ‘Wellbeing on the Web’ series covering a
improvements in recent years in building Digital Capacity. The variety of programmes promoting employee welfare have been
current situation has further reinforced the efficacy of the digital conducted round the year.
IX
Several ITC employees have participated in ITC’s Social COVID-19 Response

Investments Programmes in the catchment areas of their
Business Unit. In several ITC Units, employees volunteer their time The COVID-19 pandemic and the consequent lockdown posed a
and skills to help bring meaningful change in the communities formidable challenge to the Company’s operations and the
they live in, which is being enabled through ‘ConnectFor’, an well-being of its employees. Recognising the seriousness of the
online service aggregator that provides touch points with various threat, the Company stands committed to providing best-in-class
non-profit organisations across India. medicare and support to employees and their families. The
Company had put in place stringent safety protocols in the early
Learning and Development stages of the pandemic, and also established Central and Business
Contingency management teams, tasked with developing and
Employee capability building has been a key lever of competitive ensuring risk mitigation measures, employee well-being and
advantage for ITC. It also resonates with the Company’s human
business contingency plans, provision and coordination of
resource philosophy of enabling employees to realise their full
employee support, assistance to local communities and
potential through suitable developmental opportunities. The
coordination with local regulatory authorities and health
Company has a well laid-out Development Planning System
care providers.
anchored on the principle of ensuring equitable opportunity for
all employees to actualise their potential. Critical competencies Extensive communication and training on safety protocols were
aligned to business imperatives, individual development needs carried out, and employees and the extended workforce were
emanating from career conversations and succession planning provided with protective equipment. Extensive IT enablement for
discussions, and the foundational knowledge and skills required a productive ‘work from home’ and relevant internet
across the organisation are combined together to frame the reimbursement policy have been put in place. Office presence was
annual capability building plan. restricted to bare minimum and only under exceptional
ITC focuses on building platform competencies, leadership circumstances. Similarly, elaborate measures have been taken to
development and instilling organisational reputation & pride to ensure employee safety in ITC residential complexes and COVID-19
strengthen our competitive advantage. Detailed learning awareness camps and webinars with doctors organised on an
curricula are designed, delivered through leading global faculty ongoing basis for employees and their family members.
and supplemented with application projects. The curricula are Business units continue to ensure comprehensive compliance with
delivered through a blend of self-paced programmes, instructor all COVID-19 risk mitigation measures and support to employees
led workshops, mentorship and on-the-job training. and families. Apart from the full coverage of medical expenses of
The platform competency programmes include the Business employees and immediate family members, ITC has also extended
Planning Workshops, Business Strategy, Digital Marketing, and a loan facility to employees to support medical treatment of family
Analytics and Data Sciences. The Business Planning Workshop members who may not be otherwise covered under the company
was conducted to equip participants with tools and templates of medical policy. Medical insurance coverage has also been
developing strategy in pursuit of ensuring profitable growth of extended to the company supply chain partners. Additionally, ITC
our businesses. A programme on Value Creation through relevant set-up dedicated COVID-19 care centres, helplines managed by
Corporate Finance Strategies was crafted to enable business company personnel for emergency support such as testing,
leaders develop a holistic understanding of strategies of provision of oxygen concentrators, telemedicine support, home
inorganic growth. A combination of these two interventions, care kits, hospitalisation support and organised dedicated camps
together with a focused and bespoke engagement between the for vaccination of employees, family members, service providers
Division leadership teams and faculty helped strengthen the and supply chain partners, at Company’s expense.
competency of crafting Business Strategy. A two-pronged
The criticality of Vaccination and continuous Sanitisation,
approach was adopted to strengthen the capabilities in
Masking and Social Distancing is being reinforced through
Marketing, specially in the Digital context. The Marketing
frequent communication.
Compass programme was organised to refresh knowledge in
foundational marketing areas such as Insights, Brands, Consumer
Communication, Innovation and Execution. The intervention on
Digital Marketing programme comprised of an extensive online
self-paced programme and immersive instructor led workshops.
These programmes were designed in partnership with globally
renowned agencies and covered a large section of managers in
the Marketing function. Interventions such as the Business
Leadership Programme, were designed and delivered in
collaboration with IIM Bangalore to strengthen the leadership
capabilities amongst managers with high potential for future
Business leadership roles.
Regular induction programmes were organised for various talent
segments to build an appreciation of ITC’s culture, awareness of
various businesses, sources of competitive advantage and synergy,
thereby instilling a sense of pride amongst the participants.
X
Principle 4:
Stakeholder Engagement
a) Materiality – Prioritised consideration of the economic,
environmental and social impacts identified to be
important to the organisation as well as its stakeholders.
b) Completeness – Understanding key concerns of
stakeholders and their expectations.
c) Responsiveness – Responding coherently and
transparently to such issues and concerns.
The Company has put in place systems and procedures to
identify, prioritise and address the needs and concerns of its
stakeholders across businesses and units in a continuous,
consistent and systematic manner. It has implemented
The Board approved Policy on Stakeholder Engagement provides mechanisms to facilitate effective dialogues with all stakeholders
the approach for identifying and engaging with stakeholders that across businesses, identify material concerns and their resolution
include shareholders, consumers, farmers, employees, local in an equitable and transparent manner. These measures have
communities, suppliers, Central and State Governments, helped the Company develop strong relationships, which have
regulatory bodies and the media. stood the test of time.
The Company believes that an effective stakeholder engagement The Company, for its social development projects, organises
process is necessary for achieving its sustainability goal of meetings with the local administration and State Governments to
inclusive growth. Accordingly, it anchors stakeholder seek their participation and involvement. Their expert advice and
engagement on the following principles: counsel are also sought for the planned interventions.
Principle 5:
Human Rights
The Company has Policies on Human Rights which are applicable shared awareness on human rights and decent labour practices
to all its employees and value chains. The said Policies and their till date and the Company will continue to support more such
implementation are directed towards adherence to applicable workshops to strengthen awareness on human rights and
laws and upholding the spirit of human rights, as enshrined in
decent labour practices. Going forward, systems will be put in
existing international standards such as the Universal Declaration
place for coordinated efforts towards continual improvement in
and the Fundamental Human Rights Conventions of the
International Labour Organisation (ILO). The Company continues working conditions.
to work towards strengthening and introducing systems to A Grievance Redressal System to facilitate open and structured
ensure sound implementation of ITC’s Sustainability Policies
discussions is available at all units and locations to ensure that
specifically with respect to Human Rights and decent work place.
grievances related to labour practices and human rights are
The Company has in place a ‘Code of Conduct for Vendors and addressed and resolved in a fair and just manner. The Company
Service Providers’ across Businesses. They have voluntarily
has received 265 grievances under the system, of which 229 have
accepted and adopted the Company’s ‘Code of Conduct for
been resolved and the rest are in the process of resolution. With a
Vendors and Service Providers’, which requires compliance with
applicable laws relating to, inter alia, human rights, view to building awareness and educating employees on the
environmental conservation, and quality of products and Company’s Sustainability Policies including Policies on Human
services. The Company has facilitated training workshops for Rights and ITC’s Code of Conduct, IT enabled programmes
more than 150 supply chain partners to educate, and create continue to be rolled out across Businesses.
XI
Principle 6: Protection and

Restoration of the Environment
The Company is a global exemplar in environmental ITC aims to go beyond the requirements of Plastic Waste
sustainability and takes pride in being carbon positive, water Management Rules, 2016 to ensure that, over the next decade,
positive and solid waste recycling positive since many years. The 100% of packaging is reusable, recyclable or compostable. The
Company has contributed to environmental stewardship by not Company is working towards optimising packaging and reduce
only ensuring efficient use of resources but also by augmenting packaging intensity in a way that it reduces the environmental
precious natural resources. impact arising out of post-consumer packaging waste without
affecting integrity of the product. This is being done in a
The Board approved Policies on ‘Life-cycle Sustainability’, structured manner by optimising design, identifying alternative
‘Environment, Health and Safety’ and ‘Responsible Sourcing’ packaging material with lower environmental impact and
provide the necessary direction towards climate change suitable end-of-life solutions for packaging waste.
mitigation and adaptation efforts as well as natural resource
replenishment initiatives. Such efforts include implementation of Water Stewardship
a low carbon growth strategy across our businesses, integrated The Company has undertaken several water conservations and
soil and water conservation programmes and creation of harvesting initiatives to enhance its positive water footprint.
large-scale sustainable livelihoods amongst the marginalised These include continual improvement in specific water intake,
sections of society. adoption of benchmarked practices and rainwater harvesting
As a signatory of the Paris Climate Treaty, India has committed to both within the Company’s premises and in the catchment areas
of its operations. These initiatives not only lower fresh water
deliver on its nationally determined targets of reducing emission
intake but also maximise groundwater recharge, reduce run-off
intensity by 33-35%, increasing the share of non-fossil-based
and provide precious water to farmers. Most of the Company’s
electricity to 40%, and creating additional carbon sinks of 2.5-3 units have achieved reduction in their specific water intake and
billion tonnes of CO2 by 2030. ITC’s strategic efforts to manage its maximised reuse of treated effluents.
carbon footprint contribute to the above national objectives. ITC
Carrying forward the extensive work on integrated watershed
remains committed to continue reducing its emission intensity,
management, the Company adopted the water stewardship
achieving a 50% share of renewable energy in its total energy mix
approach to achieve water security for its stakeholders within the
and to enhancing its carbon sequestering potential through
defined catchment areas of units located in high water stress
social and farm forestry initiatives. areas. Interventions are based on comprehensive studies of water
The Company publicly reports on its Greenhouse Gas inventory in use at the catchment level, hydro-geological studies and
line with the ISO 14064 Standard, assured at the highest stakeholder engagements. Specific interventions to help improve
‘Reasonable Level’ as per the ISAE 3410 Standard, by a third-party both water usage efficiency and enhance water supply through
assurance provider. holistic run-off management programmes are then implemented
at the catchment level. The Company will progressively cover
Sustainable Solid Waste Management more units under this initiative in the years to come.
The Company has initiated measures across business units to In 2019-20, PSPD Kovai earned a unique distinction of being the
ensure waste minimisation, segregation at source and recycling. only facility in India to be awarded the Alliance for Water
For the past 14 years, the Company has been consistently Stewardship (AWS) Platinum-level certification – the highest
recycling over 98% of solid waste generated by its units and global recognition for water stewardship. It therefore, became the
second facility worldwide to receive the Platinum level
during the year, the recycling level reached 99.8%. In addition,
certification and the only facility worldwide to receive such a
over 79,000 MT of externally sourced post-consumer waste paper
recognition for water stewardship activities carried out at the
was used as raw material during the year, thereby enabling the catchment level.
Company to achieve a positive solid waste recycling footprint.
The Company has developed and implemented models for
Cleaner Production Methods, Use of
sustainable management of post-consumer packaging waste. Energy Efficient and Environment
In 2020-21, ITC through its flagship programmes under Mission Friendly Technologies
Sunehra Kal and ‘Well Being Out of Waste (WOW)’ sustainably The Company is a pioneer in the Green Buildings movement.
managed more than 78,000 tonnes of dry waste. During the year, ITC Windsor’s best practices on carbon management has resulted
the Company also managed more than 31,000 tonnes of in it being credited with the defining distinction of becoming the
post-consumer plastic waste, which is more than double of last first Hotel in the World to be LEED® Zero Carbon certified in
year’s collections despite the pandemic challenges. 2020-21.
XII
In 2004, the ITC Green Centre at Gurugram was awarded the routes including both supply and demand, thereby lowering total
Platinum Green Building rating by USGBC-LEED®, making it the kilometers traversed by ITC’s raw materials and products.
largest Platinum rated building in the world at that point in time. Shipment through rail and sea routes have also helped
ITC Grand Chola, the 600-key super-premium luxury hotel reduce GHG emissions.
complex in Chennai is amongst the world’s largest LEED®
A beginning has also been made towards usage of electric
Platinum certified green hotels. Other large infrastructure
vehicles by ITC's Trade Marketing & Distribution vertical. The
investments, such as the ITC Green Centre at Manesar (LEED®
initiative covers 5 metros and based on the encouraging initial
Platinum certified) and the ITC Green Centre at Bengaluru (LEED®
results, the efforts are proposed to be scaled up.
Platinum certified) continue to demonstrate the Company’s
commitment to green buildings. The data centre at Bengaluru,
Implementation of Environment,
ITC Sankhya, is the first data centre in the world to receive the
LEED® Platinum certification by USGBC. 33 buildings of the
Health & Safety Management
Company have achieved Platinum certification by USGBC/IGBC.
Systems
In pursuit of its EHS Policy commitments, the Company has
The Company has also pioneered the manufacture of Elemental
established management systems certified by accredited
Chlorine Free (ECF) pulp & paper/paperboards in India and taken
agencies in line with international standards like ISO 14001 and
further steps towards cleaner production by introducing ‘Ozone
OHSAS 18001. Contingency plans have been developed and
bleaching’ technology, another first in the country. The Company
implemented to prevent, mitigate and control environmental
continues to invest in reducing air emission levels through
disasters.
adoption of cleaner technologies/fuels, monitoring of
combustion efficiencies and investments in state-of-the-art An integrated sustainability database management system
pollution control equipment, such as plasma filters, electrostatic implemented across the Company ensures monitoring and
precipitators etc. Its units monitor significant air emission reviewing of sustainability performance through defined key
parameters such as Particulate Matter (PM), Nitrogen Oxides performance indicators. Standard operating procedures are in
(NOX) and Sulphur Dioxide (SO2), to ensure compliance with the place to define, collate and support audits of data for ensuring
applicable standards. accuracy and verifiability.
The Company has set up a task force to exploit digital Furthermore, the Company continues to focus on
technologies and Big Data to increase efficiencies and reduce the institutionalising safety as a value-led concept by inculcating a
material intensity of its manufacturing and supply chain sense of ownership at all levels and drive behavioural change
processes. Pilots have commenced and the early results seem towards creation of a cohesive safety culture. Design thinking
promising. This effort is expected to gain significant momentum methodologies have been introduced to reinforce behavioural
in the ensuing years. based safety initiatives which has resulted in significant positive
changes. In 2020-21, 37,514 person-days of training were
Salesforce Automation Solutions on mobiles have been deployed
provided to employees on EHS related matters.
for the frontline field-force, enabling efficiency & sharper
execution capabilities. Sales managers are equipped with digital Detailed advisories have been issued for employees on how to
applications, with AI/ML (Artificial Intelligence & Machine safeguard themselves, their colleagues, associates, and their
Learning) & RPA (Robotic Process Automation) capabilities, families both at the workplace as well as at their homes. In
providing analytical support to drive excellence in execution. addition, operational protocols covering all ITC businesses on
how to minimise infection possibilities at work place as well as in
ITC has developed & implemented digital solutions for online logistics have been issued and implemented across all units. The
ordering & engagement with the retailers, providing a Company’s Employees, Trade Partners, Transporters and their
personalised & omni-channel experience for the trade partners. associates were all trained on these protocols making extensive
Direct-to-home capability has been created in the form of ITC use of online tools. Standard Operating Processes (SOPs) have
e-store, providing rich brand experience & online purchase been reworked to ensure compliance with these protocols and
options to consumers. ITC’s one supply chain project covering checklists have been devised on basis of which businesses verify
ITC’s total network in India has resulted in optimisation of all compliance and provide systemic report backs.
Principle 7:
Responsible Advocacy
The Policy on Responsible Advocacy provides the framework for Associated Chambers of Commerce and Industry of India, and
necessary interface with Government/Regulatory Authorities on various other forums including regional Chambers of Commerce.
matters concerning various sectors in which the Company operates. The Company’s engagement with the relevant authorities is guided
The Company works with apex industry institutions that are
by the values of commitment, integrity, transparency and the need
engaged in policy advocacy, like the Confederation of Indian
Industry, Federation of Indian Chambers of Commerce and Industry, to balance interests of diverse stakeholders.
XIII
Principle 8: Supporting Inclusive Growth

and Equitable Development
ITC’s Strategic Stakeholders demand management, ITC works extensively for promoting
agronomical practices and micro irrigation techniques that save
In the social sector, the two most important stakeholders of water in cultivation and help farmers to improve their net
ITC are: returns. Practices promoted by ITC have been adopted by
 Rural communities with whom the Company’s agri-businesses farmers in 3.02 Lakh acres till date in various crops such as
have forged long and enduring partnerships through crop paddy, wheat, sugarcane, onion, banana and coconut crops.
development and procurement activities; and These practices can potentially save around 208 million cubic
metres in a year as per various studies.
 Communities residing in close proximity to our manufacturing
units, situated in urban and semi-rural locations  Animal Husbandry: 126 Cattle Development Centres,
spread over 16 districts of 4 states, were functional during the
The stakeholder communities primarily face the challenge of
year for rendering animal husbandry services to increase
securing sustainable livelihoods, which is addressed through the
productivity of milch cattle and, thereby, household incomes.
Company’s two-pronged approach:
1.08 Lakh artificial inseminations were conducted leading to live
Horizon 1: Making today’s dominant source(s) of livelihoods births of around 0.41 Lakh high yielding progenies.
sustainable; and
 Improved Agricultural Practices: This initiative attempts
Horizon 2: Creating capabilities for wealth generation and to de-risk farmers from erratic weather events through the
employment for tomorrow. promotion of climate smart agriculture in order to stabilise farm
The two horizon strategy has necessitated an integrated incomes. During 2020-21, 8.81 Lakh acres of area was covered
approach to development involving several interventions which under sustainable agricultural practices. 5,969 Farmer Field
are summarised below. All programmes are implemented Schools (FFS) and 2,253 Choupal Pradarshan Khets (CPKs)
through a mix of national and grass-root level Programme disseminated advanced agri-practices to farmers. 401 Agri
Implementation Agencies (PIAs). Business Centres (ABCs) delivered extension services, arranged
agri-credit linkages and established collective input procurement
Performance 2020-21 and agricultural equipment on hire.
Coverage ITC’s partnership with NITI Aayog is spread over 27 aspirational
The projects promoted under the Social Investments Programme districts of 8 states (Assam, Bihar, Jharkhand, Rajasthan, Madhya
were spread over 216 districts of 25 States/Union Territories. Pradesh, Maharashtra, Odisha and Uttar Pradesh). During the
year, 3.8 Lakh farmers were brought onto digital training
Interventions
platforms by forming 4,836 WhatsApp groups in around 5,000
Horizon 1 - Making Today’s Livelihoods Sustainable villages. The total number of farmers trained to date in five
 Social Forestry (SF): Targeted at small and marginal seasons, since 2018, is 25 Lakhs. Data from Farmer Field Schools
farmers, the SF programme is designed to provide food, fuel and for two major crops – Paddy and Soyabean cultivated during
fodder security through plantations to small holder farmers. In Kharif 2020, highlights over 55% improvement in net income for
2020-21, the programme greened 30,439 acres (cumulative both the crops.
3,94,678 acres) in 17 districts of 8 States. Out of this, the area
under agro-forestry and bund plantation was 21,485 acres.
Including the Farm Forestry programme of the Paper Business,
the total area greened is over 8.76 Lakh acres till March, 2021.
 Water Stewardship: The objective is to achieve (i) water
security at the watershed level in factory catchments to achieve
positive water balance; and (ii) drought proofing of
agri-catchments to minimise risks to agricultural livelihoods
arising from drought and moisture stress. Implemented in 38
districts of 14 states, 97,549 acres (cumulative 12,31,251 acres) of
watershed area was covered in 2020-21. 3,006 water harvesting
structures (cumulative 21,991) were constructed during the year,
creating 3.95 million cubic metres of fresh Rain Water Harvesting
(RWH) potential in the year taking the total net RWH potential
created by ITC till date to 41.95 million cubic metres. As part of
XIV
 Women’s Economic Empowerment: This initiative on awareness campaigns to create demand and drive
provided a range of gainful employment opportunities to poor behavioural change.
women supported with capacity building and financial Swasth India Mission drove a range of initiatives to aid and enable
assistance by way of loans and grants. To date, 29,184 ultra-poor the war against COVID-19:
women in the core catchments have access to sustainable
sources of income through on-farm and non-farm livelihood  Foot pedal operated hand sanitiser dispensers along with
options. The financial literacy and inclusion project, in partnership sanitiser liquid were installed in over 850 schools and 1,200 other
with Madhya Pradesh State Rural Livelihood Mission (MPSRLM) places of public congregation
and CRISIL Foundation, was operational in 26 districts during the  Health & hygiene products, such as hand sanitisers and
year. The programme covered more than 74,000 SHGs and disinfectants, were distributed to over 1.65 Lakh doctors in over
7.67 Lakh women cumulatively across 4,384 villages. 3,600 hospitals across the country
Over 4.18 Lakh women of those trained have been linked to
 To support hygiene management during the Kumbh Festival,
Government social security schemes. over 600 hand wash stations and over 135 hand sanitising
Horizon 2 - Creating Future Capabilities stations were installed and are being filled on a continuous basis
 Education: This programme provides children from weaker  The "Mask hai Mazaak Nahin" campaign to encourage and
sections access to education with focus on improved learning instill mask etiquette, had a cumulative digital reach of 60 million
outcomes. Operational in 26 districts of 13 states, during the year,  The "no hand unwashed" campaign on the importance of
the programme covered 0.33 Lakh children (cumulative continued hand washing as a means to stay safe, was deployed
8.08 Lakh), while 263 Government primary schools and in partnership with the "Mouth & Foot Painters Association
anganwadis were provided infrastructure support. (MFPA)". The campaign had a cumulative digital reach of
 Vocational Training: This programme provides training in 370 million
market linked skills to youth to enable them to compete in the  Nearly 2.2 Lakh beneficiaries, comprising women, adolescents
job market. 12,470 (cumulative 93,980) youth were enrolled and children, were covered under Mother and Child Health
under different courses during the year of whom 40% were initiative. It aims to improve their health-nutrition status by
female and 32% belonged to the SC/ST communities. strengthening institutional capacity, promoting greater
In addition, since the inception of ITC Culinary Skills Training convergence with existing Government schemes and increased
Centre in Madhya Pradesh in 2014, 11 batches have successfully access to basic services on maternal, child, and adolescent health,
completed the six-month programme wherein cooking skills are nutrition and child protection
imparted to the unskilled and under-privileged youth of the Additionally, 430 women Village Health Champions (VHCs)
region. Currently 9 trainees are enrolled in the vocational skills covered nearly 1.2 Lakh women, adolescent girls and school
programme, which commenced in March 2021. children on aspects like sanitation, menstrual and personal
 Sanitation & Health: 640 (cumulative 38,153) Individual hygiene, family planning, and nutrition in seven districts of Uttar
Household Toilets (IHHTs) were constructed in 28 districts of Pradesh and three districts of Madhya Pradesh.
15 states towards making catchments open defecation free. In To make hygienic and potable water available to local
addition, 23 community toilets were constructed/renovated in communities, 6 new Reverse Osmosis (RO) water purification
West Bengal and Tamil Nadu in the year (cumulative 104). Along plants (cumulative 148) were set up in Andhra Pradesh in
with sanitation infrastructure development, equal focus was given 2020-21.
XV
Solid Waste Management (SWM): ITC’s waste recycling and 7,300 MT of dry waste recycled, and 18% of the total waste
programme, ‘Well Being Out of Waste (WOW)’, helps in the was sent to landfills.
creation of a clean and green environment and promotes Partnerships
sustainable livelihoods for waste collectors. During the year, the
programme continued to be executed in Bengaluru, Mysuru, ITC enters into Public Private Partnerships (PPPs), with
Hyderabad, major towns of Telangana, Coimbatore, Chennai, Governments to enable rapid scale-up of programmes that have
been piloted and tested in ITC’s project locations. Till date, ITC has
Tirupur, Cochin, Muzaffarpur, Delhi and major districts of Andhra
entered into 83 Public Private Partnerships with several state
Pradesh. The quantum of dry waste collected during the year was
Governments and NABARD across thematic areas including Water
about 70,900 MT from 1,067 wards. The programme has covered
Stewardship, Agriculture, Bio-Diversity, Solid Waste Management,
over 38.26 Lakh households, 52 Lakh school children and around
Women Empowerment, Vocational Training and Education. Of
2,040 corporates since its inception. It creates sustainable
the total, several are multi-district PPPs and 6 impact the whole
livelihood for over 16,900 waste collectors by facilitating an
state. A total of six PPPs were signed in 2020-21.
effective collection system in collaboration with municipal
corporations. The intervention has also created over 140 social Over and above these PPPs, ITC has entered into technical and
entrepreneurs who are involved in maximising value capture knowledge partnerships with National and International
from the dry waste collected. Organisations including CGIAR for Climate Smart Villages,
International Union for Conservation of Nature (IUCN) for revival
In addition to WOW, ITC’s Solid Waste Management (SWM) of key eco-system services provided by nature through
programme deals with both wet and dry waste. It is spread over biodiversity conservation measures, International Water
17 districts of 11 states, covering 7.31 Lakh households and Management Institute (IWMI) to develop templates for drought
collected 41,645 MT of waste during the year. This programme proofing agricultural catchments and achieving unit water
focuses on minimising waste to landfill by managing waste at security in factory catchments, and with Tamil Nadu Agricultural
source. Home composting was practiced by over 95,000 University and Vasant Dada Sugar Institute for water use
households. In 2020-21, 26,916 MT of wet waste was composted efficiency in banana and sugarcane crops.
Principle 9: Providing Value to

Customers and Consumers
As an organisation which upholds and makes significant efforts to efforts to educate customers on responsible usage of its
ensure good governance, the Company complies with all relevant products and services.
laws of the land. The Company’s uncompromising commitment In addition, the Company’s businesses have a dedicated
to providing world-class products and services to customers is consumer response cell to respond to customer queries and
supported by its concern for the safety of its customers/ receive feedback on products so as to be able to continuously
consumers. The Company’s overall approach on this vital aspect is improve upon its products and services.
guided by its Policy on ‘Product Responsibility’.
Product Responsibility
The Company is committed to providing products and services
that offer best-in-class quality and user experience. With a
continually growing portfolio of businesses that use agri/farm
products, the Company endeavours to use sustainably sourced
ingredients. The Company adopts stringent hygiene standards,
benchmarked manufacturing practices and robust quality
assurance systems for its products, and the declared product
shelf-life is determined based on independently validated studies.
Marketing Communication
All businesses of the Company comply with the regulations and Responsiveness to Customers
relevant voluntary codes concerning marketing communications, A well-established system is in place for dealing with customer
including advertising, promotion and sponsorship. The feedback. Consumers are provided multiple options to connect
Company’s communications are aimed at enabling customers to with the Company through email, telephone, website, social
make informed purchase decisions. The Company also makes media, feedback forms, etc.
XVI
REPORT AND ACCOUNTS 2021 Business Update
ITC Infotech
2020: A year of disruption, resilience and transformation

The year 2020 was overshadowed by the widespread impact on understand the business impact and key priorities of clients and
human health and economic activity caused by the COVID-19 the feedback received was used to design and develop offerings
global pandemic. During these challenging times, ITC Infotech that were more closely aligned to the clients’ priorities during
focused on seamless delivery for its clients, while ensuring the these challenging times. ITC Infotech’s clients were appreciative
continued well-being and safety of its employees, and driving of the Company’s proactive and transparent communication,
operational excellence for predictable growth, in line with the which got manifested by an industry leading Customer
company’s strategic tenets of Client Centricity, Employee Satisfaction Score (CSAT) that the Company secured in an
independently conducted survey.
Centricity & Operational Excellence.
ITC Infotech delivered industry leading profitable growth in Investments in differentiated capabilities
FY20-21, driven by focused execution of the Company’s strategy, to enable business outcomes for clients:
anchored around delivering business-friendly technology The Company continued to invest in strengthening its
solutions backed by differentiated capabilities to clients in select differentiated capabilities, including horizontal offerings such as
industry verticals. Automation and Digital Workplace, and industry vertical specific
offerings such as Product Lifecycle Management (PLM),
CLIENT CENTRICITY: Manufacturing Execution Systems (MES), Digital Factory,
Close collaboration in the times of Intelligent Planning and Digital Banking.
social distancing As a fully owned subsidiary of ITC Limited, the Company also
At the onset of the pandemic, ITC Infotech collaborated with synergistically leveraged deep domain expertise through
clients with a focus on helping them navigate the pandemic with multiple engagements with various ITC businesses to develop
minimal disruption. The Company conducted a survey to sharply differentiated offerings.
Business Update REPORT AND ACCOUNTS 2021
Leading independent analyst and advisory firms have recognised The Company rolled out multiple innovative initiatives, including
the Company’s differentiated capabilities across multiple a ‘Mobile IT Support Team’ and ‘Virtual Onboarding’, to help
benchmarking reports published during the year. employees throughout the year.
Supporting a larger ecosystem: During the year, A mobile-first approach to stay connected
the Company supported an interdisciplinary team of researchers with employees: A mobile app was introduced to
from Johns Hopkins University for an App developed as part of provide a comprehensive repository of guidelines as employees
the University's COVID-19 Control Study. The project team from worked remotely. Through this app, ITC Infotech’s employees
Johns Hopkins worked with ITC Infotech's Digital Experience (DX) globally could also raise and track alerts and connect with
team to further enhance the user interface and user experience various department-wise contacts for any assistance.
(UI/UX) of the COVID-19 Control Data Collection App.
OPERATIONS EXCELLENCE:
EMPLOYEE CENTRICITY: Setting the foundation for
Employee well-being core to the predictable growth
Company’s COVID-19 response
Approximately 95% of the Company’s work force continued to COVID-19 Business Continuity Planning
stay productive in a secure ‘work from home’ mode all through (BCP) Cockpit solution: To ensure productivity and
FY20-21. disruption-free delivery to its clients, ITC Infotech built a
This distributed workforce was supported by a round the clock “COVID-19 BCP Cockpit” solution. NASSCOM - the leading Indian
employee helpdesk, enabled through a toll free 1800 number, to IT BPM industry body, recognised this solution as “an innovative
help employees raise and resolve any issues quickly. Multiple cloud-based COVID-19 BCP Cockpit solution for real-time
robust channels of communication, including daily bulletins decision making and one of the best practices in this space”.
through “Info Wire” mailers, ensuring employees were updated The profitable and predictable growth delivered by ITC Infotech
on the latest developments. The Company also introduced “Rapid in FY20-21 signals a steady turnaround for the Company. The
Response Leaders” (RRLs) as an additional channel of Company will focus on executing its strategic tenets to continue
communication and support for employees to seek assistance. delivering industry leading profitable and predictable growth.
REPORT AND ACCOUNTS 2021 Creating Enduring Institutions
CII-ITC Centre of Excellence

for Sustainable Development
The ‘CII–ITC Centre of Excellence for Sustainable Development’, WWF-India, supported by WRAP, UK have initiated work in this
established by ITC in 2006 in collaboration with the area including stakeholder mapping, content creation and
Confederation of Indian Industry (CII), continues to focus on documentation. The Centre also provided key inputs in the
promoting sustainable business practices amongst Indian development of the guideline document on the unified
enterprises. An Advisory Council, which includes members from framework for EPR (under the Plastic Waste Management Rules
the industry, civil society and institutions, provides strategic 2016) by the MoEFCC through its “Draft National Framework on
direction to the Centre. EPR”. Sessions and webinars were also organised on topics such
The 15th Sustainability Summit- Action Agenda for the Next as Circular Plastics Economy Strategy for India, an Un-Plastic
Decade - was held on 8th-10th September, 2020, virtually, and World, and Inclusive and Green Transformation of Manufacturing
was attended by 700 participants. Eminent national and Sector in India.
international leaders, including Shri Piyush Goyal, Minister of
The India Business and Biodiversity Initiative (IBBI) organised a
Railways & Commerce and Industry, Shri Prakash Javadekar,
Union Minister of Environment, Forest, Climate Change, and session on “Working in Harmony with Nature” on the
Shri Suresh Prabhu, India’s Sherpa to the G20, were some of the International Day for Biological Diversity to showcase different
speakers at the Summit. measures taken by IBBI members to adopt nature-based
solutions. An Indian business position paper was also prepared
The 15th CII-ITC Sustainability Awards were presented to 22
by IBBI, based on a roadmap for biodiversity conservation, and
companies who demonstrated Excellence in Sustainable
recommendations were made for inclusion of specific
Business by Shri Anurag Thakur, Minister of State for Corporate
biodiversity quantifying metrics for monitoring and measuring
Affairs and Finance in a virtual ceremony on 18th December
2020. The other prestigious award instituted by the Centre on performance.
climate action started with the self-assessment stage of 36 large The Centre promoted capacity building in sustainability through
companies and 154 MSMEs who had enrolled. The winners were a range of training and consulting assignments on topics
recognised at “CAP2.0 Degrees Recognition” on 17th March 2021. including Waste Management Rules and Compliance, CSR Rules
The Centre has several initiatives on the sustainable use and and Impact Measurement, Sustainability Reporting, Integrated
management of plastics. The Un-Plastic Collective is a Reporting, GRI Reporting, Internal Auditors Training on Safety,
collaborative business-led initiative to transform the plastics Health & Environment, Human Rights and Biodiversity
packaging value chain from linear to circular. The Centre and Assessment & Carbon Sequestration.
ITC Sangeet
Research Academy
ITC Sangeet Research Academy (ITC-SRA), created in 1977 as an Pandit Partha Chatterjee, Pandit Uday Bhawalkar, Vidushi Subhra
independent Public Charitable Trust, is an embodiment of ITC’s Guha and Shri Omkar Dadarkar. The focus of the Academy
sustained commitment to a priceless national heritage. The remains nurturing of exceptionally gifted students, carefully
Company’s pledge towards ensuring enduring excellence in hand-picked from across India. ITC-SRA provides its scholars with
Classical Music education continues to drive ITC-SRA in a stipend, along with free tuition, boarding and lodging within
furthering its objective of preserving and propagating its campus and in other designated locations under the tutelage
Hindustani Classical Music through this modern Gurukul-based of the country’s most distinguished musicians. The Academy’s
on the traditional ‘Guru-Shishya Parampara’. physical classes could not be held due to the pandemic and
related Government directives for most of the financial year
The Academy, through its eminent Gurus, imparts intensive 2020-21. The Gurus however held classes online. The objective
training and quality education in Hindustani classical music to its of ITC-SRA is to create the next generation of masters of
scholars. The present Gurus of the Academy are Padma Bhushan Hindustani Classical Music for the continued propagation of a
Pandit Ajoy Chakrabarty, Padma Shri Pandit Ulhas Kashalkar, precious legacy.
Awards & Accolades REPORT AND ACCOUNTS 2021
Major Awards 2020-21

 ITC was conferred the ‘Best Governed Company’ Award in Marketing and Distribution (TM&D) was registered by the
the Listed Segment: Large category by the ICSI at the 20th Guinness World Records for the ‘Most Viewers for a Retail
ICSI National Awards for Excellence in Corporate Management Livestream on a Bespoke Platform’
Governance 2020  ITC's Agri Business received the Global Good Agricultural
 ITC won the First prize in seven categories at the Public Practices (GAP) certification, an internationally
Relations Society of India (PRSI) National Awards 2020 acknowledged farm assurance programme, for its efforts in
 ITC’s Paperboards & Specialty Papers Division (PSPD) was implementing sustainable agricultural practices with chilli
presented the “Most Innovative Environmental Project” farmers in the states of Andhra Pradesh, Karnataka and
Award under Product Responsibility Management Telangana
category at the 7th CII Environmental Best Practices Award  ITC’s India Tobacco Division received CII National HR
2020 organised by CII - Green Business Centre Excellence Award for ‘Significant Achievement in HR
Excellence’
 ITC’s Communications campaign on Well Being Out of Waste
(WOW) was adjudged as one of the best global  The ‘Savlon Healthy Hands Chalk Sticks’ campaign by
communication campaigns at the Global SABRE Awards 2020 ITC’s Personal Care Products Business Division (PCPBD)
was featured in the Cannes Lions “Iconic Work of the Decade”
 ITC received the ‘Gold Award’ for the sustainable paper
value chain and CSR initiatives in Bhadrachalam in the  ITC’s Hotel Division won the First prize at the Travel+
‘Media PR engagements’ category at the SABRE South Asian Leisure India’s Best Awards 2020
Awards 2020  ITC’s Hotel Division received Six Awards at the Conde Nast
 ITC won 2 ‘Gold Awards’ at the Fulcrum Awards 2020 under Traveller Readers’ Travel Awards 2020
the Best Manufacturing Sector Campaign category and  ITC’s PSPD Bhadrachalam unit received “GreenCo Platinum+”
under the Best Regional Campaign category rating by the Confederation of Indian Industry (CII) - Green
 ITC’s Foods Division received Two Effie Awards in the Business Centre for its Environmental Stewardship
‘Integrated Marketing Campaign’ and ‘Foods’ Categories  ITC’s Units at Munger and Bengaluru received ‘IGBC
(Silver Awards – highest honours) for Aashirvaad Atta’s Performance Challenge 2020’ for Green Built Environment -
‘Tarun’s Tiffin’ advertisement campaign Excellence Award’ at the Green Building Congress 2020
 The virtual summit on ‘Digital Enablement for Kirana  ITD Kidderpore unit received ‘IGBC Platinum’ Rating 2020
Outlets’ organised by ITC’s Foods Division and Trade from the Indian Green Building Council
Major Awards Over the Years

 Mr Sanjiv Puri, Chairman & Managing Director, was ranked one  ITC Limited became the 1st company to win the India
of India's Most Valuable CEOs by BW Businessworld (2019) Today Safaigiri Corporate Trailblazer Award 2016
 Mr Sanjiv Puri, Chairman & Managing Director, was  ITC's Sankhya Data Centre, Bengaluru became the first data
honoured with the 'Distinguished Alumnus Award of the centre in the world to get LEED® Platinum Certification
Year 2018' conferred by IIT, Kanpur in recognition of his from the US Green Building Council (2016)
achievements of exceptional merit (2018)  ITC's Paperboards and Specialty Papers units at
 ITC's Kovai unit received the Platinum-level certification, Bhadrachalam, Bollaram, Kovai and Tribeni are FSC Chain of
the highest recognition for water stewardship in the world, Custody certified (2015)
based on international benchmarks, from the Alliance for  ITC was ranked 'India's Most Admired Company' in a
Water Stewardship, Scotland (2019) survey conducted by Fortune India magazine and
 ITC has won the prestigious Porter Prize 2017 for 'Excellence in Hay Group (2014)
Corporate Governance and Integration' and for its exemplary  ITC was presented the World Business and Development
contribution in 'Creating Shared Value' (2017) Award at the Rio+20 UN Summit for its Social and Farm
 ITC won the 'Best Practices Award' from United Nations Forestry Initiative (2012)
Global Compact Network India for two major game-changing  ITC was the 1st Indian Company and 2nd in the world to
initiatives of the Company – Integrated Watershed win the Development Gateway Award for its trailblazing
Development and Social & Farm Forestry (2017) e-Choupal initiative (2005)
For other awards and accolades, please refer to www.itcportal.com
ITC: Transforming Lives
and Landscapes
Combating COVID-19: Contributing to National Efforts ITC e-Choupal & Sustainable Afforestation
 Importing oxygen generators, containers and concentrators to ease supply Agriculture  Over 8,76,000 acres greened
 Supporting setting up of temporary medical facilities  Generating about 160 million
 Empowering 4 million farmers
 Income generation through rural engagements and schemes under MGNREGA
 Increasing productivity and person-days of employment
 Online training for farmers and government personnel
farmer incomes
 In-kind relief support across India
 PPE Kits and masks for hospital staff
Watershed Development Women Empowerment Primary Education Skilling and

 Over 12,31,000 acres covered  Over 77,000 poor women  Reaching over Vocational Training
benefitted 8,08,000 children  Helping over 90,000 youth
become more employable
Health & Sanitation Pioneer of green building Responsible Luxury Solid Waste Management
movement in India
 Over 38,000 toilets built  ITC Hotels: Trailblazer in  Well Being Out of Waste
 33 Platinum-rated green Responsible Luxury and (WOW) programme covers
buildings Green Hoteliering over 1.5 crore citizens
ITC is the only enterprise in the world of comparable dimensions to be Carbon Positive,
Water Positive and Solid Waste Recycling Positive.
ITC’s business and value chains support over 6 million sustainable livelihoods.

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Nation First: Sab Saath Badhein

REPORT AND ACCOUNTS 2021

Report on Corporate Governance (including Shareholder Information) 10

Report of the Board of Directors & Management Discussion and Analysis 36

Secretarial Auditor’s Report 144

CEO and CFO Compliance Certificate 145

Standalone Financial Statements

Balance Sheet 146

Statement of Profit and Loss 147

Statement of changes in equity 148

Cash Flow Statement 150

Notes to the Financial Statements 152

Independent Auditor’s Report 220

Guide to Subsidiaries, Joint Ventures & Associates 230

Consolidated Financial Statements 237

Ten Years at a Glance 328

Business Responsibility Report I-XVI

Business Update: lTC lnfotech

Creating Enduring Institutions

Awards & Accolades

ITC: The Next Horizon

ITC: Creating Enduring Value

Agriculture Manufacturing Services

ITC Agri Business Making in India ITC Hotels

ITC Life Sciences ITC’s Winning Brands

 Creating Intellectual  ITC’s brands create,

Contributing to National Priorities and ‘Atmanirbhar Bharat’

ITC: An Exemplar in Triple

Gross Sales Value*

Livestock Solid Waste

150 million Women

‘AA’ rating Health &

ITC’s Multiple Drivers of Growth

FMCG: One of the fastest Agri Business:

ITC Infotech: Delivering

ITC’s World-class Indian Brands

Fiama is Mangaldeep Engage is

Combating COVID-19: Contributing

ITC set up a `215 crores

Importing 24 cryogenic oxygen containers, 1200 concentrators and 22 generators

Supporting setting up of Bhadrachalam unit supplying oxygen

In-kind relief support in 29 States Vaccination planned for communities

Select Welcomhotels offered PPE kits and masks provided

Building ‘Smart’ Businesses

Strategic Impact Areas

Consumer Supply Chain & Insights Employee

Digital-First Culture, DigiNext/ Young Digital Leaders Forum

Integrated Real Time Operations Execution Platform

Enhanced Shopper Experience Continuous Tracking & Feedback

ITC Sixth Sense  Direct-to-Consumer channel operational Moment Marketing

 Strong partner ecosystem with consumers Consumer Data Hub

Distribution Excellence through

Retail Digitisation Digital Consumer Connect

Digitally Empowered Empowering Employees

WD All Category Dashboard

ITC e-Choupal 4.0: Catalysing

Sanchalaks Plug & Play Platform

FPOs Digital Forums

Call Center Online Marketplace

Hyperlocal, yet Scalable Model