For NR Group, business growth and social impact are not separate priorities. They are increasingly being integrated into the way the organisation manufactures, builds supply chains and engages with communities. In this interview with Arjun Ranga, Managing Director, NR Group, we explore how the company’s purpose-led approach is creating livelihood opportunities while strengthening rural economies and building a more responsible manufacturing ecosystem.

From decentralised production and women-led livelihoods to the Gadchiroli Agarbatti Project and the Assam bamboo ecosystem, NR Group’s model demonstrates how business capabilities can be aligned with local needs to create economic opportunities closer to communities. The organisation’s work has also extended to environmental responsibility, including its journey towards carbon-neutral manufacturing, resource efficiency, responsible sourcing and waste reduction.

The conversation also looks at the role of technology, collaborations and innovation in scaling these efforts, as well as NR Group’s priorities for the next five years across sustainable manufacturing, distributed livelihoods, conservation and responsible growth.

At its core, the interview examines a larger question: What happens when purpose is embedded in the business model itself? Arjun Ranga shares his perspective on how commercially viable models can create lasting value for businesses, communities and the environment.

Read the full interview below. 

Q. How has Cycle Pure Agarbathi's purpose-led manufacturing model contributed to  strengthening rural livelihoods and local economies? 

A. Cycle Pure Agarbathi’s purpose-led manufacturing model has played an important role in  strengthening rural livelihoods by making social impact an integral part of its supply chain.  Through decentralised production centres and partnerships with local communities, the  company provides employment, training, raw materials and market access, creating  opportunities particularly for women to participate in and manage production activities  closer to their homes. More than 25,000 families are today part of this initiative,  benefiting from the livelihood opportunities created through this ecosystem. This has helped  supplement household incomes, build skills, encourage women-led entrepreneurship and  create more sustainable sources of income for rural communities. 

The Gadchiroli Agarbatti Project is a strong example of this purpose-led approach at scale.  The project has created livelihoods for more than 1,100 people, around 90% of them  women, through 32 production centres. It has also contributed to reducing migration,  developing skills and enhancing the economic independence of tribal women. Beyond direct  employment, the initiative supports local procurement and allied economic activities,  allowing the benefits of manufacturing to reach a wider section of the community. Through  this model, Cycle Pure Agarbathi demonstrates how manufacturing can become a catalyst  for inclusive development—strengthening local economies while creating opportunities for  families and building more resilient rural communities. 

Q. What strategies have enabled the large-scale participation of women in your  manufacturing ecosystem? 

A. We realised early that women in rural India had the skills required for agarbatti  manufacturing, but the conventional factory model was not always suited to their  circumstances. Rather than asking women to leave their communities, we took the work to  them. 

We supplied raw materials and created an outsourcing model where women could work  from their homes or local units. As the business evolved, we introduced machinery and  technical support, allowing them to increase productivity and take on greater responsibility. 

Technology has been an important enabler in this transition. Today, women constitute more  than 80% of our workforce, and we continue to be inspired and empowered by their  contribution. Technology has also strengthened transparency and quality, with every  product manufactured being traceable, ensuring accountability and consistency across the  value chain.

Q. How do you ensure business growth and social impact remain equally important? 

A. For us, business growth and social impact are not separate priorities; they are closely  connected. We believe sustainable growth comes from creating value for our consumers,  employees, business partners and communities alike. Our purpose-led manufacturing model  creates livelihood opportunities, particularly for women, while technology, traceability and  responsible sourcing help us maintain quality and efficiency. Our engagement with rural  women has always been part of the manufacturing ecosystem itself, rather than something  added later as philanthropy. The same applies to sustainability like responsible sourcing,  reducing waste, improving energy efficiency and building a resilient supply chain are not  only good for the environment but also sound business decisions. 

Today, Cycle is present in more than 75 countries, and NR Group has grown into a diversified  organisation spanning fragrances, air care, defence, healthcare and other businesses. At this  scale, sustainability cannot depend on isolated initiatives; it has to be embedded into the way  we operate. Whether it is creating livelihoods, promoting inclusion through initiatives such  as the Ranga Rao Memorial School for Differently Abled, or adopting responsible  manufacturing practices, our focus is to ensure that business growth creates lasting value  for society. 

Q. What does sustainability mean for NR Group beyond environmental  responsibility? 

A. For NR Group, sustainability goes beyond environmental responsibility; it is about creating  long-term value for people, communities and the business. It means creating sustainable  livelihoods, empowering women, investing in skills and education, supporting inclusion and  ensuring that the communities connected to our business can grow alongside us. Initiatives  such as our rural manufacturing ecosystem and the Ranga Rao Memorial School for  Differently Abled reflect this broader commitment to social sustainability. 

It also means building a business that remains resilient and responsible for the future.  Responsible sourcing, reducing waste, improving energy efficiency, ensuring traceability  and strengthening our supply chain are all part of this approach. As NR Group continues to  grow and diversify, our aim is to ensure that economic growth, social inclusion and  environmental responsibility move together, creating lasting value for all our stakeholders. 

Q. What were the biggest challenges in becoming the world's first certified Zero  Carbon manufacturer? 

A. The biggest challenge was making carbon neutrality a part of our manufacturing system  rather than treating it as a one-time certification exercise. It required us to measure  emissions across our operations, identify areas where we could reduce energy consumption  and waste, improve processes, and adopt cleaner and more efficient practices while 

maintaining the quality and scale of production. Achieving this across a large manufacturing  ecosystem required significant investment, discipline and continuous monitoring. 

The other challenge was ensuring that sustainability remained aligned with business  realities. We had to demonstrate that responsible manufacturing could work at scale without  compromising efficiency, product quality or competitiveness. Becoming the world’s first  certified Zero Carbon manufacturer was therefore not just about achieving a certification; it  was about building a culture where every function and every employee understood their role  in reducing our environmental impact. Our continued commitment over the years has helped  make carbon responsibility an integral part of how we manufacture and grow. 

Q. How have collaborations helped expand your sustainability and livelihood  initiatives? 

A. The Assam Agarbathi Project is a strong example. In July 2020, we partnered with the  Government of Assam and the State Bamboo Development Agency to develop a dedicated  bamboo ecosystem for agarbathi manufacturing. We initially identified 26 local  entrepreneurs and worked towards a cluster-based model covering plantation,  transportation, processing, value addition and eventually the sale of bamboo sticks. The  objective was to localise the supply chain while creating organised cultivation, processing  capability, entrepreneurship and market access. 

The Gadchiroli Agarbathi Project is another example of how collaboration can create  meaningful livelihood opportunities. Through our partnership with local stakeholders, the  project has created livelihoods for more than 1,100 people, around 90% of them women,  through 32 production centres. It has also contributed to skill development, reduced  migration and greater economic independence among tribal women. 

Our collaborations also extend to conservation. Through the Tiger Cup, Cycle has supported  recognition of forest guards and watchers protecting India’s forests and wildlife. In the 2024  edition, four forest staff members from Karnataka, Kerala and Tamil Nadu were each  awarded ₹1 lakh for their contribution. The initiatives may be different, but the philosophy  is the same: use what we are good at as a business to strengthen the ecosystems and  communities around us. 

Q. Which initiative best demonstrates long-term community transformation?

A. Beyond the numbers, the real impact is visible in how people’s lives and livelihoods evolve.  We have seen women start with one machine and gradually expand to eight machines,  creating employment for nine other women. That progression is meaningful because the  individual is not simply earning an income; she is building an enterprise, creating  opportunities for others and contributing to the local economy. Through our cluster model,  we provide machinery, raw materials, skills and market access, enabling communities to  build their own economic momentum. 

This philosophy also extends to the work of the NR Foundation, which focuses on creating  opportunities in areas such as education, healthcare, inclusion and community development.  Alongside initiatives such as the Assam bamboo project and the Gadchiroli Agarbatti Project,  these efforts demonstrate that long-term transformation happens when communities are  given the capabilities, resources and opportunities to become self-reliant. For us, the real  measure of impact is not just the number of people reached, but the number of lives that  become more secure and empowered over time. 

Q. How are you preparing NR Group for responsible manufacturing? 

A. Our priority is to build a manufacturing ecosystem that is globally competitive while being  responsible, efficient and sustainable. We have evolved from a cottage-industry model into  a large manufacturing organisation with a global presence, and this requires continuous  investment in technology, quality systems, professional management and innovation. 

We are working towards Six Sigma levels and zero-defect manufacturing, while workplace  safety remains a key priority, reflected in our ISO 45001 certification. Our in-house fragrance  research laboratory also enables us to develop and standardise fragrances. The next phase  is about bringing technology, quality, sustainability and people together to make our  manufacturing processes more efficient, transparent, safe and responsible. 

Q. What are your priorities for the next five years? 

A. Over the next five years, our focus will be on responsible sourcing and manufacturing,  distributed livelihoods, innovation and conservation. We want to continue reducing our  environmental footprint, improve resource efficiency and move towards more sustainable  materials and packaging, while using technology to make our manufacturing processes more  efficient and transparent. 

At the same time, we want to expand distributed livelihood models that enable productive  micro-enterprises closer to where people live, creating sustainable economic opportunities  for communities. Our work with forest departments and initiatives such as the Tiger Cup  have also reinforced the importance of protecting the ecosystems that sustain us. Ultimately,  our priority is to build models that are economically viable, environmentally responsible and  socially inclusive, so that growth remains sustainable for the long term.

Q. What message would you share with businesses seeking commercial success  alongside social impact? 

A. Businesses should begin by looking at what they are uniquely capable of doing to solve a real  problem. For us, it was a natural intersection. We were an agarbathi manufacturer that  needed a reliable manufacturing ecosystem, while rural women had the skills and needed  flexible income opportunities. Similarly, Assam had bamboo, we had a requirement for  bamboo sticks, and local entrepreneurs could participate in the value chain. 

Our carbon-neutral journey came from asking how a manufacturing company could reduce  its environmental impact, while our work with forest guards came from recognising the  people protecting our natural ecosystems. Ultimately, I believe purpose works best when it  is connected to what a business does. When social impact is integrated into the business  model rather than treated as a separate activity, it can create lasting value for both the  business and society.