ON“BENCHMARKING ON HR PRACTICES

& POLICIES”

Submitted in the Partial Fulfillment of PGDBM

Submitted By:UDIT KAMTHANIA

ACADEMIC SESSION 2005-07

Under the guidance of:

External supervisor

Mr. Devendra GuptaRegional Manager HR,DABUR India Limited

Internal Supervisor

Prof. Poonam MalikIMS Ghaziabad

INSTITUTE OF MANAGEMENT STUDIES, GHAZIABAD

DECLARATION

I, Udit Kamthania student of Institute Of

Management Studies Ghaziabad MBA (2005-

2007) batch, hereby submitting my summer

project on the topic.

“BENCHMARKING ON HR PRACTICES

& POLICIES.”

Udit Kamthania Roll No. Enrollment No.

ACKNOWLEDGEMENT

In my Endeavour to express my corest feeling of the heart towards

Dabur India Ltd. words like thank fullness obliged sound hollow.

Words fall short at time of need so articulation of my feelings now seems

as if Herculean task.

The learning experience I have gained from being part of Dabur India

Ltd. for this small but enriched duration of two months can be

described by,

“Ambition is the way to success

Persistence if the vehicle you arrive in”

In preparing this project, I would like to special acknowledgement to

Mr. Devendra Gupta who suggested me with this project and also want

to indebted to the people of Dabur India Ltd. I am truly confident that

this project would help me in my career.

I have tried my level best to focus and articulate my knowledge.

Besides, I would like to thank my parents for their constant co-

operation and help. I am also thankful to all the HR personal for the

valuable insights provided by them.

Udit Kamthania PGDBM Final Year IMS-Ghaziabad(DC)

OBJECTIVES OF THE STUDY

The objective of the study is to find out the main HR practices &

policies of the different leading FMCG’s in India, like Hindustan

Liver Ltd. Nestle, ITC & Heinz India Pvt. Ltd. etc. they are not

only dominating the Indian market but abroad too. I have collected

the valuable information about these companies HR practices &

policies.

In the end I am satisfied with my efforts which I make to

achieve the objectives of the study.

BENCH MARKING

“Benchmarking is a tool to help you improve your business process. Any

business can be benchmarked.”

“Benchmarking is the process of identifying, understanding, and

adapting outstanding practices from organization anywhere in the world to

help your organization improve its performance.

“Benchmarking is simply about making comparisons with other

organizations and then learning the lessons that those comparisons

throw up.”

“Benchmarking is the continuous process of measuring products,

services and practices against the toughest competitors or those

companies recognized as industry leaders (best in class).”

For those approaching benchmarking for the first time the plethora of

definitions can be confusing, so it can help to focus on the learning and

sharing that goes on during the process. The benchmarking is made up of the

following steps;

Identify what is to be benchmarked

Create the goal of the benchmarking process somewhat better

(Quantify), best in class or best in all classes;

Identify comparative companies where these performance levels

exist or the function in questions;

Determine data collection method and compare data;

Determine current performance gap;

Project future performance levels;

Communicate benchmark findings and gain acceptance;

Establish functional Goals;

Develop action plans;

Implement specific Excel and monitor progress;

If necessary recalibrate benchmarks.

The case benchmarking is a compelling one. When used appropriately, it has

proved to be one of the most effective tools for bringing about quantum-

leaps in performance.

Benchmarking provides:

An effective ‘wake-up call’ and helps to make a strong case for

change;

Practical ways in which steps changes in performance can be

achieved by learning from others who have already undertaken

comparable changes;

The impetus for seeking new ways of doing things and promotes a

culture that is receptive to fresh approaches and ideas; and

Opportunities for staff to learn new skills and be involved in the

transformation process from the outset.

In the Private Sector

In the private sector, the purpose of benchmarking is to gain a competitive

edge. A benchmarking approach has become embedded in successful

commercial organizations as a means of seeking innovation outside the

industry paradigm-a way of keeping at the forefront of the competition.

Recent surveys show that benchmarking is the third most used management

tool. Benchmarking is also being recognized as a valuable tool for external

learning strategies.

In the Public Sector

Over recent years, public sector organizations across the world have

gradually been turning to benchmarking their public services. It has also

been recognized that efficient and effective public services play a vital part

in improving private sector competitiveness by reducing the burden on

business and compliance costs.

Benchmarking is one way of providing the stimulus needed for change in the

delivery of both core and non-core activities and for raising the standard of

public services by spreading good practices.

Encouraging the widespread and systematic use of benchmarking across the

public sector can help with improving performance and can assist individual

and organizational learning.

Types of Benchmarking

Benchmarking is a very versatile tool that can be applied in a variety of

ways to meet a range of requirements for improvement.

Different terms are used to distinguish the various ways of applying

benchmarking. The first word in each term relates to either the type of

partner or the purpose of benchmarking. At the outset of benchmarking

projects, it is vital to be clear on exactly what is to achieved through

benchmarking and apply an appropriate methodology.

Standard benchmarking terms include;

1. Strategic Benchmarking

2. Performance Benchmarking or Competitive Benchmarking

3. Process Benchmarking

4. Functional Benchmarking or Generic Benchmarking

5. Internal Benchmarking

6. External Benchmarking

7. International Benchmarking

Research Methodology

A research methodology defines what the activity of research is, how to

proceed, how to measure progress, and what constitutes success. It focuses

primarily on providing help with the tools and techniques used in the

research process.

These tools and techniques differ from discipline. Researchers also have

specific biases. Some will prefer qualitative over quantitative approaches or

vice – versa. Generally speaking, an integrated approach is advisable. A

study that contains only qualitative data or solely quantitative data misses

the rich texture of interpretation that an integrated approach makes possible.

To fulfill the objective, the research design was as

follows:

Collection of Primary Data: The primary data are those, which are

collected afresh and for the first time, and thus happen to be original in

character.

a. A survey was conducted where from the HR Personals I asked

about their views on various aspects of the recruitment &

selection procedure.

b. The sample size selected for the research was 10 FMCG’s.

c. The tool used for the primary data collection was a detailed

questionnaire.

The collection of primary data was done in two

phases:

a. Through individual interviews

b. Through telephonic interviews

Collection of secondary data: The secondary data are those, that

have already been collected by someone else and which have already

been passed through the statistical process.

Secondary data was collected through business magazines and from

internet.

The research instruments used:

1. For primary data:

A detailed questionnaire to survey the HR departments

Structured telephonic interviews

2. For secondary data:

Internet

(www.google.com)

(www.altavista.com)

Business Magazines

(Business World)

(Business India).

Research Design

It is a conceptual structure within which the research is conducted; it

comprises of the blueprint for the collection, measurement and analysis of

data.

The research design of this project in the former part is ‘Exploratory’ while

the later part is ‘Conclusive’ i.e. where on the basis of the findings and

analysis; suggestions have been given to improve the services in the

concerned areas.

Objectives Of Research

The objective of research is to discover answers to questions through the

application of scientific procedures. The main aim of research is to find out

the truth which is hidden and which has not been discovered yet. Though

each research study has its own specific purpose, we may think of research

objectives as falling into a number of following broad categories:--

I. To gain familiarity with a phenomenon or to achieve new insights

into it.

II. To portray accurately the characteristics of a particular individual,

situation or a group.

III. To determine the frequency with which something occurs or with

which it is associated with something else.

IV. To test a hypothesis of a casual relationship between variables.

THE OBJECTIVE OF THIS RESEARCH IS TO MAKE

COMPARATIVE ANALYSIS AMONG HR PRACTICES &

POLICIES OF DIFFERENT FMCG’s IN INDIA.

Limitations

In face-to-face interviews:

The limitations in face to face interviews was that primarily people were

hesitant in giving their views apart from this the HR personal did’nt give the

answers to few of the questions saying that these things are confidential and

we cannot disclose these policies.

In telephonic interviews:

The limitations in telephonic interviews was that the interviewee were not

very concentrated while responding to the questions, in many cases the

respondents were short of time due to which they again could not answer the

questions properly.

QUESTIONNAIRE

Questionnaire is considered as the heart of a survey operation. So, it should

be very carefully constructed. If it is not properly setup, then the survey is

bound to fail.

A questionnaire consist of a number of questions printed or typed in a

definite order on a form or set of forms. The questionnaire is distributed to

the respondents who are expected to read and understand the questions and

write down the reply in the space meant for the purpose in the questionnaire

itself.

The method of collecting data by mailing the questionnaires to the

respondents is most exclusively employed in various economic and business

surveys. Large samples can be made use of and thus the results can be made

more dependable and reliable.

Construction of Questionnaire:

A detailed questionnaire was prepared keeping in mind the various HR

practices & policies of FMCG’s.

Another thing that was kept in mind was that since people cannot spare

much time to answer the questionnaire, it was made in such a way that even

after covering the vast services, yet the questionnaire was short and precise

as all the questions barring a couple of them were close ended.

Dabur India Ltd.

Kaushambi Corporate Office

Corporate Office

DABUR INDIA LTD. Kaushambi Ghaziabad - 201010

Uttar Pradesh, India

Tel: +91 (0120) 3982000 (30 Lines)

+91 (0120) 3001000 (30 Lines)

Registered Office

8/3, Asaf Ali Road, New Delhi – 110 002

Tel: +91 (011) 23253488

Founding Thoughts

“What is that life worth which cannot bring comfort to others.”

The doorstep ‘Daktar’

The story of Dabur began with a small but visionary endeavour by Dr.S.K.

Burman, a physician tucked away in Bengal. His mission was to provide

effective and affordable cure for ordinary people in far-flung villages. With

missionary zeal and fervour, Dr. Burman undertook the task of preparing

natural cures for the killer diseases of those days, like cholera, malaria and

plague. Soon the news of his medicines traveled and he came to be known as

the trusted ‘Daktar’ or Doctor who came up with effective cures. And that is

how his venture Dabur got its name – derived from the Devanagri rendition

of Daktar Burman.

Dr. Burman set up Dabur in 1884 to produce and dispense Ayurvedic

Medicines. Reaching out to a wide mask of people who had no access to

proper treatment. Dr. S.K. Burman’s commitment and ceaseless efforts

resulted in the company growing from a fledgling medicines manufacturer in

a small Calcutta house, to a household name that at once evokes trust and

reliability. More than a century after Dr. S.K. Burman setup his company

with the vision of good health for all, Dabur has grown many fold. It is now

a leading nature base health and family care product company.

COMPANY PROFILE

FOUNDER OF DABUR INDIA LIMITEDDR. S. K. BURMAN

(1856 - 1907)

NEW PARADIGMS

Gearing towards a new system where the direct involvement of the family is

limited, the Burmans have formulated a Family Council, which acts as an

interface between the family and the Board and management of Dabur.

The family members involvement has come in for a qualitative shift, with

fresh members being encouraged to develop their own ventures. These

proposed ventures are then presented to the Family Council for approval and

funding.

DABUR AT A GLANCE

Dabur India Limited has marked its presence with some very significant

achievements and today commands a market leadership status process

hygiene, dynamic leadership and commitment to our partners and

stakeholders. The results of our policies and initiatives speak for themselves.

Leading consumer goods company in India with 4th largest turnover

of Rs.1329 Crore (FY02)

2 major strategic business units (SBU) - Consumer Care Division

(CCD) and Consumer Health Division (CHD)

3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and

Dabur International and 3 step down subsidiaries of Dabur

International - Asian Consumer Care in Bangladesh, African

Consumer Care in Nigeria and Dabur Egypt.

13 ultra-modern manufacturing units spread around the globe

Products marketed in over 50 countries

Wide and deep market penetration with 47 C&F agents, more than

5000 distributors and over 1.5 million retail outlets all over India 

CCD, dealing with FMCG Products relating to Personal Care and Health

Care

Leading brands -

Dabur - The Health Care Brand

Vatika-Personal Care Brand

Anmol- Value for Money Brand

Hajmola- Tasty Digestive Brand

and Dabur Amla, Chyawanprash and Lal Dant Manjan with

Rs.100 crore turnover each

Vatika Hair Oil & Shampoo the high growth brand

Strategic positioning of Honey as food product, leading to market

leadership (over 40%) in branded honey market 

Dabur Chyawanprash the largest selling Ayurvedic medicine with

over 65% market share.

Leader in herbal digestives with 90% market share

Hajmola tablets in command with 75% market share of digestive

tablets category

Dabur Lal Tail tops baby massage oil market with 35% of total share

CHD (Consumer Health Division)Dealing with classical Ayurvedic medicines 

Has more than 250 products sold through prescriptions as well as over

the counter

Major categories in traditional formulations include:

-AsavArishtas

-RasRasayanas

-Churnas

- Medicated Oils

Proprietary Ayurvedic medicines developed by Dabur include:

-NatureCareIsabgol

-Madhuvaani

- Trifgol

Dabur

Vision “Dedicated to the Health & Well-Being of every Household”

PRINCIPLES

OwnershipThis is our Company and we accept personal responsibility

and accountability to meet business needs.

Passion for WinningWe all are leaders in our area of responsibility with a deep commitment to deliver results.

We are determined to be the best at doing what matters the most.

People Development People are our most important asset. We add value through result driven training,

While encouraging and rewarding excellence.

Consumer Focus We have superior understanding of consumer needs and develop products to fulfill them.

Team WorkWe work together on the principle of mutual trust and transparency in a boundary-less

organisation.

InnovationContinuous innovation in products and processes is the basis of our success.

COMPANY HISTORY

Dabur India Ltd. made its beginnings with a small pharmacy, but has

continued to learn and grow to a commanding status in the industry. The

Company has gone a long way in popularising and making easily available a

whole range of products based on the traditional science of Ayurveda. And it

has set very high standards in developing products and processes that meet

stringent quality norms. As it grows even further, Dabur will continue to

mark up on major milestones along the way, setting the road for others to

follow.

1884 - Established by Dr. S K Burman at Kolkata

1896 - First production unit established at Garhia

1919 - First R&D unit established

Early 1900s - Production of Ayurvedic medicines

Dabur identifies nature-based Ayurvedic medicines as its area of

specialisation. It is the first Company to provide health care through

scientifically tested and automated production of formulations based on our

traditional science.

1930 - Automation and up gradation of Ayurvedic products manufacturing

initiated

1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated 1936 - Dabur (Dr. S

K Burman) Pvt. Ltd. Incorporated

1940 - Personal care through Ayurveda

Dabur introduces Indian consumers to personal care through Ayurveda,

with the launch of Dabur Amla Hair Oil. So popular is the product that it

becomes the largest selling hair oil brand in India.

1949 - Launched Dabur Chyawanprash in tin pack

Widening the popularity and usage of traditional Ayurvedic products

continues. The ancient restorative Chyawanprash is launched in packaged

form, and becomes the first branded Chyawanprash in India.

1957 - Computerisation of operations initiated

1970 - Entered Oral Care & Digestives segment Addressing rural markets

where homemade oral care is more popular than multinational brands, Dabur

introduces Lal Dant Manjan. With this a conveniently packaged herbal

toothpowder is made available at affordable costs to the masses.

1972 - Shifts base to Delhi from Calcutta

1978 - Launches Hajmola tablet Dabur continues to make innovative

products based on traditional formulations that can provide holistic care in

our daily life. An Ayurvedic medicine used as a digestive aid is branded and

launched as the popular Hajmola tablet

1979 - Dabur Research Foundation set up

1979 - Commercial production starts at Sahibabad, the most modern herbal

medicines plant at that time

1984 - Dabur completes 100 years

1988 - Launches pharmaceutical medicines

1989 - Care with fun The Ayurvedic digestive formulation is converted into

a children's fun product with the launch of Hajmola Candy. In an innovative

move, a curative product is converted to a confectionary item for wider

usage.

1994 - Comes out with first public issue

1994 - Enters oncology segment

1994 - Leadership in health care Dabur establishes its leadership in health

care as one of only two companies worldwide to launch the anti-cancer drug

Intaxel (Paclitaxel). Dabur Research Foundation develops an eco-friendly

process to extract the drug from its plant source

1996 - Enters foods business with the launch of Real Fruit Juice 1996 - Real

blitzkrieg Dabur captures the imagination of young Indian consumers with

the launch of Real Fruit Juices - a new concept in the Indian foods market.

The first local brand of 100% pure natural fruit juices made to international

standards, Real becomes the fastest growing and largest selling brand in the

country.

1998 - Burman family hands over management of the company to

professionals

2000 - The 1,000 crore mark Dabur establishes its market leadership status

by staging a turnover of Rs.1,000 crores. Across a span of over 100 years,

Dabur has grown from a small beginning based on traditional health care. To

a commanding position amongst an august league of large corporate

businesses.

2001 - Super specialty drugs with the setting up of Dabur Oncology's sterile

cytotoxic facility, the Company gains entry into the highly specialised area

of cancer therapy. The state-of-the-art plant and laboratory in the UK have

approval from the MCA of UK. They follow FDA guidelines for production

of drugs specifically for European and American markets

2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4

crore

2003 - Dabur demerges Pharmaceuticals business

Maintaining global standards

As a reflection of its constant efforts at achieving superior quality standards,

Dabur became the first Ayurvedic products company to get ISO 9002

certification

Science for nature

Reinforcing its commitment to nature this scientific landmark helps to

produce saplings of rare medicinal plants that are under threat of extinction

due to ecological degradation. 

2005 - Dabur aquires Balsara

2006 - Dabur announces bonus after 12 years

2006 - Dabur crosses $2 bin market cap, adopts US GAAP. and its

conservation, Dabur Nepal, a subsidiary of Dabur India, has set up fully

automated greenhouses in Nepal.

Boards of Directors

Dabur has an illustrious Board of Directors who is committed to take the

company onto newer levels of human endeavour in the service of mankind.

The Board comprises of:

Chairman Vice-Chairman

Mr. V.C. Burman Dr. Anand Burman

Whole Time Directors

Mr. P.D. Narang Mr. Sunil Duggal Mr. Pradip Burman

Non Whole Time Promoters, Directors

Mr. Amit Burman

Independent Directors

His Highness Mr. Stuart Purdy Mr. P N Vijay Mr. R C Bhargava

Maharaja Gaj Singh

STRATEGIC INTENT

We intend to significantly accelerate profitable growth. To do this, we will:

Focus on growing our core brands across categories, reaching out to

new geographies, within and outside India, and improve operational

efficiencies by leveraging technology

Be the preferred company to meet the health and personal grooming

needs of our target consumers with safe, efficacious, natural solutions

by synthesizing our deep knowledge of ayurveda and herbs with

modern science

Provide our consumers with innovative products within easy reach

Build a platform to enable Dabur to become a global ayurvedic leader

Be a professionally managed employer of choice, attracting,

developing and retaining quality personnel

Be responsible citizens with a commitment to environmental

protection

Provide superior returns, relative to our peer group, to our

shareholders

CORE VALUES

Ownership: This is our company. We accept personal responsibility, and

accountability to meet business needs

Passion For Winning: We all are leaders in our area of responsibility, with

a deep commitment to deliver results. We are determined to be the best at

doing what matters most

People Development: People are our most important asset. We add value

through result driven training, and we encourage & reward excellence

Consumer Focus: We have superior understanding of consumer needs and

develop products to fulfill them better

Team Work: We work together on the principle of mutual trust &

transparency in a boundary-less organisation. We are intellectually honest in

advocating proposals, including recognizing risks

Innovation: Continuous innovation in products & processes is the basis of

our success

Integrity: We are committed to the achievement of business success with

integrity. We are honest with consumers, with business partners and with

each other

WHY DABUR HAS CHANGE ITS LOGO

The New Dabur Identity modernizes the 100-year old equity of the Dabur

brand by subtly transforming the tree. While it retains the essence of the

banyan tree, it now projects a contemporary image, in consonance with

today's lifestyle.

The tree, a symbol of nature, is indelibly regarded as a provider of shelter,

food and protection. On a metaphysical plane, the tree is regarded as sacred,

trustworthy and a symbol of fertility. The new Dabur identity retains these

enduring and valuable attributes, while it adds a fresh, healthy and holistic

dimension to the tree.

In the new identity lock-up, distinct elements collaborate to tell a story, even

as they work independently to achieve the delineated objectives.

The new identity appropriates nature as the wellspring for Dabur. It conveys

Dabur's heritage, commitment and stability through the form and colours of

the tree; its branches and leaves. It also conveys that the brand stands for

wellness across age groups

The tree trunk mirrors the form for three people with their arms raised

conveying exultation in achievement. The broad trunk represents stability

and its multiple branches represent growth. Taken as a whole, the tree

appears well rooted, implying stability; and its abundant canopy implies that

it can provide amply for those who seek its produce and shade. Further, the

entire image, being well proportioned, evokes a harmonious, well-balanced,

wholesome and holistic brand.

In India, The tree is a symbol of life. It is a giver of fuel, food and

protection. It is a heaven for creatures it generously harbors in its foliage, as

well as in the shade of its canopy. The tree is held auspicious as it spreads

through the three spheres with its roots meshing through the earth, its trunk

rising through the terrestrial world and its branches reaching into the

heavens. This symbolism also occurs in cultures across the world. Keeping

these vital associations in mind, the tree in the new Dabur identity has been

carefully created to communicate Dabur's invaluable 100-year old legacy as

well as its future aspirations. It now takes on a younger avatar, in its form

and colors, and strikes a rapport with the consumer as a proactive brand with

a commitment to wellness and to nurturing an active lifestyle across age

groups. 

The leaf is a vital part of a tree. Its functions include the manufacture of

food for the plant, transpiration and respiration. A tree full of leaves

represents growth, vitality, rejuvenation and renewal. The new Dabur

identity of a tree with a full canopy, bursting with leaves, conveys youth and

health. Its foliage captures the spirit of an evergreen tree that constantly

replaces its leaves as they age and fall. The new Dabur logo, of a tree that is

constantly renewing its leaf cover, thus signifies endurance, power and

longevity. The leaves in dual colors reflect the combination of stability and

freshness of thinking of the company & brand.

The soft orange color selected for the trunk, rather than a dark brown, is

redolent of warmth and energy. It suggests a young and youthful tree, thus

tactfully breaking down the association of the brand with advanced years. It

is a joyful, stimulating color that makes for a high-visual impact, yet does so

with a friendly, inviting and soothing stance.

The green colour of the leaves instantly indicates nature's freshness, life

and growth. The leaves are neatly divided into two colours: a fresh light

green that implies a young leaf, and a darker green that represents an older

and mature leaf. By juxtaposing these two colours in each leaf, the brand

indicates that it seamlessly blends the old and the new, and also offers a

product that is equally suited to the young and elderly. It indicates an on-

going process of growth, evolution and renewal.

The Dabur front

Dabur’s association with nature is evident in the simple yet unique logo. The

Dabur font has been created as an echo of the earlier font to preserve its

distinctive and established identity. Yet, it has moved on to a more

contemporary style.

The tip of the “D” emulates the apex of an aleaf thus infusing the alphabet

with a form and flow that discreetly suggests the effect of a leaf. The

defined yet gentle curve of “D” forms an arc of trust, caring and support.

The identical look

Dabur’s association with nature is evident in the simple yet unique logo. The

Dabur font has been created as an echo of the earlier font to preserve its

distinctive and established identity. Yet, it has moved on to a more

contemporary style.

The tip of the “D” emulates the apex of an aleaf thus infusing the alphabet

with a form and flow that discreetly suggests the effect of a leaf. The

defined yet gentle curve of “D” forms an arc of trust, caring and support.

PRODUCTS

HEALTH CARE

Dabur's Health Care range brings for you a wide selection of herbal

products, to provide complete care for varying individual needs. We derive

our products from the time-tested heritage of Ayurveda, backed by the most

modern scientific test and trials. That ensure unfailing quality and safety in

anything you pick.

Dabur Health Care Product Range

Dabur Chyawanprash-

Dabur Chyawanshakti-

Glucose D-

Dabur Lal tail-

Dabur Baby olive oil-

Dabur Janma Ghunti-

Hajmola Yumstick -

Hajmola Mast Masala -

Anardana -

Hajmola -

Hajmola candy -

Hajmola Candy Fun2 -

Pudin hara -

  (Liquid and pearls)    

Pudin hara G   -

Dabur Hingoli -

Shilajit Gold -

Nature Care -

Sat Isabgol -

Shilajit -

Ring Ring -

Itch Care -

Back-aid -

Shankha Pushpi -

Dabur Balm -

Sarbyna Strong -

PERSONAL CARE

Dabur presents its range of herbal personal care products, created to make

you look and feel good deep down. Bringing together the gentle touch of

nature and Ayurveda’s wisdom. Backed by the unfailing quality of Dabur

Products.

Dabur Personal Care Product Range

Amla Hair Oil -

Amla Lite Hair Oil -

Vatika Hair Oil -

Anmol Sarson Amla -

- Anmol Silky Black Shampoo

- Vatika Henna Conditioning   Shampoo    

- Vatika Anti-Dandruff Shampoo

- Anmol Natural Shine Shampoo

Gulabari -

Vatika Fairness Face Pack - - Dabur Red Gel

- Dabur Red Toothpaste

- Babool Toothpaste

- Dabur Lal Dant Manjan

- Dabur Binaca Toothbrush

Fo

r nearly 100 years, Dabur has specialised in developing and producing

herbal Ayurvedic formulations. Today Dabur's Ayurvedic Specialties has

over 260 medicines for treating a range of ailments and body conditions -

from common cold to chronic paralysis. This range is handled by Dabur

Ayurvedic Specialties Limited division, which constitutes 8% in Dabur's

total revenue of Rs.1899.57 crore.

FOODS

Stay healthy, stay fit - and eat only nature’s best.

With products from our Foods range that are pure and full of nutrition,

taking

care of your fitness while providing exciting flavours and tastes to your

dishes.

Dabur Food range

Tastes like eating a

fruit

100% Natural Fruit Juice

 

Pure natural Honey

 

Hommade - a range

of

culinary ingredients

giving you 'The taste

of Indian Kitchen'.

Lemoneez is a Natural

Lemon Juice

Capsico - a fiery red-

pepper sauce.

SWOT ANALYSIS OF DABUR

STRENGTHS

A trusted, successful & globally known brand

Old brand recognition

Good R & D department

WEAKNESSES

Less Economies of Scale as compared to other big brands

Poor Advertising of Dabur Nature Care

OPPORTUNITIES

Increasing health consciousness among people

Increasing Market share

Brand Loyalty among people

THREATS

Well-established Competitors

Brands like Colgate, Pepsodent &Close up has

High brand image & Consumer Awareness

MNC’s can be a big threat to our Market share in terms of qualities

like:

o More Choice

o Cheaper Price

o More Margin to Distributors & Retailers

HINDUSTAN LEVER LIMITED

Corporate Communications Department Hindustan Lever Limited Hindustan Lever House 165/166, Backbay Reclamation Mumbai - 400020 Maharashtra India. Tel: +91-22-39830000 Fax: +91-22-22871970Email: henu.nagi@unilever.com

Introduction

Hindustan Lever Limited (HLL) is India's largest fast moving consumer

goods company, with leadership in Home & Personal Care Products and

Foods & Beverages. HLL's brands, spread across 20 distinct consumer

categories, touch the lives of two out of three Indians. They endow the

company with a scale of combined volumes of about 4 million tonnes and

sales of Rs.10,000 crores.

The mission that inspires HLL's 36,000 employees, including about 1,350

managers, is to "add vitality to life". With 35 Power Brands, HLL meets

everyday needs for nutrition, hygiene, and personal care with brands that

help people feel good, look good and get more out of life.

It is a mission HLL shares with its parent company, Unilever, which holds

51.55% of the equity. A Fortune 500 transnational, Unilever sells Foods and

Home and Personal Care brands in about 100 countries worldwide.

MISSION

Unilever's mission is to add Vitality to life. We meet everyday needs for

nutrition, hygiene, and personal care with brands that help people feel good,

look good and get more out of life.

The Vision

Our vision is to continue to be an environmentally responsible organisation

making continuous improvements in the management of the environmental

impact of our operations.

We will achieve this through an Integrated Environment Management

approach, which focuses on People, Technology and Facilities, supported by

Management Commitment as the prime driver.

PAST MILESTONES

Over 100 years' link with India

Chronology

In the summer of 1888, visitors to the Kolkata harbour noticed crates full of

Sunlight soap bars, embossed with the words "Made in England by Lever

Brothers". With it, began an era of marketing branded Fast Moving

Consumer Goods (FMCG).

Soon after followed Lifebuoy in 1895 and other famous brands like Pears,

Lux and Vim. Vanaspati was launched in 1918 and the famous Dalda brand

came to the market in 1937.

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati

Manufacturing Company, followed by Lever Brothers India Limited (1933)

and United Traders Limited (1935). These three companies merged to form

HLL in November 1956; HLL offered 10% of its equity to the Indian public,

being the first among the foreign subsidiaries to do so. Unilever now holds

51.55% equity in the company. The rest of the shareholding is distributed

among about 380,000 individual shareholders and financial institutions.

The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903,

the company had launched Red Label tea in the country. In 1912, Brooke

Bond & Co. India Limited was formed. Brooke Bond joined the Unilever

fold in 1984 through an international acquisition. The erstwhile Lipton's

links with India were forged in 1898. Unilever acquired Lipton in 1972 and

in 1977 Lipton Tea (India) Limited was incorporated.

Pond's (India) Limited had been present in India since 1947. It joined the

Unilever fold through an international acquisition of Chesebrough Pond's

USA in 1986.

Since the very early years, HLL has vigorously responded to the stimulus of

economic growth. The growth process has been accompanied by judicious

diversification, always in line with Indian opinions and aspirations.

Simultaneously, deregulation permitted alliances, acquisitions and mergers.

In one of the most visible and talked about events of India's corporate

history, the erstwhile Tata Oil Mills Company (TOMCO) merged with HLL,

effective from April 1, 1993. In 1995, HLL and yet another Tata company,

Lakme Limited, formed a 50:50 joint venture, Lakme Lever Limited, to

market Lakme's market-leading cosmetics and other appropriate products of

both the companies. Subsequently in 1998, Lakme Limited sold its brands to

HLL and divested its 50% stake in the joint venture to the company.

HLL formed a 50:50 joint venture with the US-based Kimberly Clark

Corporation in 1994, Kimberly-Clark Lever Ltd, which markets Huggies

Diapers and Kotex Sanitary Pads. HLL has also set up a subsidiary in Nepal,

Nepal Lever Limited (NLL), and its factory represents the largest

manufacturing investment in the Himalayan kingdom. The NLL factory

manufactures HLL's products like Soaps, Detergents and Personal Products

both for the domestic market and exports to India.

The 1990s also witnessed a string of crucial mergers, acquisitions and

alliances on the Foods and Beverages front. In 1992, the erstwhile Brooke

Bond acquired Kothari General Foods, with significant interests in Instant

Coffee. In 1993, it acquired the Kissan business from the UB Group and the

Dollops Icecream business from Cadbury India.

As a measure of backward integration, Tea Estates and Doom Dooma, two

plantation companies of Unilever, were merged with Brooke Bond. Then in

July 1993, Brooke Bond India and Lipton India merged to form Brooke

Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring

synergy in the traditional Beverages business. 1994 witnessed BBLIL

launching the Wall's range of Frozen Desserts. By the end of the year, the

company entered into a strategic alliance with the Kwality Icecream Group

families and in 1995 the Milkfood 100% Icecream marketing and

distribution rights too were acquired.

Finally, BBLIL merged with HLL, with effect from January 1, 1996. The

internal restructuring culminated in the merger of Pond's (India) Limited

(PIL) with HLL in 1998. The two companies had significant overlaps in

Personal Products, Speciality Chemicals and Exports businesses, besides a

common distribution system since 1993 for Personal Products. The two also

had a common management pool and a technology base. The amalgamation

was done to ensure for the Group, benefits from scale economies both in

domestic and export markets and enable it to fund investments required for

aggressively building new categories.

In January 2000, in a historic step, the government decided to award 74 per

cent equity in Modern Foods to HLL, thereby beginning the divestment of

government equity in public sector undertakings (PSU) to private sector

partners. HLL's entry into Bread is a strategic extension of the company's

wheat business. In 2002, HLL acquired the government's remaining stake in

Modern Foods.

In 2003, HLL acquired the Cooked Shrimp and Pasteurised Crabmeat

business of the Amalgam Group of Companies, a leader in value added

Marine Products exports.

PRESENT STATURE

Hindustan Lever Limited (HLL) is India's largest Fast Moving Consumer

Goods company, touching the lives of two out of three Indians with over 20

distinct categories in Home & Personal Care Products and Foods &

Beverages. They endow the company with a scale of combined volumes of

about 4 million tonnes and sales of Rs.10,000 crores.

HLL is also one of the country's largest exporters; it has been recognised as

a Golden Super Star Trading House by the Government of India.

The mission that inspires HLL's 36,000 employees, including over 1,350

managers, is to "add vitality to life." HLL meets everyday needs for

nutrition, hygiene, and personal care with brands that help people feel good,

look good and get more out of life. It is a mission HLL shares with its parent

company, Unilever, which holds 51.55% of the equity. The rest of the

shareholding is distributed among 380,000 individual shareholders and

financial institutions.

HLL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,

Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan,

Knorr-Annapurna, Kwality Wall's – are household names across the country

and span many categories - soaps, detergents, personal products, tea, coffee,

branded staples, ice cream and culinary products. They are manufactured in

close to 80 factories. The operations involve over 2,000 suppliers and

associates. HLL's distribution network, comprising about 7,000

redistribution stockists, directly covers the entire urban population, and

about 250 million rural consumers.

HLL has traditionally been a company, which incorporates latest technology

in all its operations. The Hindustan Lever Research Centre (HLRC) was set

up in 1958, and now has facilities in Mumbai and Bangalore. HLRC and the

Global Technology Centres in India have over 200 highly qualified scientists

and technologists, many with post-doctoral experience acquired in the US

and Europe.

HLL believes that an organisation's worth is also in the service it renders to

the community. HLL is focusing on health & hygiene education, women

empowerment, and water management. HLL has also responded in case of

national calamities / adversities and contributes through various welfare

measures, most recent being the village built by HLL in earthquake affected

Gujarat, and relief & rehabilitation after the Tsunami caused devastation in

South India.

Over the last three years the company has embarked on an ambitious

programme, Shakti. The programme now covers about 50,000 villages in 12

states. HLL's vision is to take this programme to 100,000 villages impacting

the lives of over a 100 million rural Indians.

HLL is also running a rural health programme – Lifebuoy Swasthya

Chetana. The programme endeavours to induce adoption of hygienic

practices among rural Indians and aims to bring down the incidence of

diarrhoea. It has already touched 70 million people in approximately 15000

villages of 8 states. The vision is to make a billion Indians feel safe and

secure.

If Hindustan Lever straddles the Indian corporate world, it is because of

being single-minded in identifying itself with Indian aspirations and needs in

every walk of life.

BUSINESSES

Home & Personal

Care

Personal Wash

Fabric Wash

Home Care

Oral Care

Skin Care

Hair Care

Deodorants &

Talcs

Colour Cosmetics

Foods

Tea

Coffee

Branded Staples

Culinary Products

Ice Creams

Modern Foods

ranges

New Ventures

Hindustan Lever

Network

Ayush ayurvedic

products &

services

Sangam

Pureit water

purifiers

Exports

HPC

Beverages

Marine Products

Rice

Castor

QUALITY POLICY

Hindustan Lever Limited considers quality as one of the principal strategic objectives

to guarantee its growth and leadership in the markets in which it operates.

The company is committed to respond creatively and competitively to the changing

needs and aspirations of our consumers through relentless pursuit of technological

excellence, innovation and quality management across our businesses, and offer

superior quality products and services that are appropriate to the various price points

in the market as well as to our commitment to building shareholder value.

The company recognises that its employees are the primary source of success in its

operations and is committed to training and providing them the necessary tools and

techniques as well as empowering them to ensure broad base compliance of this

policy in the organisation at all levels.

The company will maintain an open communication channel with its consumers and

customers and will carefully monitor the feedback to continuously improve its

products and services and set quality standards to fulfill them.

The company is committed to extend its quality standards to its contract

manufacturers, key suppliers and service providers and by entering into alliances with

them, to jointly improve the quality of its products and services. This policy is

applicable to production from its own facilities as well as to production that is

outsourced.

The company will periodically review this quality policy for its effectiveness and

consistency with business objectives.

The company delegates authority and responsibility for dissemination and

implementation of this policy to each Business and Unit Head.

ITC LIMITED

Registered Office:

ITC Limited,

37 J.L. Nehru Road,

Kolkata- 700071

India.

Tel: +91-33-22889371

HISTORY

ITC was incorporated on August 24, 1910 under the name of 'Imperial

Tobacco Company of India Limited'. Its beginnings were humble. A leased

office on Radha Bazar Lane, Kolkata, was the centre of the Company's

existence. The Company celebrated its 16th birthday on August 24, 1926,

by purchasing the plot of land situated at 37, Chowringhee, (now renamed

J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This decision of the

Company was historic in more ways than one. It was to mark the beginning

of a long and eventful journey into India's future. The Company's

headquarter building, 'Virginia House', which came up on that plot of land

two years later, would go on to become one of Kolkata's most venerated

landmarks. The Company's ownership progressively Indianised, and the

name of the Company was changed to I.T.C. Limited in 1974. In

recognition of the Company's multi-business portfolio encompassing a wide

range of businesses - Cigarettes & Tobacco, Hotels, Information

Technology, Packaging, Paperboards & Specialty Papers, Agri-Exports,

Foods, Lifestyle Retailing and Greeting Gifting & Stationery - the full stops

in the Company's name were removed effective September 18, 2001. The

Company now stands rechristened.

Though the first six decades of the Company's existence were primarily

devoted to the growth and consolidation of the Cigarettes and Leaf

Tobacco businesses, the Seventies witnessed the beginnings of a corporate

transformation that would usher in momentous changes in the life of the

Company.

ITC's Packaging & Printing Business Division, was set up in 1925 as a

strategic backward integration for ITC's Cigarettes business. It is today

India's most sophisticated packaging house.

In 1975 the Company launched its Hotels business with the acquisition of a

hotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel

Chola'. The objective of ITC's entry into the hotels business was rooted in

the concept of creating value for the nation. ITC chose the hotels business

for its potential to earn high levels of foreign exchange, create tourism

infrastructure and generate large scale direct and indirect employment.

Since then ITC's Hotels business has grown to occupy a position of

leadership, with over 65 owned and managed properties spread across India.

In 1979, ITC entered the Paperboards business by promoting ITC

Bhadrachalam Paperboards Limited, which today has become the market

leader in India. Bhadrachalam Paperboards amalgamated with the Company

effective March 13, 2002 and became a Division of the Company,

Bhadrachalam Paperboards Division. In November 2002, this division

merged with the Company's Tribeni Tissues Division to form the

Paperboards & Specialty Papers Division. ITC's paperboards' technology,

productivity, quality and manufacturing processes are comparable to the

best in the world. It has also made an immense contribution to the

development of Sarapaka, an economically backward area in the state of

Andhra Pradesh. It is directly involved in education, environmental

protection and community development. In 2004, ITC acquired the

paperboard manufacturing facility of BILT Industrial Packaging Co. Ltd

(BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to

improve customer service with reduced lead time and a wider product range.

In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and

British joint venture. Since inception, its shares have been held by ITC,

British American Tobacco and various independent shareholders in Nepal.

In August 2002, Surya Tobacco became a subsidiary of ITC Limited and its

name was changed to Surya Nepal Private Limited (Surya Nepal).

In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper

manufacturing company and a major supplier of tissue paper to the cigarette

industry. The merged entity was named the Tribeni Tissues Division (TTD).

To harness strategic and operational synergies, TTD was merged with the

Bhadrachalam Paperboards Division to form the Paperboards & Specialty

Papers Division in November 2002.

Also in 1990, leveraging its agri-sourcing competency, ITC set up the

International Business Division (IBD) for export of agri-commodities. The

Division is today one of India's largest exporters. ITC's unique and now

widely acknowledged e-Choupal initiative began in 2000 with soya farmers

in Madhya Pradesh. Now it extends to 7 states covering over 3.5 million

farmers. ITC's first rural mall, christened 'Choupal Saagar' was inaugurated

in August 2004 at Sehore. The year 2006 witnessed the ramping up of the

Company's rural retailing network with 10 'Choupal Saagars' being

operational in three states of Madhya Pradesh, Maharashtra and Uttar

Pradesh. Nine more 'Choupal Saagars' are in an advanced stage of

construction and will be launched shortly.

In 2000, ITC's Packaging & Printing business launched a line of high

quality greeting cards under the brand name 'Expressions'. In 2002, the

product range was enlarged with the introduction of Gift wrappers,

Autograph books and Slam books. In the same year, ITC also launched

'Expressions Matrubhasha', a vernacular range of greeting cards in eight

languages and 'Expressions Paperkraft', a range of premium stationery

products. In 2003, the company rolled out 'Classmate', a range of

notebooks in the school stationery segment.

ITC also entered the Lifestyle Retailing business with the Wills Sport

range of international quality relaxed wear for men and women in 2000. The

Wills Lifestyle chain of exclusive stores later expanded its range to include

Wills Classic formal wear (2002) and Wills Clublife evening wear (2003).

ITC also initiated a foray into the popular segment with its men's wear

brand, John Players, in 2002. In December 2005, ITC introduced Essenza

Di Wills, an exclusive line of prestige fragrance products, to select 'Wills

Lifestyle' stores. In 2006, Wills Lifestyle became title partner of the

country's most premier fashion event - Wills Lifestyle India Fashion Week -

that has gained recognition from buyers and retailers as the single largest B-

2-B platform for the Fashion Design industry. To mark the occasion, ITC

launched a special 'Celebration Series', taking the event forward to

consumers.

In 2000, ITC spun off its information technology business into a wholly

owned subsidiary, ITC Infotech India Limited, to more aggressively

pursue emerging opportunities in this area. In a short span of 5 years, ITC

Infotech has already crossed over US$ 60 million in revenues. It also has a

joint venture with ClientLogic, a top five global Business Process

Outsourcing (BPO) provider.

ITC's foray into the Foods business is an outstanding example of

successfully blending multiple internal competencies to create a new driver

of business growth. It began in August 2001 with the introduction of

'Kitchens of India' ready-to-eat Indian gourmet dishes. In June 2002 ITC

entered the confectionery, staples and snack foods segments. In just five

years, the Foods business has grown to a significant size with 100

differentiated products, five distinctive brands, an enviable distribution

reach, a rapidly growing market share and a solid market standing.

In 2002, ITC's philosophy of contributing to enhancing the competitiveness

of the entire value chain found yet another expression in the Safety

Matches initiative. ITC now markets popular safety matches brands like

iKno, Mangaldeep, VaxLit, Delite and Aim.

ITC's foray into the marketing of Agarbattis (incense sticks) in 2003

marked the manifestation of its partnership with the cottage sector. ITC's

popular agarbattis brands include Spriha and Mangaldeep across a range of

fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambrani

and Nagchampa.

THE ITC PROFILE

ITC is one of India's foremost private sector companies with a market

capitalisation of over US $ 13 billion and a turnover of US $ 3.5 billion.

Rated among the World's Best Big Companies by Forbes magazine and

among India's Most Respected Companies by BusinessWorld, ITC ranks

third in pre-tax profit among India's private sector corporations.

ITC has a diversified presence in Cigarettes, Hotels, Paperboards &

Specialty Papers, Packaging, Agri-Business, Packaged Foods &

Confectionery, Information Technology, Branded Apparel, Greeting Cards,

Safety Matches and other FMCG products. While ITC is an outstanding

market leader in its traditional businesses of Cigarettes, Hotels,

Paperboards, Packaging and Agri-Exports, it is rapidly gaining market share

even in its nascent businesses of Packaged Foods & Confectionery, Branded

Apparel and Greeting Cards.

As one of India's most valuable and respected corporations, ITC is widely

perceived to be dedicatedly nation-oriented. Chairman Y C Deveshwar calls

this source of inspiration "a commitment beyond the market". In his own

words: "ITC believes that its aspiration to create enduring value for the

nation provides the motive force to sustain growing shareholder value. ITC

practises this philosophy by not only driving each of its businesses towards

international competitiveness but by also consciously contributing to

enhancing the competitiveness of the larger value chain of which it is a

part."

ITC's diversified status originates from its corporate strategy aimed at

creating multiple drivers of growth anchored on its time-tested core

competencies: unmatched distribution reach, superior brand-building

capabilities, effective supply chain management and acknowledged service

skills in hoteliering. Over time, the strategic forays into new businesses are

expected to garner a significant share of these emerging high-growth

markets in India.

ITC's production facilities and hotels have won numerous national and

international awards for quality, productivity, safety and environment

management systems. ITC was the first company in India to be rated for

Corporate Governance by ICRA, an associate of Moody's Investors Service,

which accorded it the second highest rating, signifying "a high level of

assurance on the quality of corporate governance."

ITC employs over 20,000 people at more than 60 locations across India.

Ranked among India's most valuable companies by the 'Business Today'

magazine, ITC continuously endeavors to enhance its wealth generating

capabilities in a globalising environment to consistently reward more than

4,60,090 shareholders, fulfill the aspirations of its stakeholders and meet

societal expectations. This over-arching vision of the company is

expressively captured in its corporate positioning statement: "Enduring

Value. For the nation. For the Shareholder."

Vision

MISSION

FOODS

ITC made its entry into the branded & packaged Foods business in August

2001 with the launch of the Kitchens of India brand. A more broad-based

entry has been made since June 2002 with brand launches in the

Confectionery, Staples and Snack Foods segments.

The Foods business carries forward this proud tradition to deliver quality

food products to the consumer. All products of ITC's Foods business

available in the market today have been crafted based on consumer insights

developed through extensive market research. Apart from the current

portfolio of products, several new and innovative products are under

development in ITC's state-of-the-art Product Development facility located

at Bangalore.

Leadership in the Foods business requires a keen understanding of the

supply chain for agricultural produce. ITC has over the last 90 years

established a very close business relationship with the farming community

in India and is currently in the process of enhancing the Indian farmer's

ability to link to global markets, through the e-Choupal initiative, and

produce the quality demanded by its customers. This long-standing

relationship is being leveraged in sourcing best quality agricultural produce

for ITC's Foods business.

The Foods business is today represented in 4 categories in the market. These

are:

Ready To Eat Foods

Staples

Confectionery

Snack Foods

In order to assure consumers of the highest standards of food safety and

hygiene, ITC is engaged in assisting outsourced manufacturers in

implementing world-class hygiene standards through HACCP certification.

The unwavering commitment to internationally benchmarked quality

standards enabled ITC to rapidly gain market standing in all its 5 brands:

Kitchens of India

Aashirvaad

Sunfeast

Mint-O

Candyman

LIFESTYLE RETAILING

Over the last six years, ITC's Lifestyle Retailing Business Division has

established a nationwide retailing presence through its Wills Lifestyle chain

of exclusive specialty stores. Beginning with its initial offering of Wills

Sport relaxed wear from the first store at South Extension, New Delhi in

July 2000, it has expanded its basket of offerings to the premium consumer

with Wills Classic work wear, Wills Clublife evening wear and a tempting

range of designer accessories that complete the Look.

With a distinctive presence across segments at the premium end, ITC has

also established John Players as a brand that offers a complete fashion

wardrobe to the youth of today. With its brands, ITC aspires to build a

dominant presence in the apparel market through a robust portfolio of

offerings.

ITC's Wills Lifestyle believes in the

philosophy of 'Enjoying the Change' - the

change that comes through actively

exploring one's own multifacetedness and

stretching one's limits. This season, Wills

Lifestyle presents a complete fashion

wardrobe that complements every facet of your lifestyle - at work, when

you're relaxed and while you party.

NESTLÉ INDIA LTD

Nestlé India Ltd.Nestlé House, Jacaranda MargM Block, DLF City Phase IIGurgaon 122 002 - HaryanaIndiaPhone :  +91 124 238 93 00Fax : +91 124 238 94 11

History:

1866 – 1905

In 1860s HENRI NESTLE, a Pharmacist, developed a food for babies who

were unable to breastfeed. His first success was a premature infant who

could not tolerate his mother’s milk or any of the usual substitutes. People

quickly recognized the value of the new product, after Nestle’s new formula

saved the child’s life, and soon, Farine Lactee Henri Nestle was being sold

in much of Europe.

1905 – 1918

In 1905 Nestle merged with the Anglo-Swiss Condensed Milk Company. By

the early 1900s, the company was operating factories in the United States,

Britain, Germany and Spain. I World War created new demand for dairy

products in the form of government contracts. By the end of the War,

Nestle’s production had more than doubled.

1918 – 1938

After the war Government contracts dried up and consumers switched back

to fresh milk. However, Nestle’s management responded quickly,

streamlining operations and reducing debt. The 1920s saw Nestle’s first

expansion into new products, with chocolate the Company’s second most

important activity.

1938 – 1944

Nestle felt the effects of II World War immediately. Profits dropped from

$20 million in 1938 to $6 million in 1939. Factories were established in

developing countries, particularly Latin America. Ironically, the war helped

with the introduction of the company’s newest product, Nescafe, which was

a staple drink of the US military. Nestle’s production and sales rose in the

wartime economy.

1944 – 1975

The end of World War II was the beginning of a dynamic phase for Nestle.

Growth accelerated and companies were acquired. In 1947 came the merger

with Maggi seasonings and soups. Crosse & Blackwell followed in 1960, as

did Findus (1963), Libby’s (1971) and Stouffer’s (1973). Diversification

came with a shareholding in L’Oreal in 1974.

1975 – 1981

Nestle’s growth in the developing world partially offset a slowdown in the

company’s traditional markets. Nestle made its second venture outside the

food industry by acquiring Alcon Laboratories Inc..

1981 – 1996

Nestle divested a number of business 1980/1984. In 1984, Nestle’s improved

bottom line allowed the company to launch a new round of acquisitions, the

most important being American food giant Carnation.

1996 +

The first half of the 1990’s proved to be favorable for Nestle: trade barriers

crumbled and world markets developed into more or less integrated trading

areas. Since 1996 there have been acquisitions including San Pellegrino

(1997), Spillers Petfoods (1998) and Ralston Purina (2002).There were two

major acquisitions in North America, both in 2002: in July, Nestle merged

its U.S. ice cream business into Dreyers, and in August, a USD 2.6bn

acquisition was announced of Chef American Inc..

At a Glance

Nestlé with headquarters in Vevey, Switzerland was founded in 1866 by

Henri Nestlé and is today the world's biggest food and beverage company.

Sales at the end of 2005 were CHF 91 bn, with a net profit of CHF 8 bn. We

employ around 250,000 people and have factories or operations in almost

every country in the world.

The Company's strategy is guided by several fundamental principles.

Nestlé's existing products grow through innovation and renovation while

maintaining a balance in geographic activities and product lines. Long-term

potential is never sacrificed for short-term performance. The Company's

priority is to bring the best and most relevant products to people, wherever

they are, whatever their needs, throughout their lives.

Business Principles

Since Henri Nestlé developed the first milk food for infants in 1867, and

saved the life of a neighbor’s child, the Nestlé Company has aimed to build

a business based on sound human values and principles.

While our Nestlé Corporate Business Principles will continue to evolve and

adapt to a changing world, our basic foundation is unchanged from the time

of the origins of our Company, and reflects the basic ideas of fairness,

honesty, and a general concern for people.

Nestlé is committed to the following Business Principles in all countries,

taking into account local legislation, cultural and religious practices:

Nestlé's business objective is to manufacture and market the

Company's products in such a way as to create value that can be

sustained over the long term for shareholders, employees,

consumers, and business partners.

Nestlé does not favor short-term profit at the expense of successful

long-term business development.

Nestlé recognizes that its consumers have a sincere and legitimate

interest in the behavior, beliefs and actions of the Company behind

brands in which they place their trust and that without its consumers

the Company would not exist.

Nestlé believes that, as a general rule, legislation is the most effective

safeguard of responsible conduct, although in certain areas, additional

guidance to staff in the form of voluntary business principles is

beneficial in order to ensure that the highest standards are met

throughout the organization.

Main Brands

Coffee Nescafé Taster’s

Choice Ricoré Ricoffy Nespresso Bonka ZoégasLoumidis

Water Nestlé Pure Life Nestlé Aquarel Perrier Vittel Contrex S.Pellegrino Acqua Panna Levissima  Arrowhead Poland Spring Deer Park  Ozarka Hépar Ice Mountain Zephyrhills

Other beverages Nestea, Nesquik Nescau Milo Carnation Libby’s Caro Nestomalt Nestlé

Shelf stableNestlé,

Nido, Nespray, Ninho, Carnation, Milkmaid, La Lechera, Moça, Klim, Gloria, Svelty, Molico, Nestlé Omega Plus, Bear Brand, Coffee-Mate

ChilledNestlé Sveltesse La Laitière La

Lechera Ski Yoco Svelty Molico LC1 Chiquitin

Ice cream Nestlé Antica Gelateria

del Corso Dreyer's/Edy's Drumstick/Extrême Maxibon/Tandem Mega, Mövenpick Sin Parar/Sem

Parar/Non Stop

Infant nutrition Nan Lactogen Beba Nestogen Cerelac Neslac Nestum Guigoz Good Start

HealthCare nutrition Nutren Clinutren Peptamen Modulen

HEINZ INDIA LIMITED

INTRODUCTION

In 1869, HENRY JOHN HEINZ and a friend L. CLARENCE NOBLE

launched HEINZ and NOBLE & delivered his products from a horse-drawn

delivery wagon, now known as the “HEINZ HITCH.” His Ketchup (first

sold in 1876), pickles, jams, jellies and condiments were made of the finest

ingredients – picked when fresh, sorted for quality, packed in factories so

clean he invented the public factory tour. In 1886, overseas operations were

started.

In 1920s, Heinz introduced two new product lines:

a) Baby Food

b) Ready-to-serve Soup

In 1978, Heinz acquired –Weight Watchers International, now the largest

weight-loss program in the US.

In 1990, Heinz U.S.A. introduced the first fully recyclable plastic ketchup

bottle.

Today Heinz markets more than 5,700 varieties in over 200 countries and

territories. Nearly half of company sales come for non U.S. operations, and

nearly 70 percent of sales are from products without the Heinz brand name.

Brands include Heinz, Weight Watchers, Starkist, Ore-Ida, 9-Lives, The

Budget Gourmet, Ken-L ration, Kibbles’n Bits, Orlando, Wattie’s, Olivine,

Plasmon, Farley’s and Guloso.

In India Heinz entered in liberalization wave and acquired brands like

COMPLAN, FAREX, GLUCON-D to facilitate an easy entry. In India, its

Farex brand is growing faster than 30 percent. Heinz launched its brand in

Biscuit in Feb.2000 in India. In future, Heinz plans to make an aggressive

entry in India its global brand in a phased manner.

H. J. Heinz Company is one of the world's premier food companies.

Heinz is dedicated to providing superior food products that enhance the

lives and well being of people everywhere. Heinz strives to follow the

advice of its founder, "To do a common thing uncommonly well brings

success."

PURPOSE

In order to continue to be one of the world's premier food companies, Heinz

has developed these Global Operating Principles which will convey to its

employees and to the public Heinz's values and commitments. Heinz

respects its employees and these Global Operating Principles are intended to

promote the safe and fair treatment of all of its employees. Heinz requires

that its operating affiliates protect the environment and respect the cultural,

ethnic, religious, political and philosophical differences of people around

the world. We recognize that Heinz must be responsible for its Global

Operating Principles and will review our performance with a view toward

continued progress and improvement.

SCOPE:

These Global Operating Principles apply to all of the facilities owned by,

and all employees of, Heinz and its affiliates throughout the world. Heinz

has also developed a set of guidelines for firms with whom Heinz and its

affiliates worldwide have a contractual relationship, including contractors,

suppliers of goods and services, co-packers and joint venture partners. These

Supplier Guiding Principles are set forth separately in a statement of

principles for such business partners.

VISION

Our VISION, quite simply, is to be "THE WORLD'S PREMIER FOOD

COMPANY, OFFERING NUTRITIOUS, SUPERIOR TASTING FOODS

TO PEOPLE EVERYWHERE." Being the premier food company does not

mean being the biggest but it does mean being the best in terms of consumer

value, customer service, employee talent, and consistent and predictable

growth. We are well on our way to realizing this Vision but there is more we

must do to fully achieve it.

VALUES

Our vision will be supported by our VALUES, which define to the world

and ourselves who we are and what we stand for. Heinz has a proud tradition

of Pure Foods, Quality and Good Stewardship. To help you better

understand these values, we are building on the articulation crafted by Heinz

Europe, which has successfully incorporated these and other important

values under the acronym of PREMIER.

PREMIER VALUES:

P assion . . . to be passionate about winning and about our

brands, products and people, thereby delivering superior value

to our shareholders.

R isk Tolerance . . . to create a culture where entrepreneurship

and prudent risk taking are encouraged and rewarded.

E xcellence . . . to be the best in quality and in everything we do.

M otivation . . . to celebrate success, recognizing and rewarding

the achievements of individuals and teams.

I nnovation . . . to innovate in everything, from products to

processes.

E mpowerment . . . to empower our talented people to take the

initiative and to do what's right.

R espect . . . to act with integrity and respect towards all.

HEINZ'S RELATIONSHIPS:

Consumers

The needs, health and well being of our consumers are paramount. Heinz is

committed to providing high quality, safe and "pure food" products for all of

our consumers, which include our own employees and their families.

Environment

We value the environment and are dedicated to protecting it. We recognize

the relationship of our food processing operations to the environment, and

we aim to be efficient in the use of energy, raw materials, water and

packaging.

Partners

Our shareholders, customers and business partners expect that Heinz will

conduct its operations ethically and responsibly. Heinz and its employees

share these values. Heinz insists on honesty and integrity in all aspects of its

business and expects the same in its relationships with its business partners.

Heinz prohibits any illegal payments to any person, organization or

government.

Employees

All Heinz employees will be treated fairly and with respect. Heinz is

committed to providing a safe and healthful workplace for its employees.

Heinz will encourage pride in the workplace and in its products. Heinz

employees are required to comply with all applicable laws and regulations

and to avoid personal activities and financial interests which could conflict

with their commitment to their job.

Communities

Heinz believes in being a responsible corporate citizen in the communities

in which it and its affiliates operate. Heinz values its contribution to the

development of the communities where Heinz has operations.

HEINZ'S COMMITMENTS

Heinz-owned factories and facilities will operate in compliance with

applicable laws and regulations in every country in which Heinz operates. In

countries where specific laws are not well defined, Heinz will implement

standards that govern its operations which are consistent with these Global

Operating Principles.

Conditions of Employment

Minimum Age for Employment? Heinz and its affiliates will not

knowingly hire anyone under the age of 16. If the local law requires a

higher minimum age limit, Heinz will comply with that requirement.

Forced Labor? Heinz will not utilize forced labor or involuntary

prison labor.

Abuse and Harassment? Heinz does not tolerate any form of physical

or sexual harassment or abuse of its employees.

Equal Employment Opportunity/Diversity? No person or group of

people should be made to feel unwanted or unwelcome in a Heinz

workplace because of discrimination or stereotyping. Heinz

encourages and fosters a diverse global workforce. Heinz believes that

people everywhere should be employed and advanced on the basis of

their ability to do the job. It is therefore the continuing policy of Heinz

to afford equal employment opportunities to all qualified employees

and applicants. In accordance with this policy, all personnel decisions,

including but not limited to those relating to recruitment, hiring,

training, promotion, compensation and benefits, will continue to be

made based solely upon an employee's or applicant's qualifications,

skills and abilities and without regard to any condition or

characteristic that is not job-related. In addition, every Heinz location

is required to have a policy prohibiting illegal discrimination,

including harassment, and an accompanying set of policies

establishing a procedure for reporting and investigating complaints,

prohibiting retaliation and providing for appropriate disciplinary

action for violations.

Freedom of Association? Heinz recognizes and respects each

employee's right to associate with any legally sanctioned organization.

The rights of labor unions must be respected.

Work Hours, Work Week and Payment of Wages? Heinz will

comply with all applicable local laws.

Training? Reasonable efforts will be made to provide appropriate job

training for every employee.

Promotion? Preference for any promotion opportunities will be given

to employees based on merit and performance and other equitable

standards.

Communications? Heinz will take appropriate steps to communicate

these Global Operating Principles to its employees, including posting

these Principles in the local language in an accessible place. All Heinz

locations will encourage constructive communications among

employees and management? Without fear of reprisal? Regarding

issues that impact their jobs or the company in general.

Occupational Health and Safety

Occupational health and safety must be managed as an integral part of

all operational performance.

All Heinz facilities are required to comply with Heinz policies and

national and local safety laws.

Each Heinz-owned manufacturing location is required to implement

the Heinz Safety Process, and manage by its principles.

Management must measure performance against safety goals that are

related to the Heinz Safety Process, and incorporate safety objectives

into annual business plans for safety.

Each Heinz-owned manufacturing location must have access to a

dedicated and trained safety professional accountable to the location's

operational manager and must facilitate the implementation of the

Heinz Safety Process.

All Heinz-owned locations will develop the capability to provide

occupational health care, whether internally or externally.

Each occupational health care facility will comply with all applicable

national or local laws, if more stringent than Heinz Occupational

Health requirements.

All internal facilities for occupational health care will be managed and

evaluated against the Heinz Occupational Health process.

Occupational health and safety performance will be reported through

Heinz's global "Environmental, Health and Safety Report."

Emergency and Crisis Planning

All Heinz locations and facilities will have in place a plan for

handling crises, such as accidents, natural disasters or criminal acts.

All Heinz locations and facilities will have emergency plans for

evacuations, spills and natural disasters.

Crisis plans and emergency plans will be well documented and

rehearsed and all lists of key personnel and responsibilities will be up

to date and accessible.

All emergency signals and plans must be understandable by all

employees.

Accuracy of Communications

Heinz is committed to accurate and truthful communications in its

business, including financial reporting.

Products and Services:

Heinz’s business is divided into six broad categories:

Ketchup, Condiments and Sauces: e.g. celery sauce, pickled

cucumbers, sauerkraut, jams, jellies vinegar, pickles.

Convenience Meals: Soup, beans and pasta meals.

Tuna: Starkist, John West, Petit Navire and Greenseas brands.

Frozen Food: Ore-Ida(branded potato processor), Weight Watchers

frozen entrees(weight loss program).

Infant Foods: Farleys, Farex

Pet Foods: 9 lives.

PROCTER & GAMBLE

HISTORY

1993, Procter & Gamble Home Products is incorporated as a 100%

subsidiary of The Procter & Gamble Company, USA. Procter & Gamble

Home Products launches Ariel Super Soaker.

In 1993, Procter & Gamble India divests the Detergents business to Procter

& Gamble Home Products.

In 1995, Procter & Gamble Home Products enters the Haircare Category

with the launch of Pantene Pro-V.

In 1997, Procter & Gamble Home Products launches Head & Shoulders

shampoo.

In 2000, Procter & Gamble Home Products introduced Tide Detergent

Powder - the largest selling detergent in the world.

In June 2000, Procter & Gamble Home Products Limited launched Pantene

Lively Clean its unique Pro-Vitamin formula cleans oil-build up, dirt and

grime in just one wash, delivering lively, free-flowing and sparkling-clean

hair.

In August 2000, Procter & Gamble Home Products Limited launched New

Ariel Power Compact detergent with a new global technology that breathes

new life into clothes, by removing dinginess from them and restoring the

original colors of the fabric, by detecting and removing deposits which are

left behind from successive washes.

In November 2000, Procter & Gamble Home Products Limited presented

India in the first International Hair Styling and Beauty Expert Contest- Hair

Asia Pacific 2000 in collaboration with Sri Lankan Association of

Hairdressers and Beautician.

During this period, Procter & Gamble Home Products also re-launched the

international range of Head & Shoulders, best-ever Anti-dandruff shampoo

with an improved formula, new pack-design and logo, in three variants -

Clean & Balanced, Smooth & Silky and Refreshing Menthol, which offers

the fine combination of anti-dandruff efficacy and hair conditioning.

In January 2001, Procter & Gamble Home Products Limited and Whirlpool

India Ltd. launched a special 'Ariel - Whirlpool Superwash' offer, making

washing machines more affordable to the people of Hyderabad. On purchase

of either a 500gms, 1kg or 1.5kg economy pack of New Ariel Power

Compact, consumers are automatically eligible to buy a Whirlpool Washing

Machine for as low as Rs.238/- in Equal Monthly Installments for 24

months, by filling in the application form that comes with the Ariel pack and

contacting any one of the Whirlpool dealers mentioned on the pack.

In June 2001, Procter & Gamble in partnership with the Association of

Beauty Therapy & Cosmetology (ABTC), India hosted the Pantene Artist

2001 a national stylist competition, which included categories such as Bridal

Dressing, Hair Cutting and Body Painting. Present at the event was world-

renowned hairdresser and stylist Jun L. Encarnecion, who demonstrated the

hottest international haircuts and styles in vogue via an interesting hairhsow.

Mr. Encarnecion has trained students in leading hairdressing schools like

Robert Fielding School of Hair Dressing (U.K), Pierre Alexander

International Academy (U.K), Vidal Sassoon Academy, (U.S.A) among

others and also enjoys the reputation of being the official hairdresser for the

1993 Miss Universe pageant.

In July 2001, Procter & Gamble Home Products Limited launched New

Ariel Total Compact with Magicare a New System of Washing that

completely removes stains without scrubbing, significantly reducing time

spent on washing clothes.

In September 2001, Procter & Gamble Home Products launched New

Pantene Pro-V range of five shampoos in India which gave consumers the

look they want Smooth & Silky for straighter hair, Volume & Fullness for

thicker hair, Balanced Clean for shinier hair, Lively Clean for livelier hair

and Anti-Dandruff for dandruff-free hair.

In April 2002, Procter & Gamble Home Products Limited announced the

launch of a special Ariel Bar Refund Offer along with its new Advanced

Ariel Compact. Under the Ariel Bar Refund Offer, consumers could

exchange their detergent bar on purchase of Advanced Ariel Compacts 1kg

and 500gms packs, and avail of a Rs.15 and Rs.7 discount respectively on

MRP.

In August 2002, Pantene unveiled the launch of the Shine Morning to Night

campaign that helps consumers get long lasting hair shine with regular use

of Pantene. The Shine Morning to Night campaign had two exciting

components to it The MTV Shine Your Soul contest where one could win

diamonds worth Rs.12.5 lacs and the launch of the Pantene Shine Booths

across the country to help achieve the shine that lasts from morning to night.

During the same period, Pantene also hosted Hair Asia Pacific 2002 the

biggest Hair Cutting & Styling event in Kuala Lumpur, Malaysia. Pantene

Hair Asia Pacific is a prestigious international hair cutting & styling contest

attracting expert hairdressers and beauty care advisors from more than 13

Asia Pacific countries.

Additionally, Pantene also hosted Pantene World Teen Queen contest in

Goa. Contestants from UK, USA, South Africa, Kenya, Tanzania, Mauritius,

Middle East and Hong Kong participated to win the coveted World Teen

Queen crown.

In January 2003, Procter & Gamble Home Products Limited reduced the

prices of Pantene and Head & Shoulders 7.5ml sachets from Rs. 4/- to Rs.

3/-, with no change in its superior product-quality or packaging, improving

affordability to a large number of Indian consumers.

In June 2003, Procter & Gamble Home Products Limited launched Pampers

- world’s number one selling diaper brand with sales of US$ 6 billion

annually. Pampers provides superior dryness for uninterrupted overnight

sleep, with just one pampers diaper. In India, Pampers Fresh & Dry is

available in a variety of three sizes – 4s, 10s and 25s.

In July 2003, Procter & Gamble Home Products Limited launched Pantene

Long Black, the ultimate solution for achieving the Long and Black hair

look, and Head & Shoulders Silky Black - the only shampoo in India to offer

the dual benefits of 100% dandruff-free as well as silky black hair.

In September 2003, Procter & Gamble Home Products Limited announced

that its superior quality Tide sachet is now available at Re. 1 per sachet and

its Ariel sachet at Rs. 2 per sachet, thus making the world’s best detergents

available at lower prices.

In January 2004, Procter & Gamble Home Products Limited announced the

launch of Rejoice – Asia’s No. 1 shampoo, in India. Rejoice’s patented

Micro-Silicone conditioning technology gives twice as smooth, and easy to

comb hair versus ordinary shampoos, at affordable prices in 100 ml bottles

and 7.5 ml sachets.

In March 2004, Procter & Gamble Home Products Limited reduced the

prices of Ariel and Tide bags (large packs) by 20-50%, while maintaining

the superior quality. The superior quality one kg pack of Tide now cleans a

family’s one month laundry in just Rs.23/-, while a one kg pack of Ariel

cleans a family’s one month laundry in just Rs.50/-.

In August 2004, Procter & Gamble Home Products Limited signed Preity

Zinta – Bollywood's #1 Actress, as Brand Ambassador for its Head &

Shoulders anti-dandruff shampoo that gives 100% dandruff-free soft

beautiful hair.

In October 2004, Procter & Gamble Home Products Limited launched New

Pantene Amino Pro-V Complex shampoos, which makes hair ten times

stronger.

In November 2004, Procter & Gamble Home Products Limited launched

New Tide Bar. The New Tide Bar is unique as compared to the available

detergent bars because of its three unique features: (i) It has green speckles

called Whiteons, which release a unique whitening action on reacting with

sunlight; (ii) Its technology also ensures that it lasts longer, does not dissolve

easily and delivers a good balance between bar-hardness and ease of

application on clothes and; (iii) It has a lemony & refreshing fragrance that

lingers on clothes hours after wash.

OUR PURPOSE

We will provide branded products and services of superior quality and value

that improve the lives of the world's consumers. As a result, consumers will

reward us with leadership sales, profit, and value creation, allowing our

people, our shareholders, and the communities in which we live and work to

prosper.

OUR VALUES

P&G is its people and the values by which we live.

We attract and recruit the finest people in the world. We build our

organization from within, promoting and rewarding people without regard to

any difference unrelated to performance. We act on the conviction that the

men and women of Procter & Gamble will always be our most important

asset.

Leadership

We are all leaders in our area of responsibility, with a deep

commitment to deliver leadership results.

We have a clear vision of where we are going.

We focus our resources to achieve leadership objectives and

strategies.

We develop the capability to deliver our strategies and eliminate

organizational barriers.

Integrity

We always try to do the right thing.

We are honest and straightforward with each other.

We operate within the letter and spirit of the law.

We uphold the values and principles of P&G in every action and

decision.

We are data-based and intellectually honest in advocating proposals,

including recognizing risks.

Trust

We respect our P&G colleagues, customers, and consumers, and treat

them as we want to be treated.

We have confidence in each other's capabilities and intentions.

We believe that people work best when there is a foundation of trust.

Passion for Winning

We are determined to be the best at doing what matters most.

We have a healthy dissatisfaction with the status quo.

We have a compelling desire to improve and to win in the

marketplace.

OUR BRANDS

Fabric Care Ariel Front-O-

Mat Ariel 2

Fragrances Tide Detergent Tide Bar

Hair Care Pantene Pro V

Head & Shoulders

Rejoice Dandruff

Control

Baby Care

Pampers

CAVINKARE

CORPORATE / REGISTERED OFFICE:Cavinkare Pvt. Ltd.Cavin Ville,No. 12, Cenotaph Road,Chennai – 600 018 Phone : 044 - 24317550Fax : 044 - 24362879Email : corpcomm@cavinkare.com

PROFILE

Every journey begins with the first step. The journey called CavinKare

began with a young mind taking the road less taken. In 1983 with a single

product offering, CavinKare started out as a small partnership firm. More

steps followed and with the innovative Entrepreneur C.K. Ranganathan at

the helm, CavinKare emerged into a successful business enterprise.

In line with the company’s progressive outlook,Beauty Cosmetics, the

earlier name, was rechristened to CavinKare in November 1998. 'Cavin' a

literary word in Tamil, symbolizes beauty and grace. The company logo

signifies dynamism, modernity, and a positive attitude towards the future -

the spirit of the people behind the phenomenon called CavinKare.

Smart marketing and a clear product positioning ensured CavinKare’s

growth from strength to strength, broadening its product portfolio

extensively. The company now markets ten major brands. The turnover

from all the companies in the CavinKare group touched Rs. 400 crores in

2003-2004.

Over the years, CavinKare has achieved significant milestones, and a

competitive edge with sound understanding of mass marketing dynamics.

The company offers quality hair care, skin care, personal care, food

products and home essentials, borne out of a keen understanding of

consumer needs.

Today, CavinKare has established a firm foothold in the national market.

Efforts towards self sufficiency with backward integration has allowed

CavinKare, along with its Group Companies manage its own advertising &

media buying, product packaging and research and development activities.

CORPORATE VISION

"We shall achieve growth by continuously offering unique products and

services that would give customers utmost satisfaction and thereby be a role

model."

CavinKare is a brand that has taken on the Hindustan Levers and P&Gs of

the world and survives impudently to tell the tale. The Chennai-based

FMCG company is emerging as a strong contender in the Indian market and

is quickly gaining market share in the haircare, personal care and skincare

markets. The market share may be small, but it’s growing rapidly, driven by

the company’s attempt to differentiate its brand from the competition.

The secret of CavinKare’s success online and off seems to be in its

aggressive approach to marketing. The website speaks to many different

audiences, and promotes itself as a brand that’s enthusiastically ready to

meet the needs of its consumers.

Like a delighted host, CavinKare divides its attention across audiences and

tries its best to be inclusive. There’s something for everyone – from

consumers to prospective employees to members of the media. And the site

speed is quick, unlike many Indian websites, so site visitors can easily look

around without tediously waiting for pages to load.

The site doesn’t shirk from providing information, both on its products and

the company. Although CavinKare has justified bragging rights, the brand

portrays itself as confident, rather than cocky, when naming its many

achievements and detailing its mission. But this information can be

considered dry when compared to the exciting promo pieces and ad

campaigns seen offline.

Along with featuring its products, it supports its brand by offering engaging

content. In Tips & FAQs, even those not intrigued by personal care will be

pulled into the Q&A formatted page of beauty tips. From making face

masks to getting smooth feet – many of the all natural remedies can be made

with products kept in the house, which keeps the site from being a pushy

online sales pitch. At the same time, this content retains and brings back

users for repeat visits.

The Contest Zone does this as well by offering rewards for participating the

site’s online contests. After registering by coughing out the typical personal

information (it’s not noted what it’s used for), users can log in and take part

in contests. Although filling out the registration doesn’t promise that once

you’re able to login there will even be a contest going on.

The site is well thought out, even if at first glance it’s unspectacular in its

overall look and feel. It steers away from the high-tech, scream-blast

experience and presents a site that has a simple, clean, honest, and

uncomplicated feel.

Is it too plain and simple? Visitors used to high-tech pages could perceive it

as dull, but after quickly navigating through the pages, finding ample

information on the company and products, interactive sections, and a spot to

get free personal care tips, it’s hard to complain about the experience. In

fact, CavinKare may be a good example of how the web, with its techno

pyrotechnics, has dulled our appreciation for the simple and uncomplicated.

VALUES & BELIEFS

Integrity

The company values honesty and truthfulness above everything else in all

its interactions. Our thoughts, words, and actions shall be the same. We

shall try our utmost to fulfill promises and honour commitments.

Fairness

The company shall be fair in all its dealings with people inside and outside.

We will follow rules, norms, and procedures, not only to the letter, but in

spirit as well; we will show common decency in all our dealings with

people; we will not exploit undue advantages; and we will respect the rights

of others.

Excellence

The company values highly all efforts that lead to high standards in

everyday work and results. We shall attempt to be the best in class in

anything we choose to work on. We shall encourage any individual, or

collective effort in promoting excellence.

Innovation

The company values innovative thinking, innovative approaches, and

innovative solutions in our regular work life. We will always look for better

ways of doing things; we will seek new ideas to solve problems; and we will

experiment with new concepts, ideas and solutions.

Openness

The company believes that openness to new ideas, thoughts and opinions

makes relationships stronger and more productive, we shall listen to others;

we shall openly discuss among colleagues all that is appropriate; and we

shall welcome ideas from everywhere.

Trust

The company believes that trust is an important ingredient for effective

functioning within the organisation and with the outside world. While we

shall protect our legitimate business interests, we would also approach the

people, issues and associations with straightforwardness, optimism, and

positive outlook.

Stretch

The company believes that people have infinite potential. We have an

extraordinary capability to exert and extent the limits of the possible. We

shall aim for stretch goals, ambitious targets, and ever- receding horizons.

Ownership

The company values the individual belief of ownership and accountability.

All our employees are an integral part of the company and have a high stake

in its well being, as well as in shaping its destiny. Individually and

collectively we assume responsibility for all our actions and their

consequences.

Speed

The company strongly believes that time is an invaluable resource. We shall

favour speedy decisions, actions and programs. Within the limits of all our

values, we respect speed as a winning ingredient in this fast moving and fast

changing world. We shall use speed to slash red tape and complacence.

Customer Delight

Our customers and consumers deserve the best deal from us. We shall aim

not to just satisfy them but deliver more than their expectations to delight

them.

Leadership

Our company believes that sustained progress and growth are achieved

through leadership characterised by inexhaustible personal energy and

exceptional ability to energise others. We shall promote leaders within the

ranks who unleash latent energy within the organisation.

Adaptability

Our Company believes that flexibility and adaptability are essential

conditions to survive and thrive in a chaotic fast moving world. While we

hold true to our basic beliefs and values, we shall continuously introspect

and reassess the needs for change in the way we do business.

CORPORATE PRACTICES

CavinKare's astute professionalism, innovative products, and consistent

quality are results of its significant corporate practices. CavinKare is backed

by 500 employees who are proficient in their respective fields. The

company has a network of 1400 stockists and a distribution system that

reaches out to 7 lakh outlets through out the country.

Work Culture

The work culture at CavinKare features lots of freedom, immense

responsibility and due credits in creating an ambitious and admirable Indian

Company.

CavinKare provides its employees an atmosphere of easy informality, and

an absence of restrictive hierarchies or functional boundaries.

Communication is encouraged across levels and departments; cross

functional teams flourish; the top management to the junior most employees

participate in open house sessions; value based management is often a part

of the agenda in many meetings; and innovations big and small are

applauded. These are the factors that drive the corporate entity called

CavinKare.

Human Resources

A well thought out HR philosophy anchors all these diverse initiatives and

activities. The company believes in grooming its managers for today and

tomorrow. A detailed management trainee scheme ensures a reservoir of

talent. The core functions of Human Resources Management, such as

recruitment, training, and performance management are integrated through a

comprehensive competency framework. All these efforts are enabled with

the implementation of a world-class HR Information System.

FIELD WORK

Field work includes selecting controlling and evaluating the members of the

field force. The methods used in the field are very important for field work.

The methods are dictated large by the method of collecting data, the

sampling requirement and the kinds of information that must be obtained.

In this process I have visited the FMCG’s throughout Delhi region and even

outside Delhi too. My main mode of conduct was through the questionnaire,

this was one of the most complicated and tough job of my research work

though I thoroughly enjoyed it.

F indings & Interpretation

Through my study on the topic, “Benchmarking on HR Practices &

Policies”, conducted at Dabur India Ltd. Corporate Office, Kaushambi,

Ghaziabad, under the guidance of Mr. Devendra Gupta, Regional Manager

HR, I surveyed several companies, which include top FMCG’s in the Indian

market are as, Hindustan Liver Ltd. Nestle India, ITC, Heinz India Ltd.

CavinKare, Procter & Gamble etc. I came to following findings &

interpretation, which are separated company wise in the following pages;

Dabur India Ltd.

Hindustan Liver Ltd.

ITC

Nestle India

Heinz India ltd.

Procter & Gamble

Cavin Kare

Company Name : Dabur India Ltd.

Company Address : Dabur India Ltd., Kaushambi,

Ghaziabad (UP)

Contact Person : Mr. Devendra GuptaDesignation : Regional Manager HR

Subject: Benchmarking on HR Practices and Policies

Detail:

I felt immense pleasure being a part of the esteemed organization like Dabur

India Ltd, for duration of two months. I have been associated with Dabur, as

a Trainee in HR department, for the fulfillment of the requirement of the

Master of Business Administration course.

During my tenure in Dabur, I was associated with Mr. Devendra Gupta.

Mr. Gupta is working as Regional HR Manager in Dabur, for last 5 yrs. He

is a HR expert and has deep understanding of HR practices. He had guided

me at each step with his valuable suggestions, provided the best available

literature and documentation of HR and helped me a lot in understating the

real HR practice in practical.

Dabur is a giant in FMCG in India. Company has developed high standard

practices in HR, for the betterment of the employee and growth of Business.

Company is completely focusing to bring each and every resource of the

organization into the main steam of successful business. Hence, all HR

policies are employee orientated, which I described below.

Requirement Policy

Compensation Policy

Leave Policy

Exit Policy

Training in Dabur, I get to know about the structure of the HR department of

the company, where Executive Vice President of HR is Mr. A. Sudhakar,

following is the structure of the HR department;

Executive Vice President HR

General ManagerHR & IR

Head Talent Management

Factory HRHeads

ManagerN & E Region

ManagerS & W Region

HR itself controls the recruitment & administration. Company has versatile

policy of recruitment, were there is a policy of Internal & External

recruitment. Internal recruitment is generally through the transfers and

promotions and also through job posting.

For External recruitment company has two fixed criteria, either they go for

Direct Recruitment or Third Party (Consultant Agencies).

For direct recruitment Dabur visits India’s top business schools, like;

Indian Institute of Management (IIM’s)

XLRI Jamshedpur

FMS, Delhi

MDI, Gurgaon

IMT, Ghaziabad

According to Mr. Devendra Gupta, for external recruitment through private

consultants, the company is charged somewhere around 10% to 15% of

CTC, where as for head hunting these consultants charge 25% to 30% of

CTC.

Company has different kinds of interviews, like, structured & unstructured

interview, In-depth interview and Stress Interview etc. Candidate has to go

through Group Discussion at the very first step & than the short listed

candidates are called for face to face interview, where he/she is interviewed

by HR Manager and Head of that particular department for which candidate

has applied.

Company gives more chance to the freshers but it depends on the level of

position candidate is required, if the vacancy is for some senior level than

experience holders are given more preference. Mr. Devendra Gupta also

shared that, the pressure of filling the vacancies fast and search for the

talents are the major challenges that they face while administering selection

procedure hence the consideration that are kept in mind while designing a

selection procedure are that the highly talented candidate should be hired

and it should be within the agreed lead time. There are few selection tests

that are used to asses intelligence, abilities and personality trait, are;

Intelligence Test (which measures the IQ of a candidate)

Aptitude Test (which measures the potential of a candidate to learn a

particular task)

Personality Test (which measures the type of personality of a

o candidate)

Achievement Test (which measures the performance of the candidate

on a particular job)

As I asked about the skills, competencies and leadership needed in the

organisation, Mr. Gupta told me that an employee should have the ability to

motivate & manage the team, he/she should have good interpersonal as well

as communication skills, and the most important thing is that the candidate

must have the awareness of the latest trends in supply chain management,

business intelligence and knowledge management.

Company Name : HLL

Company Address : HLL, G.T. Road

Etah (UP)

Contact Person : Mr. N.K. KhareDesignation : Manager HR

Subject: Benchmarking on HR Practices and Policies

Detail:

A very popular adage is, “First impression is the last impression”. And this

maxim is 100% applicable for Hindustan Liver Ltd. I got an appointment to

see Mr. N.K. Khare at HLL plant in Etah (U.P.) to discuss my questionnaire.

I reach there by the time & contacted security person at the gate of the

company. He asked my name & than gave me a shock as he welcomed me

with my full name & he had adequate information about me & I was

surprised to find that he was well aware of my purpose of advent. This was

really a beautiful system.

How exciting for you if you reach the gate of any company & you find they

are expecting you.

I enquired this all with the security chief & he gave me a brief idea about

their security system. HLL have a very robust security system. They have an

inbuilt IT system where everyone has to log the information of the visitors

coming to visit them in the plant. This hole information automatically flows

to the concern people those are part of the visiting guest & as well as to

security department. Hence forth security department have always online

information of all the expected visitors for that day. It was really a nice

experience.

The security guard at the gate took me to the security chief’s room & I got

another experience of the robust security system of HLL. The security chief

is able to keep an eye on every nook n corner of the plant through hidden

cameras placed at several critical locations in the plant. He gave me the brief

overview of the plant, some of the locations were restricted for the outsiders

and one can take entry into the plant only with a valid ID card which is

supposed to be hanged in the neck during the visit. When I got in they took

my instant photograph & instantly provided me an ID card with my

photograph, which I was supposed to return at the time of exit from the

plant.

Finally security guard came and to take me to the Cluster Manager HR Mr.

N.K. Khare’s cabin, after a small introduction I started with the help of my

questionnaire.

Vice President HR

Sr. Manager HR

Unit HR

RegionalManager

RegionalManager

RegionalManager

General Manager HR

Mr. Khare told me that the HR department of HLL is very well structured &

I was told that each HR person is clear about his job profile &

responsibilities in the company. Following is the structure of HR

department;

HR has a great role to design the strategy & actions to enable the HR to

deliver the business requirement. These strategies & actions are as follows;

Optimal utilization of HR

Training & development

Performance oriented culture

They are also practicing a measurement method i.e. Dash Board Instrument

(Score Card) to measure & scale employee contribution in the company

growth.

According to Mr. Khare, HR is responsible to improve the weakest or

employee by imparting the training & implementing the best available

methodologies & technology or by amending the policies & procedures.

Referring to recruitment procedure in detail, he told me about the openness

of the company as it has policy of recruitment through internal and external

resources, company believes in young talent & always gives the opportunity

to freshers as they are full of enthusiasm, dedication and hardworking & full

of new ideas.

To seek the highly qualified, target oriented professional company has

contacts with several private placement agencies as source of external

recruitment. Against these services placement agencies charge 12% of the

annual salary of the employee from the company.

Mr. Khare also told me that in their organization Immediate Superiors

evaluate the performance of the employee.

They also have Family Friendly Polices, which are as;

Get together

Family Functions

Retirement Function

In House Magzines

Tours

Further in my discussion Mr. Khare told me that in present scenario

employees are very much concerned about his/her personal growth & it is

very difficult for an organization to retain them.

According to Mr. Khare the key elements of winning employee retention

strategy are;

Compensation

Job Satisfaction

Recognition

Company Name : ITC Ltd.

Company Address : ITC Ltd. Bhilwada Bhawan,

Friends Colony, New Delhi

Contact Person : Mr. Vinod KumarDesignation : Assistant Manager HR

Subject: Benchmarking on HR Practices and Policies

Detail:

During my visit to ITC Ltd., I got the opportunity to meet Mr. Vinod

Kumar, who is working as an Assistant HR Manager in the company for the

last 5(+) years.

Mr. Kumar has given me a broad overview of HR department & its

hierarchical structure, which is as follows;

Vice President HR

General Manager HR

RegionalManager

Business Manager

HR

Central Officer

HR

Unit HR Branch Manager

HR

Mr. Kumar had also shared the strategic goals of the company as follows;

To increase the volume of the business

Cost efficient production

Highly hygienic & competitive environment

Company has also decided the strategy & action plans to achieve these

strategic goals. The action plan for the HR department to deliver the

business requirement, are;

Optimal utilization of HR

Man power reduction through mechanization, and,

Training & development of the employees.

For the successful implementation of action plans, to achieve the targets &

to calibrate the involvement of each employee HR has decided to analyze

each employee contribution in the business.

In response of the understanding of recruitment & selection procedure Mr.

Kumar had given the brief idea. The recruitment & selection procedure is

administered by the head office along with HR department at plant level.

Referring to recruitment procedure in detail, he told me about the openness

of the company as it has policy of recruitment through internal and external

resources, company believes in young talent & always gives the opportunity

to freshers as they are full of enthusiasm, dedication, hardworking & full of

new ideas.

To seek the highly qualified, target oriented professional company has

contacts with several private placement agencies as source of external

recruitment. HR sends their request for competencies area & experience

required where these companies provide the eligible candidates and does the

selection formalities before finally hiring the candidates. Against these

services placement agencies charge 12% of the annual salary of the

employee from the company.

Administration department has several challenges in selection procedure like

lack of potential & capable person, unavailability of the right person for the

right job & poor IQ level of candidates.

Company has strong rules & regulations to hire the services of any eligible

candidate. Candidate has to go through several rounds of interviews, like,

technical interview by the expert team, personal interview by HR and

interview by the functional head etc. Once the candidate declared selected

has to fill several forms to complete the statutory requirements like PF, ESI,

Insurance etc.

Now the new joinee has to go through a complete medical check up at

contracted nursing home under the control of experienced doctors.

Mr. Kumar who deals with the recruitment said that the current recruitment

and selection procedure of the company is adequate enough to get the right

kind of manpower.

Company Name : Nestle India

Company Address : Nestle India Nestle House, DLF City, Ph-2, Gurgaon

Contact Person : Mr. Anurag PatnayakDesignation : HR Executive

Subject: Benchmarking on HR Practices and Policies

Detail:

The third company that I targeted for my project work was Nestle India. I

met Mr. Anurag Patnayak working as HR Executive.

Mr. Anurag Patnayak serving the company for the last 2years led me to

understand best practices in HR department within Nestle. Mr. Anurag

showed me the HR manuals, books of practices & also had provided the best

of his knowledge about the HR functioning & polices, like recruitment &

selection, retention, training & development.

Vice President HR

Sr. Manager HR

RegionalManager

RegionalManager

RegionalManager

General Manager HR

Unit HR Branch HR

Unit HR

HR itself controls the recruitment & administration. The structure of HR

department of Nestle India is as follows;

Company has versatile policy of recruitment, were there is a policy of

Internal & External recruitment. Internal recruitment is generally through the

transfers or promotions. Promotion policies of the company are very

standard and fixed; there are certain criteria’s to measure the performance of

the employees for promotion & annual increment. An employee who is

eligible for the promotion should have to qualify any of the following

conditions;

Outstanding Performance

Very good appraisal for the consecutive two years

Finally on urgent demand

For External recruitment company is connected with several renowned

placement agencies, these agencies provide the best candidates on the

demand against a genuine minimum charges. These companies provide

resumes of the candidate after the confirmation from the candidate. They

send the intimation along with the date and time of the interview & fix a

tally conference for the client & candidate. Company has several SME’s

(Subject Matter Expert) who takes the interview & than the short listed

candidates are called for the final interview by HR heads & concerned

department heads.

There is also a policy & structure for grade and designation. A person

having the experience of certain years can be selected for particular

responsible post, while for the less responsible post a fresher can be selected.

Selection procedure is very rigid & designed keeping in mind the market

standards & availability of technology. Company is flexible & can mold the

policies for the suitable candidates.

The focus of the interviewers is to check the communication skills of the

candidate & his analytical power, influential skills & energy levels. They

have structured and unstructured pattern of interview. To asses the

intelligence and personality trait of the candidate they have an own made

standard IQ test.

After the selection candidate has to go through a medical test, in case of

failure in medical test candidature get cancelled. Otherwise, candidate has to

do some formalities on very first day on joining; these formalities include

different type of information declaration, understanding of the code of

conduct and guidelines of the company culture etc.

Nestle has belief that his employees are assets of the company and it can

grow up only when its employees are developing themselves upto the

market requirement and to keep them upto the market level of competencies

company has very strong training & development plans. An employee could

have the training on the job or off the job on the basis of recommendation by

his immediate senior & after an approval from department head.

Mr. Anurag had given a brief introduction of Compensation Policy, Leave

Policy & Exit Policy.

Like recruitment, company’s exit policy is also robust; a candidate who is

leaving the company has to fill an exit form & has to face an exit interview

taken by the HR personal which helps them to understand the flows in the

policy where they have to improve.

Company Name : Heinz India Ltd.

Company Address : Heinz India Ltd. Manzoor Garhi,

Aligarh (UP)

Contact Person : Mr. Rajesh SharmaDesignation : Manager HR

Subject: Benchmarking on HR Practices and Policies

Detail:

My visit to Heinz India Pvt. Ltd. is an experience for life. Heinz is leading

FMCG having great popularity in the market. The things that attracted me in

were the layout of the factory, greenery around & hygienity at the conveyer.

Apart from this the Heinz impressed me when I visited their store, conveyer

and various departments in the company plant. They have fully functioned

and well arranged storing system for raw material & for final product before

dispatching it.

I met Mr. Rajesh Sharma (Assistant Manager HR), working for the last four

years in the company. According to Mr. Sharma, Heinz HR department is

very well structured & I was told that each HR person is clear about his job

profile & responsibilities in the company. Following is the structure of HR

department;

AssistantManager

AssistantManager

AssistantManager

AssistantManager

AssistantManager

Welfare Manager

Sr. Manager HR

Executives

Sr. I & R Administrator

Vice President HR

HR has a great role to design the strategy & actions to enable the HR to

deliver the business requirement. These strategies & actions are as follows;

Optimal utilization of HR

Multiscaling, training & development

Manpower reduction through mechanization

Performance oriented culture

They are also practicing a measurement method i.e. PMD (Performance

Measurement & Development) to measure & scale employee contribution in

the company growth. Apart from this they analyse each employee

contribution in the business. Hr can identify weakest & strongest areas &

employee individually. HR is responsible to improve the weakest or

employee by imparting the training & implementing the best available

methodologies & technology or by amending the policies & procedures.

Organization have some strategic goals, these

goals are as follows;

Expansion Plan

To create competitive environment

Maximize the production level

Other than resource management HR is focused on expansion plan, so that

the company could produce n number of varieties of product. HR believes in

highly hygienic and competitive production to succeed in the market. HR

has a great role to understand the global market strategies & after molding

them as per their requirement & getting the approval from higher authorities

to implement in the company.

Referring to recruitment procedure in detail, he told me about the openness

of the company as it has policy of recruitment through internal and external

resources, company believes in young talent & always gives the opportunity

to freshers as they are full of enthusiasm, dedication, hardworking & full of

new ideas.

To seek the highly qualified, target oriented professional company has

contacts with several private placement agencies as source of external

recruitment. HR sends their request for competencies area & experience

required where these companies provide the eligible candidates and does the

selection formalities before finally hiring the candidates. Against these

services placement agencies charge 12% of the annual salary of the

employee from the company.

New joinee has to go through a complete medical check up at contracted

nursing home under the control of experienced doctors.

Further in my discussion Mr. Sharma told my about the problem that every

company is facing, according to him today’s market is very unstable and the

competition is very high. Everyone is very much concerned about his/her

personal growth & it is very difficult for an organization to retain a highly

demanded candidate. HR has modified its policies to attract & motivate the

high caliber person, so that they would not leave the organization. To reduce

the attrition rate HR at Heinz is looking for personal development of each

and every employee, redesigning their career plan, improving their working

environment & culture, change policies to make them more employees

oriented.

According to Mr. Sharma the key elements of winning employee

retention strategy are;

Recreational Facilities

Sports Club

Get together Parties

Career Planning

Competitive Salary Packages

Training

Company Name : P&G

Company Address : P&G, A-4, Industrial Area

Ph-1, Mayapuri, New Delhi

Contact Person : Mrs. ShivaDesignation : Manager HR

Subject: Benchmarking on HR Practices and Policies

Detail:

As I was getting into the thick of the things, with every new visit to different

company my interest was developing and I was becoming more & more

curious to visit more & more companies. Meeting different market leaders in

HR department becomes my objectives, so I continuously worked

enthusiastically & dedicatedly.

The fourth company that I targeted for my project work was Procter &

Gamble, which is one of the well known brands in the market. There I got

the opportunity to meet Mrs. Shiva working as Manager HR for more seven

years in the company. She provided me with all the information that I

needed, except to those information which are confidential and cannot be

disclosed to the outsiders.

General Manager HR

AssistantManager

AssistantManager

AssistantManager

RegionalManager HR

Unit HRManager

RegionalManager HR

AssistantManager

Branch HRManager

Mrs. Shiva told that the HR department controls the recruitment & selection

procedure. The structure of HR department of P&G is as follows;

Company has versatile policy of recruitment, were there is a policy of

Internal & External recruitment. Internal recruitment is generally through the

transfers or promotions. Where as for External recruitment company is

connected with several renowned placement agencies, these agencies

provide the best candidates on the demand against genuine minimum

charges. These companies provide resumes of the candidate after the

confirmation from the candidate. They send the intimation along with the

date and time of the interview & fix a tally conference for the client &

candidate. They charge about 12% of the annual salary of the candidate from

the company.

According to Mrs. Shiva they give more preference to experience holders

rather than freshers due to their professional attitude. At the time of

interview they check the subject knowledge and managerial skills in the

candidate. Through and out possible talent judgment so that none of them

are left uncovered in any aspect. Since company is invests a large amount on

recruitment & selection procedure, time limit is also one of the important

aspect that is kept in mind while designing the selection procedure.

As I asked about the skills, competencies and leadership needed in the

organisation, she pointed out few which are as follows;

Communication Skills

Decision Making

Team Work

Creative Planning for sales related activities for the area to drive

volumes, visibility & reach

Should be able to formulate Sales Strategies

Open, assertive & quick at learning new areas

Procter & Gamble has belief that his employees are assets of the company

and it can grow up only when its employees are developing themselves upto

the market requirement and to keep them upto the market level of

competencies company has very strong training & development plans. An

employee could have the formal or informal training as well as training on

the job or off the job on the basis of recommendation by his immediate

senior & after an approval from department head.

To reduce the attrition rate HR at P&G is looking for personal development

of each and every employee, improving their working environment &

culture, training them and reward them at the end of the year for their

contribution in the company.

Company Name : CavinKare

Company Address : CavinKare Vikasdeep Building, Laxmi Nagar New Delhi

Contact Person : Mrs. Savitri KhannaDesignation : Manager HR

Subject: Benchmarking on HR Practices and Policies

Detail:

My last visit was to the company Cavin Kare, where I got the opportunity to

meet Mrs. Savitri Khanna, who is working as Manager HR in the company

for the last 7 years. She gave me the brief idea about the company’s HR

functioning & polices, like recruitment & selection, retention, training &

development. She provided me with all the information that I needed, except

to those information which are confidential and cannot be disclosed to the

outsiders.

Vice President HR

Regional Manager HR

Business Manger HR

Central Manager HR

Cluster Manager HR

General Manager HR

Unit HR Branch HR

Unit HR

HR itself controls the recruitment & administration. The structure of HR

department of CavinKare is as follows;

In response of the understanding of recruitment & selection procedure Mrs.

Khanna had given the brief idea. The recruitment & selection procedure is

administered by the head office along with HR department at plant level.

Referring to recruitment procedure in detail, he told me about the openness

of the company as it has policy of recruitment through internal and external

resources, company believes in young talent & always gives the opportunity

to freshers as they are full of enthusiasm, dedication, hardworking & full of

new ideas.

To seek the highly qualified, target oriented professional company has

contacts with several private placement agencies as source of external

recruitment. HR sends their request for competencies area & experience

required where these companies provide the eligible candidates and does the

selection formalities before finally hiring the candidates. Against these

services placement agencies charge 12% of the annual salary of the

employee from the company.

Candidate has to go through several rounds of interviews, like, technical

interview by the expert team, personal interview by HR and interview by the

functional head etc. The focus of the interviewers is to check the

communication skills of the candidate & his analytical power, influential

skills & energy levels. They have structured and unstructured pattern of

interview. Once a candidate is selected he/she has to go through a complete

medical check up at contracted nursing home under the control of

experienced doctors.

Further continuing the discussion Mrs. Khanna told me that in present

scenario everyone is very much concerned about his/her personal growth &

it is very difficult for an organization to retain a highly demanded candidate.

HR has modified its policies to attract & motivate the high caliber person, so

that they would not leave the organization.

While talking about the exit policy of the company Mrs. Khanna told me

that a candidate who is leaving the company has to fill an exit form & has to

face an exit interview taken by the HR personal which helps them to

understand the flows in the policy where they have to improve.

LIMITATION

Although it has been my endeavor to take all necessary precautions to ensure

that the information gathered is authentic and maximum facts are presented

the report have a few handicaps:

1) Time: The nature of the report required detailed and meticulous

information gathering. In this sense time was a limiting factor and a

major constraint to accomplish the given task. Also sometimes the

executives were not available and I had a re-schedule my

appointments time and again. This caused a lot of pilferage of time

and unnecessary of duplication of effort. Also many holidays occurred

during the preparation time of this report and access to information

limited in this period.

2) Human Error: The feedback provided by the company executives and

others approached has been assumed to be correct. But there might

have been wrong and biased facts given. The opinion of few cannot be

generalized in any manner. The reader has to discount these fallacies

with regard to the small scale on which it has been prepared.

3) Non-cooperation: While by and large the people approached were

helpful some people were non-cooperative. Also a lot of information

was withheld due to its sensitive nature.

BIBLIOGRAPHY

Books

Human Resource Management – Gary Dessler

Human Resource Management – K. Aawathappa

Magazines

Business World

Business Today

Internet Sites

www.dabur.com

www.google.com

www.altavista.com

ANNEXURE

QUESTIONNAIRE