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 Internal SupervisorMr. Devendra Gupta Prof. Poonam MalikRegional Manager HR, IMS GhaziabadDABUR India Limited
DECLARATIONI, Udit Kamthania student of Institute OfManagement Studies Ghaziabad MBA(2005-2007) batch, hereby submitting my summerproject on the topic.“BENCHMARKING ON HR PRACTICES& POLICIES.” Udit Kamthania Roll No. Enrollment No.
ACKNOWLEDGEMENTIn my Endeavour to express my corest feeling of the heart towardsDabur India Ltd. words like thank fullness obliged sound hollow.Words fall short at time of need so articulation of my feelings now seemsas if Herculean task.The learning experience I have gained from being part of Dabur IndiaLtd. for this small but enriched duration of two months can bedescribed by, “Ambition is the way to success Persistence if the vehicle you arrive in”In preparing this project, I would like to special acknowledgement toMr. Devendra Gupta who suggested me with this project and also wantto indebted to the people of Dabur India Ltd. I am truly confident thatthis 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 thevaluable insights provided by them. Udit Kamthania PGDBM Final Year IMS-Ghaziabad(DC)
OBJECTIVES OF THE STUDYThe objective of the study is to find out the main HR practices &policies of the different leading FMCG’s in India, like HindustanLiver Ltd. Nestle, ITC & Heinz India Pvt. Ltd. etc. they are notonly dominating the Indian market but abroad too. I have collectedthe valuable information about these companies HR practices &policies.In the end I am satisfied with my efforts which I make toachieve the objectives of the study.
BENCH MARKING“Benchmarking is a tool to help you improve your business process. Anybusiness can be benchmarked.”“Benchmarking is the process of identifying, understanding, andadapting outstanding practices from organization anywhere in the world tohelp your organization improve its performance.“Benchmarking is simply about making comparisons with otherorganizations and then learning the lessons that those comparisonsthrow up.”“Benchmarking is the continuous process of measuring products,services and practices against the toughest competitors or thosecompanies recognized as industry leaders (best in class).”For those approaching benchmarking for the first time the plethora ofdefinitions can be confusing, so it can help to focus on the learning andsharing that goes on during the process. The benchmarking is made up of thefollowing 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 hasproved 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 SectorIn the private sector, the purpose of benchmarking is to gain a competitiveedge. A benchmarking approach has become embedded in successfulcommercial organizations as a means of seeking innovation outside theindustry paradigm-a way of keeping at the forefront of the competition.Recent surveys show that benchmarking is the third most used managementtool. Benchmarking is also being recognized as a valuable tool for externallearning strategies. In the Public SectorOver recent years, public sector organizations across the world havegradually been turning to benchmarking their public services. It has alsobeen recognized that efficient and effective public services play a vital partin improving private sector competitiveness by reducing the burden onbusiness and compliance costs.Benchmarking is one way of providing the stimulus needed for change in thedelivery of both core and non-core activities and for raising the standard ofpublic services by spreading good practices.Encouraging the widespread and systematic use of benchmarking across thepublic sector can help with improving performance and can assist individualand organizational learning.
Types of BenchmarkingBenchmarking is a very versatile tool that can be applied in a variety ofways to meet a range of requirements for improvement.Different terms are used to distinguish the various ways of applyingbenchmarking. The first word in each term relates to either the type ofpartner or the purpose of benchmarking. At the outset of benchmarkingprojects, it is vital to be clear on exactly what is to achieved throughbenchmarking 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 MethodologyA research methodology defines what the activity of research is, how toproceed, how to measure progress, and what constitutes success. It focusesprimarily on providing help with the tools and techniques used in theresearch process.These tools and techniques differ from discipline. Researchers also havespecific biases. Some will prefer qualitative over quantitative approaches orvice – versa. Generally speaking, an integrated approach is advisable. Astudy that contains only qualitative data or solely quantitative data missesthe rich texture of interpretation that an integrated approach makes possible.To fulfill the objective, the research design was asfollows: 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 twophases: a. Through individual interviews b. Through telephonic interviewsCollection of secondary data: The secondary data are those, thathave already been collected by someone else and which have alreadybeen 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 interviews2. For secondary data: Internet (www.google.com) (www.altavista.com) Business Magazines (Business World) (Business India).
Research DesignIt is a conceptual structure within which the research is conducted; itcomprises of the blueprint for the collection, measurement and analysis ofdata.The research design of this project in the former part is ‘Exploratory’ whilethe later part is ‘Conclusive’ i.e. where on the basis of the findings andanalysis; suggestions have been given to improve the services in theconcerned areas. Objectives Of ResearchThe objective of research is to discover answers to questions through theapplication of scientific procedures. The main aim of research is to find outthe truth which is hidden and which has not been discovered yet. Thougheach research study has its own specific purpose, we may think of researchobjectives 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.
QUESTIONNAIREQuestionnaire is considered as the heart of a survey operation. So, it shouldbe very carefully constructed. If it is not properly setup, then the survey isbound to fail.A questionnaire consist of a number of questions printed or typed in adefinite order on a form or set of forms. The questionnaire is distributed tothe respondents who are expected to read and understand the questions andwrite down the reply in the space meant for the purpose in the questionnaireitself.The method of collecting data by mailing the questionnaires to therespondents is most exclusively employed in various economic and businesssurveys. Large samples can be made use of and thus the results can be mademore dependable and reliable. Construction of Questionnaire:A detailed questionnaire was prepared keeping in mind the various HRpractices & policies of FMCG’s.Another thing that was kept in mind was that since people cannot sparemuch time to answer the questionnaire, it was made in such a way that evenafter covering the vast services, yet the questionnaire was short and preciseas all the questions barring a couple of them were close ended.
Dabur India Ltd. Kaushambi Corporate OfficeCorporate OfficeDABUR INDIA LTD. Kaushambi Ghaziabad - 201010Uttar Pradesh, IndiaTel: +91 (0120) 3982000 (30 Lines) +91 (0120) 3001000 (30 Lines)Registered Office8/3, Asaf Ali Road, New Delhi – 110 002Tel: +91 (011) 23253488
COMPANY PROFILEFounding 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 provideeffective and affordable cure for ordinary people in far-flung villages. Withmissionary zeal and fervour, Dr. Burman undertook the task of preparingnatural cures for the killer diseases of those days, like cholera, malaria andplague. Soon the news of his medicines traveled and he came to be known asthe trusted ‘Daktar’ or Doctor who came up with effective cures. And that ishow his venture Dabur got its name – derived from the Devanagri renditionof Daktar Burman.Dr. Burman set up Dabur in 1884 to produce and dispense AyurvedicMedicines. Reaching out to a wide mask of people who had no access toproper treatment. Dr. S.K. Burman’s commitment and ceaseless effortsresulted in the company growing from a fledgling medicines manufacturer ina small Calcutta house, to a household name that at once evokes trust andreliability. More than a century after Dr. S.K. Burman setup his companywith the vision of good health for all, Dabur has grown many fold. It is nowa leading nature base health and family care product company.
FOUNDER OF DABUR INDIA LIMITED DR. S. K. BURMAN (1856 - 1907)
NEW PARADIGMSGearing towards a new system where the direct involvement of the family islimited, the Burmans have formulated a Family Council, which acts as aninterface between the family and the Board and management of Dabur.The family members involvement has come in for a qualitative shift, withfresh members being encouraged to develop their own ventures. Theseproposed ventures are then presented to the Family Council for approval andfunding.
DABUR AT A GLANCEDabur India Limited has marked its presence with some very significantachievements and today commands a market leadership status processhygiene, dynamic leadership and commitment to our partners andstakeholders. 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 HealthCare 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 Ownership This 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 FocusWe have superior understanding of consumer needs and develop products to fulfill them. Team Work We work together on the principle of mutual trust and transparency in a boundary-less organisation. Innovation Continuous innovation in products and processes is the basis of our success.
COMPANY HISTORYDabur India Ltd. made its beginnings with a small pharmacy, but hascontinued to learn and grow to a commanding status in the industry. TheCompany has gone a long way in popularising and making easily available awhole range of products based on the traditional science of Ayurveda. And ithas set very high standards in developing products and processes that meetstringent quality norms. As it grows even further, Dabur will continue tomark up on major milestones along the way, setting the road for others tofollow.1884 - Established by Dr. S K Burman at Kolkata1896 - First production unit established at Garhia1919 - First R&D unit establishedEarly 1900s - Production of Ayurvedic medicinesDabur identifies nature-based Ayurvedic medicines as its area ofspecialisation. It is the first Company to provide health care throughscientifically tested and automated production of formulations based on ourtraditional science.
1930 - Automation and up gradation of Ayurvedic products manufacturinginitiated1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated 1936 - Dabur (Dr. SK Burman) Pvt. Ltd. Incorporated1940 - Personal care through AyurvedaDabur introduces Indian consumers to personal care through Ayurveda,with the launch of Dabur Amla Hair Oil. So popular is the product that itbecomes the largest selling hair oil brand in India.1949 - Launched Dabur Chyawanprash in tin packWidening the popularity and usage of traditional Ayurvedic productscontinues. The ancient restorative Chyawanprash is launched in packagedform, and becomes the first branded Chyawanprash in India.1957 - Computerisation of operations initiated1970 - Entered Oral Care & Digestives segment Addressing rural marketswhere homemade oral care is more popular than multinational brands, Daburintroduces Lal Dant Manjan. With this a conveniently packaged herbaltoothpowder is made available at affordable costs to the masses.1972 - Shifts base to Delhi from Calcutta1978 - Launches Hajmola tablet Dabur continues to make innovativeproducts based on traditional formulations that can provide holistic care inour daily life. An Ayurvedic medicine used as a digestive aid is branded andlaunched as the popular Hajmola tablet
1979 - Dabur Research Foundation set up1979 - Commercial production starts at Sahibabad, the most modern herbalmedicines plant at that time1984 - Dabur completes 100 years1988 - Launches pharmaceutical medicines1989 - Care with fun The Ayurvedic digestive formulation is converted intoa childrens fun product with the launch of Hajmola Candy. In an innovativemove, a curative product is converted to a confectionary item for widerusage.1994 - Comes out with first public issue1994 - Enters oncology segment1994 - Leadership in health care Dabur establishes its leadership in healthcare as one of only two companies worldwide to launch the anti-cancer drugIntaxel (Paclitaxel). Dabur Research Foundation develops an eco-friendlyprocess to extract the drug from its plant source1996 - Enters foods business with the launch of Real Fruit Juice 1996 - Realblitzkrieg Dabur captures the imagination of young Indian consumers withthe 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 internationalstandards, Real becomes the fastest growing and largest selling brand in thecountry.1998 - Burman family hands over management of the company toprofessionals2000 - The 1,000 crore mark Dabur establishes its market leadership statusby 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. Toa commanding position amongst an august league of large corporatebusinesses.2001 - Super specialty drugs with the setting up of Dabur Oncologys sterilecytotoxic facility, the Company gains entry into the highly specialised areaof cancer therapy. The state-of-the-art plant and laboratory in the UK haveapproval from the MCA of UK. They follow FDA guidelines for productionof drugs specifically for European and American markets2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4crore2003 - Dabur demerges Pharmaceuticals business
Maintaining global standardsAs a reflection of its constant efforts at achieving superior quality standards,Dabur became the first Ayurvedic products company to get ISO 9002certification Science for natureReinforcing its commitment to nature this scientific landmark helps toproduce saplings of rare medicinal plants that are under threat of extinctiondue to ecological degradation.2005 - Dabur aquires Balsara2006 - Dabur announces bonus after 12 years2006 - Dabur crosses $2 bin market cap, adopts US GAAP. and itsconservation, Dabur Nepal, a subsidiary of Dabur India, has set up fullyautomated greenhouses in Nepal.
Boards of DirectorsDabur has an illustrious Board of Directors who is committed to take thecompany 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 DirectorsHis Highness Mr. Stuart Purdy Mr. P N Vijay Mr. R C BhargavaMaharaja Gaj Singh
STRATEGIC INTENTWe 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 VALUESOwnership: This is our company. We accept personal responsibility, andaccountability to meet business needsPassion For Winning: We all are leaders in our area of responsibility, witha deep commitment to deliver results. We are determined to be the best atdoing what matters mostPeople Development: People are our most important asset. We add valuethrough result driven training, and we encourage & reward excellenceConsumer Focus: We have superior understanding of consumer needs anddevelop products to fulfill them betterTeam Work: We work together on the principle of mutual trust &transparency in a boundary-less organisation. We are intellectually honest inadvocating proposals, including recognizing risksInnovation: Continuous innovation in products & processes is the basis ofour successIntegrity: We are committed to the achievement of business success withintegrity. We are honest with consumers, with business partners and witheach other
WHY DABUR HAS CHANGE ITS LOGOThe New Dabur Identity modernizes the 100-year old equity of the Daburbrand by subtly transforming the tree. While it retains the essence of thebanyan tree, it now projects a contemporary image, in consonance withtodays 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 theseenduring and valuable attributes, while it adds a fresh, healthy and holisticdimension to the tree.In the new identity lock-up, distinct elements collaborate to tell a story, evenas they work independently to achieve the delineated objectives.The new identity appropriates nature as the wellspring for Dabur. It conveysDaburs heritage, commitment and stability through the form and colours ofthe tree; its branches and leaves. It also conveys that the brand stands forwellness across age groupsThe tree trunk mirrors the form for three people with their arms raisedconveying exultation in achievement. The broad trunk represents stabilityand its multiple branches represent growth. Taken as a whole, the treeappears well rooted, implying stability; and its abundant canopy implies thatit can provide amply for those who seek its produce and shade. Further, theentire 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 andprotection. It is a heaven for creatures it generously harbors in its foliage, aswell as in the shade of its canopy. The tree is held auspicious as it spreadsthrough the three spheres with its roots meshing through the earth, its trunkrising through the terrestrial world and its branches reaching into theheavens. This symbolism also occurs in cultures across the world. Keepingthese vital associations in mind, the tree in the new Dabur identity has beencarefully created to communicate Daburs invaluable 100-year old legacy aswell as its future aspirations. It now takes on a younger avatar, in its formand colors, and strikes a rapport with the consumer as a proactive brand witha commitment to wellness and to nurturing an active lifestyle across agegroups.The leaf is a vital part of a tree. Its functions include the manufacture offood for the plant, transpiration and respiration. A tree full of leavesrepresents growth, vitality, rejuvenation and renewal. The new Daburidentity of a tree with a full canopy, bursting with leaves, conveys youth andhealth. Its foliage captures the spirit of an evergreen tree that constantlyreplaces its leaves as they age and fall. The new Dabur logo, of a tree that isconstantly renewing its leaf cover, thus signifies endurance, power andlongevity. The leaves in dual colors reflect the combination of stability andfreshness of thinking of the company & brand.The soft orange color selected for the trunk, rather than a dark brown, isredolent of warmth and energy. It suggests a young and youthful tree, thustactfully breaking down the association of the brand with advanced years. Itis a joyful, stimulating color that makes for a high-visual impact, yet does sowith a friendly, inviting and soothing stance.
The green colour of the leaves instantly indicates natures freshness, lifeand growth. The leaves are neatly divided into two colours: a fresh lightgreen that implies a young leaf, and a darker green that represents an olderand mature leaf. By juxtaposing these two colours in each leaf, the brandindicates that it seamlessly blends the old and the new, and also offers aproduct that is equally suited to the young and elderly. It indicates an on-going process of growth, evolution and renewal.The Dabur frontDabur’s association with nature is evident in the simple yet unique logo. TheDabur font has been created as an echo of the earlier font to preserve itsdistinctive and established identity. Yet, it has moved on to a morecontemporary style.The tip of the “D” emulates the apex of an aleaf thus infusing the alphabetwith a form and flow that discreetly suggests the effect of a leaf. Thedefined yet gentle curve of “D” forms an arc of trust, caring and support.The identical lookDabur’s association with nature is evident in the simple yet unique logo. TheDabur font has been created as an echo of the earlier font to preserve itsdistinctive and established identity. Yet, it has moved on to a morecontemporary style.The tip of the “D” emulates the apex of an aleaf thus infusing the alphabetwith a form and flow that discreetly suggests the effect of a leaf. Thedefined yet gentle curve of “D” forms an arc of trust, caring and support.
PRODUCTSHEALTH CAREDaburs Health Care range brings for you a wide selection of herbalproducts, to provide complete care for varying individual needs. We deriveour products from the time-tested heritage of Ayurveda, backed by the mostmodern scientific test and trials. That ensure unfailing quality and safety inanything you pick.Dabur Health Care Product Range Dabur Chyawanprash- Hajmola Yumstick - Shilajit Gold - Dabur Chyawanshakti- Hajmola Mast Masala - Nature Care - Glucose D- Anardana - Sat Isabgol - Hajmola - Shilajit - Hajmola candy - Ring Ring - Hajmola Candy Fun2 - Itch Care - Pudin hara - Back-aid - (Liquid and pearls) Shankha Pushpi - Dabur Lal tail- Pudin hara G - Dabur Balm - Dabur Baby olive oil- Dabur Hingoli - Sarbyna Strong - Dabur Janma Ghunti-
PERSONAL CAREDabur presents its range of herbal personal care products, created to makeyou look and feel good deep down. Bringing together the gentle touch ofnature and Ayurveda’s wisdom. Backed by the unfailing quality of DaburProducts.Dabur Personal Care Product Range Amla Hair Oil - - Anmol Silky Black Shampoo Amla Lite Hair Oil - - Vatika Henna Conditioning Shampoo Vatika Hair Oil - - Vatika Anti-Dandruff Shampoo Anmol Sarson Amla - - Anmol Natural Shine Shampoo Gulabari - Vatika Fairness Face Pack - - Dabur Red Gel - Dabur Red Toothpaste - Babool Toothpaste - Dabur Lal Dant Manjan - Dabur Binaca Toothbrush
For nearly 100 years, Dabur has specialised in developing and producingherbal Ayurvedic formulations. Today Daburs Ayurvedic Specialties hasover 260 medicines for treating a range of ailments and body conditions -from common cold to chronic paralysis. This range is handled by DaburAyurvedic Specialties Limited division, which constitutes 8% in Daburstotal revenue of Rs.1899.57 crore.
FOODSStay healthy, stay fit - and eat only nature’s best.With products from our Foods range that are pure and full of nutrition,takingcare of your fitness while providing exciting flavours and tastes to yourdishes. Dabur Food range Tastes like eating a 100% Natural Fruit Juice Pure natural Honey fruit Hommade - a range Lemoneez is a Natural Capsico - a fiery red- of Lemon Juice pepper sauce. culinary ingredientsgiving you The taste of Indian Kitchen.
SWOT ANALYSIS OF DABURSTRENGTHS • A trusted, successful & globally known brand • Old brand recognition • Good R & D departmentWEAKNESSES • Less Economies of Scale as compared to other big brands • Poor Advertising of Dabur Nature CareOPPORTUNITIES • Increasing health consciousness among people • Increasing Market share • Brand Loyalty among peopleTHREATS • 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 LIMITEDCorporate Communications DepartmentHindustan Lever LimitedHindustan Lever House165/166, Backbay ReclamationMumbai - 400020MaharashtraIndia.Tel: +91-22-39830000Fax: +91-22-22871970Email: firstname.lastname@example.org
IntroductionHindustan Lever Limited (HLL) is Indias largest fast moving consumergoods company, with leadership in Home & Personal Care Products andFoods & Beverages. HLLs brands, spread across 20 distinct consumercategories, touch the lives of two out of three Indians. They endow thecompany with a scale of combined volumes of about 4 million tonnes andsales of Rs.10,000 crores.The mission that inspires HLLs 36,000 employees, including about 1,350managers, is to "add vitality to life". With 35 Power Brands, HLL meetseveryday needs for nutrition, hygiene, and personal care with brands thathelp people feel good, look good and get more out of life.It is a mission HLL shares with its parent company, Unilever, which holds51.55% of the equity. A Fortune 500 transnational, Unilever sells Foods andHome and Personal Care brands in about 100 countries worldwide.
MISSIONUnilevers mission is to add Vitality to life. We meet everyday needs fornutrition, hygiene, and personal care with brands that help people feel good,look good and get more out of life.The VisionOur vision is to continue to be an environmentally responsible organisationmaking continuous improvements in the management of the environmentalimpact of our operations.We will achieve this through an Integrated Environment Managementapproach, which focuses on People, Technology and Facilities, supported byManagement Commitment as the prime driver.
PAST MILESTONESOver 100 years link with IndiaChronologyIn the summer of 1888, visitors to the Kolkata harbour noticed crates full ofSunlight soap bars, embossed with the words "Made in England by LeverBrothers". With it, began an era of marketing branded Fast MovingConsumer 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 brandcame to the market in 1937.In 1931, Unilever set up its first Indian subsidiary, Hindustan VanaspatiManufacturing Company, followed by Lever Brothers India Limited (1933)and United Traders Limited (1935). These three companies merged to formHLL 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 holds51.55% equity in the company. The rest of the shareholding is distributedamong about 380,000 individual shareholders and financial institutions.The erstwhile Brooke Bonds presence in India dates back to 1900. By 1903,the company had launched Red Label tea in the country. In 1912, BrookeBond & Co. India Limited was formed. Brooke Bond joined the Unileverfold in 1984 through an international acquisition. The erstwhile Liptonslinks with India were forged in 1898. Unilever acquired Lipton in 1972 andin 1977 Lipton Tea (India) Limited was incorporated.
Ponds (India) Limited had been present in India since 1947. It joined theUnilever fold through an international acquisition of Chesebrough PondsUSA in 1986.Since the very early years, HLL has vigorously responded to the stimulus ofeconomic growth. The growth process has been accompanied by judiciousdiversification, 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 Indias corporatehistory, 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, tomarket Lakmes market-leading cosmetics and other appropriate products ofboth the companies. Subsequently in 1998, Lakme Limited sold its brands toHLL and divested its 50% stake in the joint venture to the company.HLL formed a 50:50 joint venture with the US-based Kimberly ClarkCorporation in 1994, Kimberly-Clark Lever Ltd, which markets HuggiesDiapers and Kotex Sanitary Pads. HLL has also set up a subsidiary in Nepal,Nepal Lever Limited (NLL), and its factory represents the largestmanufacturing investment in the Himalayan kingdom. The NLL factorymanufactures HLLs products like Soaps, Detergents and Personal Productsboth for the domestic market and exports to India.The 1990s also witnessed a string of crucial mergers, acquisitions andalliances on the Foods and Beverages front. In 1992, the erstwhile BrookeBond acquired Kothari General Foods, with significant interests in InstantCoffee. In 1993, it acquired the Kissan business from the UB Group and theDollops Icecream business from Cadbury India.
As a measure of backward integration, Tea Estates and Doom Dooma, twoplantation companies of Unilever, were merged with Brooke Bond. Then inJuly 1993, Brooke Bond India and Lipton India merged to form BrookeBond Lipton India Limited (BBLIL), enabling greater focus and ensuringsynergy in the traditional Beverages business. 1994 witnessed BBLILlaunching the Walls range of Frozen Desserts. By the end of the year, thecompany entered into a strategic alliance with the Kwality Icecream Groupfamilies and in 1995 the Milkfood 100% Icecream marketing anddistribution rights too were acquired.Finally, BBLIL merged with HLL, with effect from January 1, 1996. Theinternal restructuring culminated in the merger of Ponds (India) Limited(PIL) with HLL in 1998. The two companies had significant overlaps inPersonal Products, Speciality Chemicals and Exports businesses, besides acommon distribution system since 1993 for Personal Products. The two alsohad a common management pool and a technology base. The amalgamationwas done to ensure for the Group, benefits from scale economies both indomestic and export markets and enable it to fund investments required foraggressively building new categories.In January 2000, in a historic step, the government decided to award 74 percent equity in Modern Foods to HLL, thereby beginning the divestment ofgovernment equity in public sector undertakings (PSU) to private sectorpartners. HLLs entry into Bread is a strategic extension of the companyswheat business. In 2002, HLL acquired the governments remaining stake inModern Foods.In 2003, HLL acquired the Cooked Shrimp and Pasteurised Crabmeatbusiness of the Amalgam Group of Companies, a leader in value addedMarine Products exports.
PRESENT STATUREHindustan Lever Limited (HLL) is Indias largest Fast Moving ConsumerGoods company, touching the lives of two out of three Indians with over 20distinct categories in Home & Personal Care Products and Foods &Beverages. They endow the company with a scale of combined volumes ofabout 4 million tonnes and sales of Rs.10,000 crores.HLL is also one of the countrys largest exporters; it has been recognised asa Golden Super Star Trading House by the Government of India.The mission that inspires HLLs 36,000 employees, including over 1,350managers, is to "add vitality to life." HLL meets everyday needs fornutrition, 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 parentcompany, Unilever, which holds 51.55% of the equity. The rest of theshareholding is distributed among 380,000 individual shareholders andfinancial institutions.HLLs brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,Ponds, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan,Knorr-Annapurna, Kwality Walls – are household names across the countryand span many categories - soaps, detergents, personal products, tea, coffee,branded staples, ice cream and culinary products. They are manufactured inclose to 80 factories. The operations involve over 2,000 suppliers andassociates. HLLs distribution network, comprising about 7,000redistribution stockists, directly covers the entire urban population, andabout 250 million rural consumers.
HLL has traditionally been a company, which incorporates latest technologyin all its operations. The Hindustan Lever Research Centre (HLRC) was setup in 1958, and now has facilities in Mumbai and Bangalore. HLRC and theGlobal Technology Centres in India have over 200 highly qualified scientistsand technologists, many with post-doctoral experience acquired in the USand Europe.HLL believes that an organisations worth is also in the service it renders tothe community. HLL is focusing on health & hygiene education, womenempowerment, and water management. HLL has also responded in case ofnational calamities / adversities and contributes through various welfaremeasures, most recent being the village built by HLL in earthquake affectedGujarat, and relief & rehabilitation after the Tsunami caused devastation inSouth India.Over the last three years the company has embarked on an ambitiousprogramme, Shakti. The programme now covers about 50,000 villages in 12states. HLLs vision is to take this programme to 100,000 villages impactingthe lives of over a 100 million rural Indians.HLL is also running a rural health programme – Lifebuoy SwasthyaChetana. The programme endeavours to induce adoption of hygienicpractices among rural Indians and aims to bring down the incidence ofdiarrhoea. It has already touched 70 million people in approximately 15000villages of 8 states. The vision is to make a billion Indians feel safe andsecure.If Hindustan Lever straddles the Indian corporate world, it is because ofbeing single-minded in identifying itself with Indian aspirations and needs inevery walk of life.
BUSINESSESHome & Personal Foods New Ventures Exports Care • Tea • Hindustan Lever • HPC• Personal Wash • Coffee Network • Beverages• Fabric Wash • Branded Staples • Ayush ayurvedic • Marine Products• Home Care • Culinary Products products & • Rice• Oral Care • Ice Creams services • Castor• Skin Care • Modern Foods • Sangam• Hair Care ranges • Pureit water• Deodorants & purifiers Talcs• Colour Cosmetics
QUALITY POLICYHindustan Lever Limited considers quality as one of the principal strategic objectivesto guarantee its growth and leadership in the markets in which it operates.The company is committed to respond creatively and competitively to the changingneeds and aspirations of our consumers through relentless pursuit of technologicalexcellence, innovation and quality management across our businesses, and offersuperior quality products and services that are appropriate to the various price pointsin 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 itsoperations and is committed to training and providing them the necessary tools andtechniques as well as empowering them to ensure broad base compliance of thispolicy in the organisation at all levels.The company will maintain an open communication channel with its consumers andcustomers and will carefully monitor the feedback to continuously improve itsproducts and services and set quality standards to fulfill them.The company is committed to extend its quality standards to its contractmanufacturers, key suppliers and service providers and by entering into alliances withthem, to jointly improve the quality of its products and services. This policy isapplicable to production from its own facilities as well as to production that isoutsourced.The company will periodically review this quality policy for its effectiveness andconsistency with business objectives.The company delegates authority and responsibility for dissemination andimplementation of this policy to each Business and Unit Head.
HISTORYITC was incorporated on August 24, 1910 under the name of ImperialTobacco Company of India Limited. Its beginnings were humble. A leasedoffice on Radha Bazar Lane, Kolkata, was the centre of the Companysexistence. The Company celebrated its 16th birthday on August 24, 1926,by purchasing the plot of land situated at 37, Chowringhee, (now renamedJ.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This decision of theCompany was historic in more ways than one. It was to mark the beginningof a long and eventful journey into Indias future. The Companysheadquarter building, Virginia House, which came up on that plot of landtwo years later, would go on to become one of Kolkatas most veneratedlandmarks. The Companys ownership progressively Indianised, and thename of the Company was changed to I.T.C. Limited in 1974. Inrecognition of the Companys multi-business portfolio encompassing a widerange of businesses - Cigarettes & Tobacco, Hotels, InformationTechnology, Packaging, Paperboards & Specialty Papers, Agri-Exports,Foods, Lifestyle Retailing and Greeting Gifting & Stationery - the full stopsin the Companys name were removed effective September 18, 2001. TheCompany now stands rechristened.Though the first six decades of the Companys existence were primarilydevoted to the growth and consolidation of the Cigarettes and LeafTobacco businesses, the Seventies witnessed the beginnings of a corporatetransformation that would usher in momentous changes in the life of theCompany.
ITCs Packaging & Printing Business Division, was set up in 1925 as astrategic backward integration for ITCs Cigarettes business. It is todayIndias most sophisticated packaging house.In 1975 the Company launched its Hotels business with the acquisition of ahotel in Chennai which was rechristened ITC-Welcomgroup HotelChola. The objective of ITCs entry into the hotels business was rooted inthe concept of creating value for the nation. ITC chose the hotels businessfor its potential to earn high levels of foreign exchange, create tourisminfrastructure and generate large scale direct and indirect employment.Since then ITCs Hotels business has grown to occupy a position ofleadership, with over 65 owned and managed properties spread across India.In 1979, ITC entered the Paperboards business by promoting ITCBhadrachalam Paperboards Limited, which today has become the marketleader in India. Bhadrachalam Paperboards amalgamated with the Companyeffective March 13, 2002 and became a Division of the Company,Bhadrachalam Paperboards Division. In November 2002, this divisionmerged with the Companys Tribeni Tissues Division to form thePaperboards & Specialty Papers Division. ITCs paperboards technology,productivity, quality and manufacturing processes are comparable to thebest in the world. It has also made an immense contribution to thedevelopment of Sarapaka, an economically backward area in the state ofAndhra Pradesh. It is directly involved in education, environmentalprotection and community development. In 2004, ITC acquired thepaperboard manufacturing facility of BILT Industrial Packaging Co. Ltd(BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC toimprove 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 andBritish 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 itsname was changed to Surya Nepal Private Limited (Surya Nepal).In 1990, ITC acquired Tribeni Tissues Limited, a Specialty papermanufacturing company and a major supplier of tissue paper to the cigaretteindustry. The merged entity was named the Tribeni Tissues Division (TTD).To harness strategic and operational synergies, TTD was merged with theBhadrachalam Paperboards Division to form the Paperboards & SpecialtyPapers Division in November 2002.Also in 1990, leveraging its agri-sourcing competency, ITC set up theInternational Business Division (IBD) for export of agri-commodities. TheDivision is today one of Indias largest exporters. ITCs unique and nowwidely acknowledged e-Choupal initiative began in 2000 with soya farmersin Madhya Pradesh. Now it extends to 7 states covering over 3.5 millionfarmers. ITCs first rural mall, christened Choupal Saagar was inauguratedin August 2004 at Sehore. The year 2006 witnessed the ramping up of theCompanys rural retailing network with 10 Choupal Saagars beingoperational in three states of Madhya Pradesh, Maharashtra and UttarPradesh. Nine more Choupal Saagars are in an advanced stage ofconstruction and will be launched shortly.In 2000, ITCs Packaging & Printing business launched a line of highquality greeting cards under the brand name Expressions. In 2002, theproduct range was enlarged with the introduction of Gift wrappers,Autograph books and Slam books. In the same year, ITC also launchedExpressions Matrubhasha, a vernacular range of greeting cards in eight
languages and Expressions Paperkraft, a range of premium stationeryproducts. In 2003, the company rolled out Classmate, a range ofnotebooks in the school stationery segment.ITC also entered the Lifestyle Retailing business with the Wills Sportrange of international quality relaxed wear for men and women in 2000. TheWills Lifestyle chain of exclusive stores later expanded its range to includeWills Classic formal wear (2002) and Wills Clublife evening wear (2003).ITC also initiated a foray into the popular segment with its mens wearbrand, John Players, in 2002. In December 2005, ITC introduced EssenzaDi Wills, an exclusive line of prestige fragrance products, to select WillsLifestyle stores. In 2006, Wills Lifestyle became title partner of thecountrys most premier fashion event - Wills Lifestyle India Fashion Week -that has gained recognition from buyers and retailers as the single largestB-2-B platform for the Fashion Design industry. To mark the occasion, ITClaunched a special Celebration Series, taking the event forward toconsumers.In 2000, ITC spun off its information technology business into a whollyowned subsidiary, ITC Infotech India Limited, to more aggressivelypursue emerging opportunities in this area. In a short span of 5 years, ITCInfotech has already crossed over US$ 60 million in revenues. It also has ajoint venture with ClientLogic, a top five global Business ProcessOutsourcing (BPO) provider.ITCs foray into the Foods business is an outstanding example ofsuccessfully blending multiple internal competencies to create a new driverof business growth. It began in August 2001 with the introduction ofKitchens of India ready-to-eat Indian gourmet dishes. In June 2002 ITCentered the confectionery, staples and snack foods segments. In just five
years, the Foods business has grown to a significant size with 100differentiated products, five distinctive brands, an enviable distributionreach, a rapidly growing market share and a solid market standing.In 2002, ITCs philosophy of contributing to enhancing the competitivenessof the entire value chain found yet another expression in the SafetyMatches initiative. ITC now markets popular safety matches brands likeiKno, Mangaldeep, VaxLit, Delite and Aim.ITCs foray into the marketing of Agarbattis (incense sticks) in 2003marked the manifestation of its partnership with the cottage sector. ITCspopular agarbattis brands include Spriha and Mangaldeep across a range offragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambraniand Nagchampa.
THE ITC PROFILEITC is one of Indias foremost private sector companies with a marketcapitalisation of over US $ 13 billion and a turnover of US $ 3.5 billion.Rated among the Worlds Best Big Companies by Forbes magazine andamong Indias Most Respected Companies by BusinessWorld, ITC ranksthird in pre-tax profit among Indias 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 outstandingmarket leader in its traditional businesses of Cigarettes, Hotels,Paperboards, Packaging and Agri-Exports, it is rapidly gaining market shareeven in its nascent businesses of Packaged Foods & Confectionery, BrandedApparel and Greeting Cards.As one of Indias most valuable and respected corporations, ITC is widelyperceived to be dedicatedly nation-oriented. Chairman Y C Deveshwar callsthis source of inspiration "a commitment beyond the market". In his ownwords: "ITC believes that its aspiration to create enduring value for thenation provides the motive force to sustain growing shareholder value. ITCpractises this philosophy by not only driving each of its businesses towardsinternational competitiveness but by also consciously contributing toenhancing the competitiveness of the larger value chain of which it is apart."ITCs diversified status originates from its corporate strategy aimed atcreating multiple drivers of growth anchored on its time-tested corecompetencies: unmatched distribution reach, superior brand-building
capabilities, effective supply chain management and acknowledged serviceskills in hoteliering. Over time, the strategic forays into new businesses areexpected to garner a significant share of these emerging high-growthmarkets in India.ITCs production facilities and hotels have won numerous national andinternational awards for quality, productivity, safety and environmentmanagement systems. ITC was the first company in India to be rated forCorporate Governance by ICRA, an associate of Moodys Investors Service,which accorded it the second highest rating, signifying "a high level ofassurance on the quality of corporate governance."ITC employs over 20,000 people at more than 60 locations across India.Ranked among Indias most valuable companies by the Business Todaymagazine, ITC continuously endeavors to enhance its wealth generatingcapabilities in a globalising environment to consistently reward more than4,60,090 shareholders, fulfill the aspirations of its stakeholders and meetsocietal expectations. This over-arching vision of the company isexpressively captured in its corporate positioning statement: "EnduringValue. For the nation. For the Shareholder."
FOODSITC made its entry into the branded & packaged Foods business in August2001 with the launch of the Kitchens of India brand. A more broad-basedentry has been made since June 2002 with brand launches in theConfectionery, Staples and Snack Foods segments.The Foods business carries forward this proud tradition to deliver qualityfood products to the consumer. All products of ITCs Foods businessavailable in the market today have been crafted based on consumer insightsdeveloped through extensive market research. Apart from the currentportfolio of products, several new and innovative products are underdevelopment in ITCs state-of-the-art Product Development facility locatedat Bangalore.Leadership in the Foods business requires a keen understanding of thesupply chain for agricultural produce. ITC has over the last 90 yearsestablished a very close business relationship with the farming communityin India and is currently in the process of enhancing the Indian farmersability to link to global markets, through the e-Choupal initiative, andproduce the quality demanded by its customers. This long-standingrelationship is being leveraged in sourcing best quality agricultural producefor ITCs Foods business.The Foods business is today represented in 4 categories in the market. Theseare: • Ready To Eat Foods • Staples • Confectionery • Snack Foods
In order to assure consumers of the highest standards of food safety andhygiene, ITC is engaged in assisting outsourced manufacturers inimplementing world-class hygiene standards through HACCP certification.The unwavering commitment to internationally benchmarked qualitystandards enabled ITC to rapidly gain market standing in all its 5 brands: • Kitchens of India • Aashirvaad • Sunfeast • Mint-O • Candyman
LIFESTYLE RETAILINGOver the last six years, ITCs Lifestyle Retailing Business Division hasestablished a nationwide retailing presence through its Wills Lifestyle chainof exclusive specialty stores. Beginning with its initial offering of WillsSport relaxed wear from the first store at South Extension, New Delhi inJuly 2000, it has expanded its basket of offerings to the premium consumerwith Wills Classic work wear, Wills Clublife evening wear and a temptingrange of designer accessories that complete the Look.With a distinctive presence across segments at the premium end, ITC hasalso established John Players as a brand that offers a complete fashionwardrobe to the youth of today. With its brands, ITC aspires to build adominant presence in the apparel market through a robust portfolio ofofferings.ITCs Wills Lifestyle believes in thephilosophy of Enjoying the Change - thechange that comes through activelyexploring ones own multifacetedness andstretching ones limits. This season, WillsLifestyle presents a complete fashionwardrobe that complements every facet of your lifestyle - at work, whenyoure relaxed and while you party.
NESTLÉ INDIA LTDNestlé 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 – 1905In 1860s HENRI NESTLE, a Pharmacist, developed a food for babies whowere unable to breastfeed. His first success was a premature infant whocould not tolerate his mother’s milk or any of the usual substitutes. Peoplequickly recognized the value of the new product, after Nestle’s new formulasaved the child’s life, and soon, Farine Lactee Henri Nestle was being soldin much of Europe.1905 – 1918In 1905 Nestle merged with the Anglo-Swiss Condensed Milk Company. Bythe early 1900s, the company was operating factories in the United States,Britain, Germany and Spain. I World War created new demand for dairyproducts in the form of government contracts. By the end of the War,Nestle’s production had more than doubled.1918 – 1938After the war Government contracts dried up and consumers switched backto fresh milk. However, Nestle’s management responded quickly,streamlining operations and reducing debt. The 1920s saw Nestle’s firstexpansion into new products, with chocolate the Company’s second mostimportant activity.
1938 – 1944Nestle felt the effects of II World War immediately. Profits dropped from$20 million in 1938 to $6 million in 1939. Factories were established indeveloping countries, particularly Latin America. Ironically, the war helpedwith the introduction of the company’s newest product, Nescafe, which wasa staple drink of the US military. Nestle’s production and sales rose in thewartime economy.1944 – 1975The end of World War II was the beginning of a dynamic phase for Nestle.Growth accelerated and companies were acquired. In 1947 came the mergerwith Maggi seasonings and soups. Crosse & Blackwell followed in 1960, asdid Findus (1963), Libby’s (1971) and Stouffer’s (1973). Diversificationcame with a shareholding in L’Oreal in 1974.1975 – 1981Nestle’s growth in the developing world partially offset a slowdown in thecompany’s traditional markets. Nestle made its second venture outside thefood industry by acquiring Alcon Laboratories Inc..1981 – 1996Nestle divested a number of business 1980/1984. In 1984, Nestle’s improvedbottom line allowed the company to launch a new round of acquisitions, themost important being American food giant Carnation.
1996 +The first half of the 1990’s proved to be favorable for Nestle: trade barrierscrumbled and world markets developed into more or less integrated tradingareas. Since 1996 there have been acquisitions including San Pellegrino(1997), Spillers Petfoods (1998) and Ralston Purina (2002).There were twomajor acquisitions in North America, both in 2002: in July, Nestle mergedits U.S. ice cream business into Dreyers, and in August, a USD 2.6bnacquisition was announced of Chef American Inc.. At a GlanceNestlé with headquarters in Vevey, Switzerland was founded in 1866 byHenri Nestlé and is today the worlds biggest food and beverage company.Sales at the end of 2005 were CHF 91 bn, with a net profit of CHF 8 bn. Weemploy around 250,000 people and have factories or operations in almostevery country in the world.The Companys strategy is guided by several fundamental principles.Nestlés existing products grow through innovation and renovation whilemaintaining a balance in geographic activities and product lines. Long-termpotential is never sacrificed for short-term performance. The Companyspriority is to bring the best and most relevant products to people, whereverthey are, whatever their needs, throughout their lives.
Business PrinciplesSince Henri Nestlé developed the first milk food for infants in 1867, andsaved the life of a neighbor’s child, the Nestlé Company has aimed to builda business based on sound human values and principles.While our Nestlé Corporate Business Principles will continue to evolve andadapt to a changing world, our basic foundation is unchanged from the timeof 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: • Nestlés business objective is to manufacture and market the Companys 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 BrandsCoffee Water Other beverages Shelf stable• Nescafé • Nestlé Pure Life • Nestea, Nestlé,• Taster’s • Nestlé Aquarel • Nesquik Nido, Nespray, Choice • Perrier • Nescau Ninho,• Ricoré • Vittel • Milo Carnation,• Ricoffy • Contrex • Carnation Milkmaid, La• Nespresso • S.Pellegrino • Libby’s Lechera, Moça,• Bonka Klim, Gloria, • Acqua Panna • Caro Svelty, Molico,• Zoégas • Levissima • Nestomalt Nestlé Omega Loumidis • Arrowhead • Nestlé Plus, Bear • Poland Spring Brand, Coffee- • Deer Park Mate • Ozarka • Hépar • Ice Mountain • ZephyrhillsChilledNestlé Ice cream Nestlé Infant nutrition HealthCare• Sveltesse • Antica Gelateria • Nan nutrition• La Laitière del Corso • Lactogen • Nutren• La • Dreyers/Edys • Beba • Clinutren Lechera • Drumstick/Extrême • Nestogen • Peptamen• Ski • Maxibon/Tandem • Cerelac • Modulen• Yoco • Mega, Mövenpick • Neslac• Svelty • Sin Parar/Sem • Nestum• Molico Parar/Non Stop • Guigoz• LC1 • Good Start• Chiquitin
INTRODUCTIONIn 1869, HENRY JOHN HEINZ and a friend L. CLARENCE NOBLElaunched HEINZ and NOBLE & delivered his products from a horse-drawndelivery wagon, now known as the “HEINZ HITCH.” His Ketchup (firstsold in 1876), pickles, jams, jellies and condiments were made of the finestingredients – picked when fresh, sorted for quality, packed in factories soclean he invented the public factory tour. In 1886, overseas operations werestarted.In 1920s, Heinz introduced two new product lines: a) Baby Food b) Ready-to-serve SoupIn 1978, Heinz acquired –Weight Watchers International, now the largestweight-loss program in the US.In 1990, Heinz U.S.A. introduced the first fully recyclable plastic ketchupbottle.Today Heinz markets more than 5,700 varieties in over 200 countries andterritories. Nearly half of company sales come for non U.S. operations, andnearly 70 percent of sales are from products without the Heinz brand name.Brands include Heinz, Weight Watchers, Starkist, Ore-Ida, 9-Lives, TheBudget 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 likeCOMPLAN, FAREX, GLUCON-D to facilitate an easy entry. In India, itsFarex brand is growing faster than 30 percent. Heinz launched its brand inBiscuit in Feb.2000 in India. In future, Heinz plans to make an aggressiveentry in India its global brand in a phased manner.H. J. Heinz Company is one of the worlds premier food companies.Heinz is dedicated to providing superior food products that enhance thelives and well being of people everywhere. Heinz strives to follow theadvice of its founder, "To do a common thing uncommonly well bringssuccess." PURPOSEIn order to continue to be one of the worlds premier food companies, Heinzhas developed these Global Operating Principles which will convey to itsemployees and to the public Heinzs values and commitments. Heinzrespects its employees and these Global Operating Principles are intended topromote the safe and fair treatment of all of its employees. Heinz requiresthat its operating affiliates protect the environment and respect the cultural,ethnic, religious, political and philosophical differences of people aroundthe world. We recognize that Heinz must be responsible for its GlobalOperating Principles and will review our performance with a view towardcontinued 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. VISIONOur VISION, quite simply, is to be "THE WORLDS PREMIER FOODCOMPANY, OFFERING NUTRITIOUS, SUPERIOR TASTING FOODSTO PEOPLE EVERYWHERE." Being the premier food company does notmean being the biggest but it does mean being the best in terms of consumervalue, customer service, employee talent, and consistent and predictablegrowth. We are well on our way to realizing this Vision but there is more wemust do to fully achieve it. VALUESOur vision will be supported by our VALUES, which define to the worldand ourselves who we are and what we stand for. Heinz has a proud traditionof Pure Foods, Quality and Good Stewardship. To help you betterunderstand these values, we are building on the articulation crafted by HeinzEurope, which has successfully incorporated these and other importantvalues under the acronym of PREMIER.
PREMIER VALUES: • Passion . . . to be passionate about winning and about our brands, products and people, thereby delivering superior value to our shareholders. • Risk Tolerance . . . to create a culture where entrepreneurship and prudent risk taking are encouraged and rewarded. • Excellence . . . to be the best in quality and in everything we do. • Motivation . . . to celebrate success, recognizing and rewarding the achievements of individuals and teams. • Innovation . . . to innovate in everything, from products to processes. • Empowerment . . . to empower our talented people to take the initiative and to do whats right. • Respect . . . to act with integrity and respect towards all.
HEINZS RELATIONSHIPS:ConsumersThe needs, health and well being of our consumers are paramount. Heinz iscommitted to providing high quality, safe and "pure food" products for all ofour consumers, which include our own employees and their families.EnvironmentWe value the environment and are dedicated to protecting it. We recognizethe relationship of our food processing operations to the environment, andwe aim to be efficient in the use of energy, raw materials, water andpackaging.PartnersOur shareholders, customers and business partners expect that Heinz willconduct its operations ethically and responsibly. Heinz and its employeesshare these values. Heinz insists on honesty and integrity in all aspects of itsbusiness and expects the same in its relationships with its business partners.Heinz prohibits any illegal payments to any person, organization orgovernment.EmployeesAll Heinz employees will be treated fairly and with respect. Heinz iscommitted to providing a safe and healthful workplace for its employees.Heinz will encourage pride in the workplace and in its products. Heinzemployees are required to comply with all applicable laws and regulationsand to avoid personal activities and financial interests which could conflictwith their commitment to their job.
CommunitiesHeinz believes in being a responsible corporate citizen in the communitiesin which it and its affiliates operate. Heinz values its contribution to thedevelopment of the communities where Heinz has operations. HEINZS COMMITMENTSHeinz-owned factories and facilities will operate in compliance withapplicable laws and regulations in every country in which Heinz operates. Incountries where specific laws are not well defined, Heinz will implementstandards that govern its operations which are consistent with these GlobalOperating 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 employees or applicants 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 employees 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 locations 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 Heinzs 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.
HISTORY1993, Procter & Gamble Home Products is incorporated as a 100%subsidiary of The Procter & Gamble Company, USA. Procter & GambleHome 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 Categorywith the launch of Pantene Pro-V.In 1997, Procter & Gamble Home Products launches Head & Shouldersshampoo.In 2000, Procter & Gamble Home Products introduced Tide DetergentPowder - the largest selling detergent in the world.In June 2000, Procter & Gamble Home Products Limited launched PanteneLively Clean its unique Pro-Vitamin formula cleans oil-build up, dirt andgrime in just one wash, delivering lively, free-flowing and sparkling-cleanhair.In August 2000, Procter & Gamble Home Products Limited launched NewAriel Power Compact detergent with a new global technology that breathesnew life into clothes, by removing dinginess from them and restoring theoriginal colors of the fabric, by detecting and removing deposits which areleft behind from successive washes.In November 2000, Procter & Gamble Home Products Limited presentedIndia in the first International Hair Styling and Beauty Expert Contest- Hair
Asia Pacific 2000 in collaboration with Sri Lankan Association ofHairdressers and Beautician.During this period, Procter & Gamble Home Products also re-launched theinternational range of Head & Shoulders, best-ever Anti-dandruff shampoowith an improved formula, new pack-design and logo, in three variants -Clean & Balanced, Smooth & Silky and Refreshing Menthol, which offersthe fine combination of anti-dandruff efficacy and hair conditioning.In January 2001, Procter & Gamble Home Products Limited and WhirlpoolIndia Ltd. launched a special Ariel - Whirlpool Superwash offer, makingwashing machines more affordable to the people of Hyderabad. On purchaseof either a 500gms, 1kg or 1.5kg economy pack of New Ariel PowerCompact, consumers are automatically eligible to buy a Whirlpool WashingMachine for as low as Rs.238/- in Equal Monthly Installments for 24months, by filling in the application form that comes with the Ariel pack andcontacting any one of the Whirlpool dealers mentioned on the pack.In June 2001, Procter & Gamble in partnership with the Association ofBeauty Therapy & Cosmetology (ABTC), India hosted the Pantene Artist2001 a national stylist competition, which included categories such as BridalDressing, Hair Cutting and Body Painting. Present at the event was world-renowned hairdresser and stylist Jun L. Encarnecion, who demonstrated thehottest international haircuts and styles in vogue via an interesting hairhsow.Mr. Encarnecion has trained students in leading hairdressing schools likeRobert Fielding School of Hair Dressing (U.K), Pierre AlexanderInternational Academy (U.K), Vidal Sassoon Academy, (U.S.A) amongothers and also enjoys the reputation of being the official hairdresser for the1993 Miss Universe pageant.
In July 2001, Procter & Gamble Home Products Limited launched NewAriel Total Compact with Magicare a New System of Washing thatcompletely removes stains without scrubbing, significantly reducing timespent on washing clothes.In September 2001, Procter & Gamble Home Products launched NewPantene Pro-V range of five shampoos in India which gave consumers thelook they want Smooth & Silky for straighter hair, Volume & Fullness forthicker hair, Balanced Clean for shinier hair, Lively Clean for livelier hairand Anti-Dandruff for dandruff-free hair.In April 2002, Procter & Gamble Home Products Limited announced thelaunch of a special Ariel Bar Refund Offer along with its new AdvancedAriel Compact. Under the Ariel Bar Refund Offer, consumers couldexchange their detergent bar on purchase of Advanced Ariel Compacts 1kgand 500gms packs, and avail of a Rs.15 and Rs.7 discount respectively onMRP.In August 2002, Pantene unveiled the launch of the Shine Morning to Nightcampaign that helps consumers get long lasting hair shine with regular useof Pantene. The Shine Morning to Night campaign had two excitingcomponents to it The MTV Shine Your Soul contest where one could windiamonds worth Rs.12.5 lacs and the launch of the Pantene Shine Boothsacross the country to help achieve the shine that lasts from morning to night.During the same period, Pantene also hosted Hair Asia Pacific 2002 thebiggest Hair Cutting & Styling event in Kuala Lumpur, Malaysia. PanteneHair Asia Pacific is a prestigious international hair cutting & styling contestattracting expert hairdressers and beauty care advisors from more than 13Asia Pacific countries.
Additionally, Pantene also hosted Pantene World Teen Queen contest inGoa. Contestants from UK, USA, South Africa, Kenya, Tanzania, Mauritius,Middle East and Hong Kong participated to win the coveted World TeenQueen crown.In January 2003, Procter & Gamble Home Products Limited reduced theprices of Pantene and Head & Shoulders 7.5ml sachets from Rs. 4/- to Rs.3/-, with no change in its superior product-quality or packaging, improvingaffordability 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 billionannually. Pampers provides superior dryness for uninterrupted overnightsleep, with just one pampers diaper. In India, Pampers Fresh & Dry isavailable in a variety of three sizes – 4s, 10s and 25s.In July 2003, Procter & Gamble Home Products Limited launched PanteneLong Black, the ultimate solution for achieving the Long and Black hairlook, and Head & Shoulders Silky Black - the only shampoo in India to offerthe dual benefits of 100% dandruff-free as well as silky black hair.In September 2003, Procter & Gamble Home Products Limited announcedthat its superior quality Tide sachet is now available at Re. 1 per sachet andits Ariel sachet at Rs. 2 per sachet, thus making the world’s best detergentsavailable at lower prices.In January 2004, Procter & Gamble Home Products Limited announced thelaunch of Rejoice – Asia’s No. 1 shampoo, in India. Rejoice’s patentedMicro-Silicone conditioning technology gives twice as smooth, and easy to
comb hair versus ordinary shampoos, at affordable prices in 100 ml bottlesand 7.5 ml sachets.In March 2004, Procter & Gamble Home Products Limited reduced theprices of Ariel and Tide bags (large packs) by 20-50%, while maintainingthe superior quality. The superior quality one kg pack of Tide now cleans afamily’s one month laundry in just Rs.23/-, while a one kg pack of Arielcleans a family’s one month laundry in just Rs.50/-.In August 2004, Procter & Gamble Home Products Limited signed PreityZinta – Bollywoods #1 Actress, as Brand Ambassador for its Head &Shoulders anti-dandruff shampoo that gives 100% dandruff-free softbeautiful hair.In October 2004, Procter & Gamble Home Products Limited launched NewPantene Amino Pro-V Complex shampoos, which makes hair ten timesstronger.In November 2004, Procter & Gamble Home Products Limited launchedNew Tide Bar. The New Tide Bar is unique as compared to the availabledetergent bars because of its three unique features: (i) It has green specklescalled Whiteons, which release a unique whitening action on reacting withsunlight; (ii) Its technology also ensures that it lasts longer, does not dissolveeasily and delivers a good balance between bar-hardness and ease ofapplication on clothes and; (iii) It has a lemony & refreshing fragrance thatlingers on clothes hours after wash.
OUR PURPOSEWe will provide branded products and services of superior quality and valuethat improve the lives of the worlds consumers. As a result, consumers willreward us with leadership sales, profit, and value creation, allowing ourpeople, our shareholders, and the communities in which we live and work toprosper.OUR VALUESP&G is its people and the values by which we live.We attract and recruit the finest people in the world. We build ourorganization from within, promoting and rewarding people without regard toany difference unrelated to performance. We act on the conviction that themen and women of Procter & Gamble will always be our most importantasset.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 others 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 Hair Care Baby Care• Ariel Front-O- • Pantene Pro V • Pampers Mat • Head &• Ariel 2 Shoulders Fragrances • Rejoice• Tide Detergent • Dandruff• Tide Bar Control
PROFILEEvery journey begins with the first step. The journey called CavinKarebegan with a young mind taking the road less taken. In 1983 with a singleproduct offering, CavinKare started out as a small partnership firm. Moresteps followed and with the innovative Entrepreneur C.K. Ranganathan atthe helm, CavinKare emerged into a successful business enterprise.In line with the company’s progressive outlook,Beauty Cosmetics, theearlier name, was rechristened to CavinKare in November 1998. Cavin aliterary word in Tamil, symbolizes beauty and grace. The company logosignifies 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’sgrowth from strength to strength, broadening its product portfolioextensively. The company now markets ten major brands. The turnoverfrom all the companies in the CavinKare group touched Rs. 400 crores in2003-2004.Over the years, CavinKare has achieved significant milestones, and acompetitive edge with sound understanding of mass marketing dynamics.The company offers quality hair care, skin care, personal care, foodproducts and home essentials, borne out of a keen understanding ofconsumer needs.Today, CavinKare has established a firm foothold in the national market.Efforts towards self sufficiency with backward integration has allowedCavinKare, 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 andservices that would give customers utmost satisfaction and thereby be a rolemodel."CavinKare is a brand that has taken on the Hindustan Levers and P&Gs ofthe world and survives impudently to tell the tale. The Chennai-basedFMCG company is emerging as a strong contender in the Indian market andis quickly gaining market share in the haircare, personal care and skincaremarkets. The market share may be small, but it’s growing rapidly, driven bythe company’s attempt to differentiate its brand from the competition.The secret of CavinKare’s success online and off seems to be in itsaggressive approach to marketing. The website speaks to many differentaudiences, and promotes itself as a brand that’s enthusiastically ready tomeet the needs of its consumers.Like a delighted host, CavinKare divides its attention across audiences andtries its best to be inclusive. There’s something for everyone – fromconsumers to prospective employees to members of the media. And the sitespeed is quick, unlike many Indian websites, so site visitors can easily lookaround without tediously waiting for pages to load.
The site doesn’t shirk from providing information, both on its products andthe company. Although CavinKare has justified bragging rights, the brandportrays itself as confident, rather than cocky, when naming its manyachievements and detailing its mission. But this information can beconsidered dry when compared to the exciting promo pieces and adcampaigns seen offline.Along with featuring its products, it supports its brand by offering engagingcontent. In Tips & FAQs, even those not intrigued by personal care will bepulled into the Q&A formatted page of beauty tips. From making facemasks to getting smooth feet – many of the all natural remedies can be madewith products kept in the house, which keeps the site from being a pushyonline sales pitch. At the same time, this content retains and brings backusers for repeat visits.The Contest Zone does this as well by offering rewards for participating thesite’s online contests. After registering by coughing out the typical personalinformation (it’s not noted what it’s used for), users can log in and take partin contests. Although filling out the registration doesn’t promise that onceyou’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 itsoverall look and feel. It steers away from the high-tech, scream-blastexperience and presents a site that has a simple, clean, honest, anduncomplicated feel.Is it too plain and simple? Visitors used to high-tech pages could perceive itas dull, but after quickly navigating through the pages, finding ampleinformation on the company and products, interactive sections, and a spot toget 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 technopyrotechnics, has dulled our appreciation for the simple and uncomplicated. VALUES & BELIEFSIntegrityThe company values honesty and truthfulness above everything else in allits interactions. Our thoughts, words, and actions shall be the same. Weshall try our utmost to fulfill promises and honour commitments.FairnessThe 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 inspirit as well; we will show common decency in all our dealings withpeople; we will not exploit undue advantages; and we will respect the rightsof others.