The document discusses organizational objectives and how they function to control, motivate, and direct a business. It explains that objectives can be set at different levels and should meet the SMART criteria. The relationship between aims, objectives, strategies, and tactics is explored. Common strategic objectives like profit maximization and growth are outlined. The importance of ethics, corporate social responsibility, and social/environmental auditing are also summarized.
The document summarizes the business plan of an ice cream company. The company aims to become the leading brand in the dairy industry in Singapore. Its goals are to achieve a 30% market share by 2011 and to produce healthier alternative ice cream products. The strategic plan involves hiring professionals and the financial plan outlines funding for research and development, new product launches, operating expenses, and potential sources of funds. The long term goals are to use the business to further peace and justice efforts and to promote global sustainable dairy practices.
The document provides an overview of the Indian dairy industry. It discusses that India is the largest producer of dairy in the world, accounting for over 13% of global milk production. The dairy industry in India has seen a CAGR of 5% growth from 2014 to 2022. It also outlines the different categories of dairy products in India as well as the vision, mission, critical success factors, challenges, and SWOT analysis of the dairy industry. Additionally, it discusses gaps and opportunities for improvement in areas like infrastructure, technology, skills, and support from the government.
Schering-Plough is a global healthcare company with three businesses: pharmaceuticals, animal health, and consumer health care. It has approximately 55,000 employees worldwide and 2007 adjusted net sales of $15.2 billion. The company invests heavily in research and development, with a 2007 investment of $2.9 billion focused on areas such as cardiovascular disease and oncology. Schering-Plough's people strategy aims to attract, engage, and develop employees, with the goals of placing the right people in the right jobs to become a high-performing sustainable company.
Hindustan Unilever Limited is India's largest FMCG company founded in 1933 with over 35 brands in 20 categories. It has about 18,000 employees and net sales of over 338 billion INR in 2016-2017. Best practices include career break policy, maternity and paternity support, and performance appraisal using 360 degree feedback. Areas for improvement include limited job advancement, hierarchical culture, and lower pay for researchers compared to other companies.
Nestle is the world's largest food and beverage company present in 191 countries with over 2000 brands. Best practices include policies on employment, total rewards focusing on fixed pay, benefits and development, and talent management. Flexibility and reduced hierarchy also aim to improve communication
Colgate-Palmolive is a global consumer products company founded in 1806. It has a portfolio of oral care, personal care, home care, and pet nutrition products, including Colgate toothpaste, Irish Spring soap, and Hill's pet food. Colgate-Palmolive has annual revenue of over $17 billion and operates in over 200 countries. The company aims to be the best global consumer products company through caring about people, global teamwork, and continuous improvement. It seeks to understand consumers, launch innovative new products, and strengthen its worldwide leadership.
The document summarizes the vision, mission, objectives, and organizational structure of Lever Brothers Pakistan Limited. The key points are:
1. The vision is to excel in all fields and provide customer delight through quality products. The mission is to be the leading consumer company in Pakistan with dominant market positions across various product categories.
2. The objectives include 15% annual growth, understanding consumer needs, delivering superior value through innovation, improving efficiency, and developing new markets.
3. The organizational structure has a chairman who leads a management committee responsible for strategy and policy. Department heads oversee functions and ensure targets are met.
GPSTL Company Information Brochure (2) Sep 2016 v1Matthew Pye
GP Strategies Training Ltd is a UK-based training provider that offers apprenticeships, traineeships, and loans-funded qualifications to help businesses and individuals fulfill their potential. They have a track record of delivering high quality training with above average success rates. The document outlines their mission to inspire success through developing skills. It also details the various programs, qualifications, and services they provide to employers and employees.
The document discusses organizational objectives and how they function to control, motivate, and direct a business. It explains that objectives can be set at different levels and should meet the SMART criteria. The relationship between aims, objectives, strategies, and tactics is explored. Common strategic objectives like profit maximization and growth are outlined. The importance of ethics, corporate social responsibility, and social/environmental auditing are also summarized.
The document summarizes the business plan of an ice cream company. The company aims to become the leading brand in the dairy industry in Singapore. Its goals are to achieve a 30% market share by 2011 and to produce healthier alternative ice cream products. The strategic plan involves hiring professionals and the financial plan outlines funding for research and development, new product launches, operating expenses, and potential sources of funds. The long term goals are to use the business to further peace and justice efforts and to promote global sustainable dairy practices.
The document provides an overview of the Indian dairy industry. It discusses that India is the largest producer of dairy in the world, accounting for over 13% of global milk production. The dairy industry in India has seen a CAGR of 5% growth from 2014 to 2022. It also outlines the different categories of dairy products in India as well as the vision, mission, critical success factors, challenges, and SWOT analysis of the dairy industry. Additionally, it discusses gaps and opportunities for improvement in areas like infrastructure, technology, skills, and support from the government.
Schering-Plough is a global healthcare company with three businesses: pharmaceuticals, animal health, and consumer health care. It has approximately 55,000 employees worldwide and 2007 adjusted net sales of $15.2 billion. The company invests heavily in research and development, with a 2007 investment of $2.9 billion focused on areas such as cardiovascular disease and oncology. Schering-Plough's people strategy aims to attract, engage, and develop employees, with the goals of placing the right people in the right jobs to become a high-performing sustainable company.
Hindustan Unilever Limited is India's largest FMCG company founded in 1933 with over 35 brands in 20 categories. It has about 18,000 employees and net sales of over 338 billion INR in 2016-2017. Best practices include career break policy, maternity and paternity support, and performance appraisal using 360 degree feedback. Areas for improvement include limited job advancement, hierarchical culture, and lower pay for researchers compared to other companies.
Nestle is the world's largest food and beverage company present in 191 countries with over 2000 brands. Best practices include policies on employment, total rewards focusing on fixed pay, benefits and development, and talent management. Flexibility and reduced hierarchy also aim to improve communication
Colgate-Palmolive is a global consumer products company founded in 1806. It has a portfolio of oral care, personal care, home care, and pet nutrition products, including Colgate toothpaste, Irish Spring soap, and Hill's pet food. Colgate-Palmolive has annual revenue of over $17 billion and operates in over 200 countries. The company aims to be the best global consumer products company through caring about people, global teamwork, and continuous improvement. It seeks to understand consumers, launch innovative new products, and strengthen its worldwide leadership.
The document summarizes the vision, mission, objectives, and organizational structure of Lever Brothers Pakistan Limited. The key points are:
1. The vision is to excel in all fields and provide customer delight through quality products. The mission is to be the leading consumer company in Pakistan with dominant market positions across various product categories.
2. The objectives include 15% annual growth, understanding consumer needs, delivering superior value through innovation, improving efficiency, and developing new markets.
3. The organizational structure has a chairman who leads a management committee responsible for strategy and policy. Department heads oversee functions and ensure targets are met.
GPSTL Company Information Brochure (2) Sep 2016 v1Matthew Pye
GP Strategies Training Ltd is a UK-based training provider that offers apprenticeships, traineeships, and loans-funded qualifications to help businesses and individuals fulfill their potential. They have a track record of delivering high quality training with above average success rates. The document outlines their mission to inspire success through developing skills. It also details the various programs, qualifications, and services they provide to employers and employees.
C-Suite Snacks Webinar Series: The Talent Wars - Can Benefits Be Your Secret ...Citrin Cooperman
This webinar discusses how companies can use benefits as a secret weapon to win the talent wars. It covers open enrollment and employee engagement strategies like using technology for enrollment, communications, and year-round support. Meeting human capital demands through multi-generational benefits is discussed. Cost containment and trending benefits strategies include risk financing options, chronic condition management, and consortium programs. Trending benefits include mental health, telemedicine, student loan repayment, and more. Questions are taken at the end.
This document discusses the implementation of a Balanced Scorecard at Monsanto, an agriculture company in Pakistan. The Balanced Scorecard translates Monsanto's mission and strategy into key performance measures across four perspectives: financial, customer, internal processes, and learning and growth. For each perspective, the document outlines strategic objectives and metrics that Monsanto would track. Implementing the Balanced Scorecard helped Monsanto measure performance, identify areas for improvement, and align all levels of the organization behind the company's strategy.
This document discusses the implementation of a Balanced Scorecard at Monsanto, an agriculture company in Pakistan. The Balanced Scorecard translates Monsanto's mission and strategy into key performance measures across four perspectives: financial, customer, internal processes, and learning and growth. For each perspective, the document outlines strategic objectives and metrics that Monsanto would track. It provides examples of objectives for customers, internal processes, and learning and growth. Overall, the Balanced Scorecard helped Monsanto measure performance, identify areas for improvement, and align the organization with its strategy.
This document discusses the implementation of a Balanced Scorecard (BSC) framework at Monsanto, an agriculture company in Pakistan. The BSC translated Monsanto's mission and strategy into key performance measures across four perspectives: financial, customer, internal processes, and learning and growth. For each perspective, the document outlines strategic objectives and metrics that Monsanto would track. Implementing the BSC helped Monsanto measure performance, identify areas for improvement, and align all levels of the organization behind the company's strategy.
Total quality management report by brands academyBrands Academy
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
How Quality Ensures Success
An Overview
GlaxoSmithKline (GSK) was formed from the December 2000 merger of Glaxo Welcome and SmithKline Beecham plc.
The $70 billion deal created the world's largest drug manufacturer and research-based pharmaceutical concern.
PRODUCTS
PRODUCTS
GlaxoSmithKline develops, manufacturers and markets:
pharmaceuticals, vaccines, over-the-counter medicines and health related consumer products
Our broad pharmaceutical product line includes:
antibiotic, antidepressant, gastrointestinal, dermatological, respiratory, cancer and cardiovascular medications
PRODUCTS
PRODUCTS
VISION
“We want to become the indisputable leader in our country, not simply in terms of size, but in how we use that size to achieve our mission and improve the quality of human life.”
MISSION
SPIRIT OF GSK
TOTAL QUALITY MANAGEMENT
SIX PILLARS
“Commitment” – the commitment from the top level to the operational level was observed during our visit as the lower staff and the strategic level gave the same answer for the quality that is to “follow the benchmark”.
“An unwavering focus on the both customers” – the organization believes that both internal and external customers are the key players in being profitable and so they never assist their stakeholders in every means to get the required output.
“Employee Involvement” – employee involvement acts as strong pillar in meeting the targets. The organization provides a linked database system through which every employee can contribute in terms of suggestions and ideas for growth and improvement.
SIX PILLARS
“Optimal use of resources” – they do understand the importance of the concept of scarce resources and thus tries to minimize the waste and get the optimal level of benefit from the raw material and other available resources.
“Treating suppliers as partners” – the output of the firm do depend on the quality of the raw material and differentiating on the basis of quality requires consistent and accurate level input with sustainable quality level and thus the organization has treated the supplier as their long term strategic alliance.
“Benchmarking” – GSK Pakistan over the period of time has developed its own standard, which includes ISO standards and their best practices.
QUALITY POLICY
QUALITY IMPROVEMENT STRATEGY
Reduce failure costs by problem solving methods and tools
Contributing in the selected prevention activities
Reduce appraisal costs in a statistically sound manner
Continuously monitoring and reinforce the prevention effort to gain desired quality improvement level.
QUALITY PLANNING
The overall planning can be summarize as the following steps
Customer needs
Forecast the future
Gap- analysis
Closing the loop holes
Alternatives Evaluation
Implementation
The document discusses establishing a dairy industry in Bangladesh through a feasibility report. It finds that the dairy industry sector offers opportunities to earn an excellent income with low operating expenses and pleasing profits. The national milk production can only meet 13% of demand, so there is potential to expand production. The report examines the proposed dairy's financial projections, marketing strategies, operations, and human resources over multiple years. It concludes the project is financially feasible and could be profitable.
QSO 321 Project Preassessment Evaluation Summary Based on an evalu.docxlarry345678
QSO 321 Project Preassessment Evaluation Summary
Based on an evaluation of the organization’s current state and recent initiatives, the areas listed below have been identified as being in need of improvement based on the triple-bottom-line framework and B Corp Certification requirements.
Governance ï‚· A more formal structure or stakeholder group is needed to review social and environmental
performance regularly and accurately. Workers
ï‚· Employee pay is low, both for hourly and salaried employees.
ï‚· Attrition rates are high, resulting in a significant loss of company resources.
ï‚· Employees lack the autonomy to shut down unsafe practices and processes.
ï‚· Required trainings are frequent, but professional development for growth is very limited in both opportunities and funding.
Community ï‚· The organization needs to regularly screen and evaluate suppliers for social and environmental
impact, not just when an initial partnership is begun.
ï‚· The majority of materials used to grow, manufacture, ship, and sell the tea are not locally sourced.
Environment ï‚· Although some supplying farms do have some sustainable practices in place, not all facilities and
practices are designed to restore or preserve the environment.
ï‚· Most energy sources, especially energy sources for domestic locations, are not renewable.
ï‚· The organization has not conducted any kind of environmental assessment since 2010, and that assessment was only conducted to identify areas of opportunity, not for certification.
ï‚· Cost and time are prioritized in shipping, resulting in the inefficient use of transportation and a high carbon footprint.
Customers  Quality control is conducted randomly, but isn’t an ingrained part of the workflow process.
ï‚· There are no product guarantees available to customers.
ï‚· Customer feedback is primarily collected through online reviews of purchased products or sales locations, rather than customer surveys.
The following areas have been identified as being strengths of the organization based on the TBL framework and B Corp Certification requirements:
Governance  The organization’s mission, vision, code of ethics, and culture statement strongly support
sustainable, ethical practices.
ï‚· The organization has identified key goals and metrics to monitor and evaluate sustainable business practices.
Workers ï‚· Employees are very content with benefits.
ï‚· Job-related training is thorough and frequent.
ï‚· There are established employee feedback programs with high rates of engagement.
Community ï‚· The organization is very diverse in its workforce, and employees report feeling safe and
respected at work.
ï‚· There are clear, measurable goals to continue growing diversity and inclusion throughout the organization.
ï‚· The organization has set key requirements for its outsourced workforce, although regular evaluations are lacking.
ï‚· The organization provides incentives and sets goals for suppliers regarding socially responsible .
Engro Foods Ltd was formed in 2005 as a subsidiary of Engro Corporation. It launched several dairy and juice brands that have become major players in the Pakistani food industry, including Olper's, Olper's Lite, Tarang, Omore, Olfruite. It has two processing plants and a dairy farm. Engro Foods has a 45% market share in dairy, 1,243 employees, and $30 billion in revenue for 2011. The presentation discusses Engro's SWOT analysis, marketing strategy, current customer portfolio, segmentation targeting and positioning, and recommendations to improve loyalty and diversify product lines.
Deloitte Core Beliefs and Culture Surveyadigaskell
The survey found that organizations with a strong sense of purpose tend to have better financial performance and higher employee and customer satisfaction. However, most employees and executives feel businesses are not doing enough to create a meaningful sense of purpose. While many activities can contribute to a culture of purpose, executives see these as more integrated than employees do. Establishing a clear purpose and demonstrating its positive impacts could help companies improve performance and stakeholder relationships.
The document provides an agenda and introduction for a strategic analysis of Procter & Gamble (P&G). It outlines P&G's history, founders, products, revenues, competitors and strategic direction including vision, mission and objectives. External and internal environmental analyses are conducted including opportunities/threats and strengths/weaknesses. Current strategic performance is evaluated through financial ratios showing improved liquidity and returns.
Reda Consult provides integrated project management and continuous improvement services to pharmaceutical, food, dairy, and beverage companies. Their vision is to be the partner of choice for capital project management, operational excellence, supply chain optimization, and tailored training. Their mission is to transfer knowledge and best practices to operations teams to produce safe, high quality products sustainably. Their strategy is to align with partners' goals to provide long term business planning support and facilitate investment and innovation plans. Reda Consult's scope of services includes total project management, operational excellence through lean and TPM, supply chain due diligence, and customized training programs.
Golden Land Cambodia is an organic farm that produces vegetables in Kampot Province, Cambodia. The farm was founded in 2015 by three partners and currently has 105 employees. It aims to offer organic products at competitive prices to local and international markets. The farm conducted extensive research before establishing and chose Kampot due to its nutrient-rich land. The farm's core products include carrots, beets, turnips, ginger, yams, potatoes, radishes, and shallots. The farm is implementing a quality management system according to ISO 9001:2015 standards to improve product quality and gain certification. This involves a 20 step process including training employees, conducting market research, ensuring hygienic production processes, and performing trials to evaluate
Talent management practices of top 5 companiesNiharikaBasetty
The document summarizes talent management practices at top companies including Microsoft, Starbucks, Marriott, Google, and PepsiCo. It discusses how Microsoft hires over 124,000 employees annually, including those without degrees, focusing on potential. Starbucks provides extensive training and benefits. Marriott promotes diversity and inclusion. Google uses rigorous interviews and offers many perks. PepsiCo is committed to diversity, social impact, and career growth opportunities globally.
Toyota has a quality culture that focuses on customer satisfaction through continual improvement. Key aspects of Toyota's quality culture include teamwork, continuous learning, quality focus, and treating suppliers as partners. This is different from a traditional culture which prioritizes short-term profits over customer needs and views problems as individual issues rather than looking for root causes. Toyota strives for long-term objectives, customer-focused management, and strategic problem-solving through a process of constant improvement.
Coca Cola has detailed HR policies that support its goals and objectives. The company's mission is to refresh the world and inspire happiness. Its HR policies cover recruitment, training, compensation, performance reviews, and employee safety. The policies aim to attract and retain talented employees to help Coca Cola achieve its business goals.
'Productivity through People' - Workforce Development Programme Launch - GM S...Business Growth Hub
This document provides an agenda and details for a workforce development launch event hosted by Hallidays on July 21, 2016. The agenda includes welcome remarks, presentations on unleashing team power by Nigel Bennett of Hallidays and on apprenticeships by Ian Kerr of The Skills Company. A masterclass by Roger Longden of There be Giants and a session on creating a workforce strategy by Dawn Duggan are also included. The event aims to help businesses develop their workforces and make the most of the upcoming UK Apprenticeship Levy.
Hello Friends. This project is represent that what they suffer(like - claims regarding for leakage in pack milk or other customer complains regarding milk, margin on pack milk). All those things has been included in this project and at last i have given some suggestion what should to do for increase in sales and with agents and customer satisfaction also.
Bio-pharma employees want their work recognized and valued. They also want a comfortable workplace where they feel included and can make a positive impact. Over one-third of an employee's time is spent at work, so it is important for companies to focus on culture and engagement. Implementing sustainability programs and gamifying engagement through virtual badges and social recognition can help attract and retain top talent while saving companies money through reductions in waste, water, fuel and carbon emissions.
E-Learning Vs Traditional Learning_ Benefits and Differences.pdfMega P
E-learning and traditional learning are two distinct approaches to education, each offering unique advantages and facing specific challenges. E-learning provides flexibility and convenience, allowing students to access materials and complete assignments at their own pace and schedule. Traditional learning fosters direct, face-to-face interaction between students and instructors, which can enhance communication, immediate feedback, and a sense of community.
AI Best Practices for Marketing HUG June 2024Amanda Farrell
During this presentation, the Nextiny marketing team reviews best practices when adopting generative AI into content creation. Join our HUG community to register for more events https://events.hubspot.com/sarasota/
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C-Suite Snacks Webinar Series: The Talent Wars - Can Benefits Be Your Secret ...Citrin Cooperman
This webinar discusses how companies can use benefits as a secret weapon to win the talent wars. It covers open enrollment and employee engagement strategies like using technology for enrollment, communications, and year-round support. Meeting human capital demands through multi-generational benefits is discussed. Cost containment and trending benefits strategies include risk financing options, chronic condition management, and consortium programs. Trending benefits include mental health, telemedicine, student loan repayment, and more. Questions are taken at the end.
This document discusses the implementation of a Balanced Scorecard at Monsanto, an agriculture company in Pakistan. The Balanced Scorecard translates Monsanto's mission and strategy into key performance measures across four perspectives: financial, customer, internal processes, and learning and growth. For each perspective, the document outlines strategic objectives and metrics that Monsanto would track. Implementing the Balanced Scorecard helped Monsanto measure performance, identify areas for improvement, and align all levels of the organization behind the company's strategy.
This document discusses the implementation of a Balanced Scorecard at Monsanto, an agriculture company in Pakistan. The Balanced Scorecard translates Monsanto's mission and strategy into key performance measures across four perspectives: financial, customer, internal processes, and learning and growth. For each perspective, the document outlines strategic objectives and metrics that Monsanto would track. It provides examples of objectives for customers, internal processes, and learning and growth. Overall, the Balanced Scorecard helped Monsanto measure performance, identify areas for improvement, and align the organization with its strategy.
This document discusses the implementation of a Balanced Scorecard (BSC) framework at Monsanto, an agriculture company in Pakistan. The BSC translated Monsanto's mission and strategy into key performance measures across four perspectives: financial, customer, internal processes, and learning and growth. For each perspective, the document outlines strategic objectives and metrics that Monsanto would track. Implementing the BSC helped Monsanto measure performance, identify areas for improvement, and align all levels of the organization behind the company's strategy.
Total quality management report by brands academyBrands Academy
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
How Quality Ensures Success
An Overview
GlaxoSmithKline (GSK) was formed from the December 2000 merger of Glaxo Welcome and SmithKline Beecham plc.
The $70 billion deal created the world's largest drug manufacturer and research-based pharmaceutical concern.
PRODUCTS
PRODUCTS
GlaxoSmithKline develops, manufacturers and markets:
pharmaceuticals, vaccines, over-the-counter medicines and health related consumer products
Our broad pharmaceutical product line includes:
antibiotic, antidepressant, gastrointestinal, dermatological, respiratory, cancer and cardiovascular medications
PRODUCTS
PRODUCTS
VISION
“We want to become the indisputable leader in our country, not simply in terms of size, but in how we use that size to achieve our mission and improve the quality of human life.”
MISSION
SPIRIT OF GSK
TOTAL QUALITY MANAGEMENT
SIX PILLARS
“Commitment” – the commitment from the top level to the operational level was observed during our visit as the lower staff and the strategic level gave the same answer for the quality that is to “follow the benchmark”.
“An unwavering focus on the both customers” – the organization believes that both internal and external customers are the key players in being profitable and so they never assist their stakeholders in every means to get the required output.
“Employee Involvement” – employee involvement acts as strong pillar in meeting the targets. The organization provides a linked database system through which every employee can contribute in terms of suggestions and ideas for growth and improvement.
SIX PILLARS
“Optimal use of resources” – they do understand the importance of the concept of scarce resources and thus tries to minimize the waste and get the optimal level of benefit from the raw material and other available resources.
“Treating suppliers as partners” – the output of the firm do depend on the quality of the raw material and differentiating on the basis of quality requires consistent and accurate level input with sustainable quality level and thus the organization has treated the supplier as their long term strategic alliance.
“Benchmarking” – GSK Pakistan over the period of time has developed its own standard, which includes ISO standards and their best practices.
QUALITY POLICY
QUALITY IMPROVEMENT STRATEGY
Reduce failure costs by problem solving methods and tools
Contributing in the selected prevention activities
Reduce appraisal costs in a statistically sound manner
Continuously monitoring and reinforce the prevention effort to gain desired quality improvement level.
QUALITY PLANNING
The overall planning can be summarize as the following steps
Customer needs
Forecast the future
Gap- analysis
Closing the loop holes
Alternatives Evaluation
Implementation
The document discusses establishing a dairy industry in Bangladesh through a feasibility report. It finds that the dairy industry sector offers opportunities to earn an excellent income with low operating expenses and pleasing profits. The national milk production can only meet 13% of demand, so there is potential to expand production. The report examines the proposed dairy's financial projections, marketing strategies, operations, and human resources over multiple years. It concludes the project is financially feasible and could be profitable.
QSO 321 Project Preassessment Evaluation Summary Based on an evalu.docxlarry345678
QSO 321 Project Preassessment Evaluation Summary
Based on an evaluation of the organization’s current state and recent initiatives, the areas listed below have been identified as being in need of improvement based on the triple-bottom-line framework and B Corp Certification requirements.
Governance ï‚· A more formal structure or stakeholder group is needed to review social and environmental
performance regularly and accurately. Workers
ï‚· Employee pay is low, both for hourly and salaried employees.
ï‚· Attrition rates are high, resulting in a significant loss of company resources.
ï‚· Employees lack the autonomy to shut down unsafe practices and processes.
ï‚· Required trainings are frequent, but professional development for growth is very limited in both opportunities and funding.
Community ï‚· The organization needs to regularly screen and evaluate suppliers for social and environmental
impact, not just when an initial partnership is begun.
ï‚· The majority of materials used to grow, manufacture, ship, and sell the tea are not locally sourced.
Environment ï‚· Although some supplying farms do have some sustainable practices in place, not all facilities and
practices are designed to restore or preserve the environment.
ï‚· Most energy sources, especially energy sources for domestic locations, are not renewable.
ï‚· The organization has not conducted any kind of environmental assessment since 2010, and that assessment was only conducted to identify areas of opportunity, not for certification.
ï‚· Cost and time are prioritized in shipping, resulting in the inefficient use of transportation and a high carbon footprint.
Customers  Quality control is conducted randomly, but isn’t an ingrained part of the workflow process.
ï‚· There are no product guarantees available to customers.
ï‚· Customer feedback is primarily collected through online reviews of purchased products or sales locations, rather than customer surveys.
The following areas have been identified as being strengths of the organization based on the TBL framework and B Corp Certification requirements:
Governance  The organization’s mission, vision, code of ethics, and culture statement strongly support
sustainable, ethical practices.
ï‚· The organization has identified key goals and metrics to monitor and evaluate sustainable business practices.
Workers ï‚· Employees are very content with benefits.
ï‚· Job-related training is thorough and frequent.
ï‚· There are established employee feedback programs with high rates of engagement.
Community ï‚· The organization is very diverse in its workforce, and employees report feeling safe and
respected at work.
ï‚· There are clear, measurable goals to continue growing diversity and inclusion throughout the organization.
ï‚· The organization has set key requirements for its outsourced workforce, although regular evaluations are lacking.
ï‚· The organization provides incentives and sets goals for suppliers regarding socially responsible .
Engro Foods Ltd was formed in 2005 as a subsidiary of Engro Corporation. It launched several dairy and juice brands that have become major players in the Pakistani food industry, including Olper's, Olper's Lite, Tarang, Omore, Olfruite. It has two processing plants and a dairy farm. Engro Foods has a 45% market share in dairy, 1,243 employees, and $30 billion in revenue for 2011. The presentation discusses Engro's SWOT analysis, marketing strategy, current customer portfolio, segmentation targeting and positioning, and recommendations to improve loyalty and diversify product lines.
Deloitte Core Beliefs and Culture Surveyadigaskell
The survey found that organizations with a strong sense of purpose tend to have better financial performance and higher employee and customer satisfaction. However, most employees and executives feel businesses are not doing enough to create a meaningful sense of purpose. While many activities can contribute to a culture of purpose, executives see these as more integrated than employees do. Establishing a clear purpose and demonstrating its positive impacts could help companies improve performance and stakeholder relationships.
The document provides an agenda and introduction for a strategic analysis of Procter & Gamble (P&G). It outlines P&G's history, founders, products, revenues, competitors and strategic direction including vision, mission and objectives. External and internal environmental analyses are conducted including opportunities/threats and strengths/weaknesses. Current strategic performance is evaluated through financial ratios showing improved liquidity and returns.
Reda Consult provides integrated project management and continuous improvement services to pharmaceutical, food, dairy, and beverage companies. Their vision is to be the partner of choice for capital project management, operational excellence, supply chain optimization, and tailored training. Their mission is to transfer knowledge and best practices to operations teams to produce safe, high quality products sustainably. Their strategy is to align with partners' goals to provide long term business planning support and facilitate investment and innovation plans. Reda Consult's scope of services includes total project management, operational excellence through lean and TPM, supply chain due diligence, and customized training programs.
Golden Land Cambodia is an organic farm that produces vegetables in Kampot Province, Cambodia. The farm was founded in 2015 by three partners and currently has 105 employees. It aims to offer organic products at competitive prices to local and international markets. The farm conducted extensive research before establishing and chose Kampot due to its nutrient-rich land. The farm's core products include carrots, beets, turnips, ginger, yams, potatoes, radishes, and shallots. The farm is implementing a quality management system according to ISO 9001:2015 standards to improve product quality and gain certification. This involves a 20 step process including training employees, conducting market research, ensuring hygienic production processes, and performing trials to evaluate
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The document summarizes talent management practices at top companies including Microsoft, Starbucks, Marriott, Google, and PepsiCo. It discusses how Microsoft hires over 124,000 employees annually, including those without degrees, focusing on potential. Starbucks provides extensive training and benefits. Marriott promotes diversity and inclusion. Google uses rigorous interviews and offers many perks. PepsiCo is committed to diversity, social impact, and career growth opportunities globally.
Toyota has a quality culture that focuses on customer satisfaction through continual improvement. Key aspects of Toyota's quality culture include teamwork, continuous learning, quality focus, and treating suppliers as partners. This is different from a traditional culture which prioritizes short-term profits over customer needs and views problems as individual issues rather than looking for root causes. Toyota strives for long-term objectives, customer-focused management, and strategic problem-solving through a process of constant improvement.
Coca Cola has detailed HR policies that support its goals and objectives. The company's mission is to refresh the world and inspire happiness. Its HR policies cover recruitment, training, compensation, performance reviews, and employee safety. The policies aim to attract and retain talented employees to help Coca Cola achieve its business goals.
'Productivity through People' - Workforce Development Programme Launch - GM S...Business Growth Hub
This document provides an agenda and details for a workforce development launch event hosted by Hallidays on July 21, 2016. The agenda includes welcome remarks, presentations on unleashing team power by Nigel Bennett of Hallidays and on apprenticeships by Ian Kerr of The Skills Company. A masterclass by Roger Longden of There be Giants and a session on creating a workforce strategy by Dawn Duggan are also included. The event aims to help businesses develop their workforces and make the most of the upcoming UK Apprenticeship Levy.
Hello Friends. This project is represent that what they suffer(like - claims regarding for leakage in pack milk or other customer complains regarding milk, margin on pack milk). All those things has been included in this project and at last i have given some suggestion what should to do for increase in sales and with agents and customer satisfaction also.
Bio-pharma employees want their work recognized and valued. They also want a comfortable workplace where they feel included and can make a positive impact. Over one-third of an employee's time is spent at work, so it is important for companies to focus on culture and engagement. Implementing sustainability programs and gamifying engagement through virtual badges and social recognition can help attract and retain top talent while saving companies money through reductions in waste, water, fuel and carbon emissions.
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3. SECTOR : FMCG (fast-moving consumer goods)
INDUSTRY : Consumer Products
FOUNDED : 1806
FOUNDER : William Colgate
CEO : Prabha Narasimhan
COMPETITORS : Dabur, Marico , ITC , Emami.
HEADQUARTER : New York City (United States)
KEY PRODUCTS : Toothpaste, Tooth powder, Toothbrushes,
Company
Overview
4. Sector (FMCG)
Categories GDP contribution
Food and Beverages 53%
Personal care 30%
Tobacco 15%
Others 2%
Colgate Palmolive is an FMCG product company
India’s FMCG sales are expected to see a 7-9% revenue jump driven by higher prices, while
volume growth is expected to negligible at 1-2%.
Food and Grocery
62%
Appareal &
Accessories8
8%
Footwear
1%
Mobile
4%
Consumer Durables &
Appliances
3%
Jewelry & Watches
9%
Beauty & Personal
2%
Other
11%
MARKET SHARE OF VARIOUS CATEGORIES IN OVERALL INDIAN
RETAIL BASKET IN FY2022
5. Pet Nutrition
Oral Care
Colgate Toothpastes
Colgate Toothbrush
Colgate Toothpowder
Personal Care
Palmolive Body
Wash
Palmolive Liquid Hand
Wash
Shave Preps: Palmolive
Shave Cream
Skin care: Palmolive
Charms Cream
Household Care
Axion Dish Washing
Paste
Cuddly
Palmolive Dish
Colgate Palmolive Product
Width is 4
Length is 10
7. Various job
Glassdoor: Glassdoor not only provides job listings but also offers company reviews, and interview insights.
Colgate-Palmolive Careers Website: The most direct way to explore job opportunities at Colgate-Palmolive
is through the company's official careers website.
LinkedIn: LinkedIn is a professional networking platform where many companies, including Colgate-
Palmolive, post job openings.
Source: Telegram and Company Websit
8. Application Form Interview Evaluation Form
This form using for Hiring quality candidates, Avoid unbiased hiring, Record candidate
performance and Comparative analysis.
Source: www.Colgate-Palmolive.Co
9. Compensation and Benefits
Colgate Palmolive has a "PAY FOR PERFORMANCE" philosophy that
recognizes and rewards employees' accomplishments.
Benefits: The company offers a bonus program.
Benefits Policy
Healthcare Benefits
• Life insurance
• Medical Insurance
• Health and Wellness Programs
Retirement and Financial
• Retirement savings plan
• Pension Plans
• Stock Purchase Plans
Paid time off
• Paid Vacation Days
• Paid Holidays
• Work-life balance programs
Source: www.Colgate.com
10. CTC Structure
Base Salary: ₹ 35,000 per month
Dearness Allowance: 10% of base salary
₹ 3500
House Rent Allowance: 15% of base
salary. ₹ 5250
Medical Allowance: 5% of base salary
₹ 1750
Provident Fund: 12% of base salary
(contributed by both employee and
employer)
₹ 4200
Gratuity: 4.8% of base salary (paid by
employer after 5 years of service) ₹ 1680
Leave Travel Allowance: 8% of base
salary. ₹ 2800
Bonus: 10% of base salary (performance-
based) ₹ 3500
Base Salary: ₹ 75,000 per month
Dearness Allowance: 10% of base
salary ₹ 7500
House Rent Allowance: 20% of
base salary. ₹ 15000
Medical Allowance: 5% of base
salary ₹ 3750
Provident Fund: 12% of base salary
(contributed by both employee and
employer)
₹ 9000
Gratuity: 4.8% of base salary (paid
by employer after 5 years of
service)
₹ 3600
Leave Travel Allowance: 10% of
base salary. ₹ 7500
Bonus: 15% of base salary
(performance-based) ₹ 11250
Salaried Employees
Blue Collar Employees
Source: www.Colgate.com
11. ❖Training and Development policy
Their training programs aim to empower all employees to achieve both personal
and company goals.
• Valuing Colgate People: Our Guiding Principles For (Employees)
• Valuing Colgate People: Leadership in Action For (Managers)
❖Various Training Programmes Initiatives
➢ Goal:
➢ Program: Saksham - Skill development.
➢ Partners: Colgate has partnered of SEEDs to roll out this program.
➢ Target Audience: Underprivileged and marginalized youth
➢ Training:
• 45 days with effective multimedia content.
• Focus on job-linked skills following National Skill Development Council guidelines.
• Social skills and behavior development.
• Interaction with Colgate teams and business partners for real-world experience.
Colgate's Saksham Program Empowers Underprivileged Youth
15. HR, industrial relations, and employee relations at
Colgate-Palmolive:
Employee-Centric Culture Strategic HR Practices
➢ Company Values
➢ Work-Life Balance and Benefits
➢ Data-Driven Approach
➢ Investing in People
➢ Ethical Sourcing
➢ Open Communication
16. Grievance Handling Mechanism of Colgate-
Palmolive
❖Stakeholder Focus
❖Transparent and Responsive
❖Committee Structure
17. CSR ACTIVITIES
Employability Linked Skill Building Initiative
Colgate Bright Smiles, Bright Futures
Making Every Drop of Water Count:
Colgate India has launched
'Saksham', an Employability-
Linked Skill Development
program
As India’s leader in oral care,
Colgate is committed to
improving children’s oral
health.
Colgate India has launched
'Saksham', an Employability-
Linked Skill Development
program
18. HRM
SOFTWARES
• Colgate-Palmolive’s digital L&D program has educated all 16,000 employees that work
in offices around the world on digital capabilities
• Colgate has “leapfrogged” benchmarks established by a leading multinational consulting
firm through a multi-phased program based on shared language and personalized,
gamified programs
• The program designed specifically for the supply chain has strengthened business results,
such as the development of over 70 bots that have driven efficiencies including a 100%
elimination of product delivery errors
19. Ethical Standards: This speaks to the company's dedication to upholding high moral
standards throughout the board.
Employee development: is the process of providing opportunities for professional
advancement and training programs to enhance the skills and knowledge of staff
members.
Work-Life Balance: This describes an organization's initiatives to assist staff
members in striking a balance between their personal and professional obligations.
Good Relations: This entails creating an environment at work where cooperation and
honest communication are valued.
Employability Programs: These are campaigns, such as "Saksham," that are
designed to improve young people's employability.
Conclusion
20. learning
➢ FMCG Industry: High-volume sales, quick turnover, and diverse products
➢ Colgate Palmolive: A leader in oral care, personal care, home care, and pet
nutrition
➢ Innovation: History of product innovation since 1806
➢ Global Presence: Multiple branches across India.
➢ Employee Focus: Emphasis on recruitment, training, and development.
➢ Compensation: Performance-based pay and comprehensive benefits.
➢ Training Programs: 'Valuing Colgate People' and 'Saksham' for skill
development.
➢ Performance Measurement: Aligns with core values and job-specific goals.