project on dabur meswak (business finance HR MRK)

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PROJECT ON
DABUR
FMCG
MESWAK
SUBMITTED BY
MUKESH MUNDEPI
PGDM V
PNR- DM17E32

2. 2
Contents
Sector information..........................................................................................................................4
Introduction...................................................................................................................................4
Industry size..................................................................................................................................4
Government Initiatives:.....................................................................................................................4
Porter’s five forces model: -...........................................................................................................6
History ofDabur..............................................................................................................................7
Dabur India SWOT Analysis ...........................................................................................................8
MARKETING OF MESWAK TOOTHPASTE:......................................................................................9
Weaknesses...................................................................................................................................9
 Toothpaste brands are overshadowed by Colgate......................................................................9
 Limited customer base.............................................................................................................9
Opportunities.................................................................................................................................9
 Export potential.......................................................................................................................9
 Untapped rural and semi-urban potential.................................................................................9
 Better promotion and expansion..............................................................................................9
Threats...........................................................................................................................................9
 Lack of brand loyalty of customers............................................................................................9
 Aggressive competitors............................................................................................................9
 Easy availability of substitutes at similar prices..........................................................................9
Marketing Mix (4P’s) Of Dabur Meswak ......................................................................................9
STP of Meswak ..............................................................................................................................11
Product Life Cycle .........................................................................................................................11
Business financeof Dabur............................................................................................................11
Direct and Indirect cost of the company: -..................................................................................12
Fixed Assets During the Year .......................................................................................................13
Working Capital for the Year .......................................................................................................13
Debt/equity ratio..........................................................................................................................14
Human Resource Management at Dabur .........................................................................................15
Organization structure ................................................................................................................15
Skills set require in company.......................................................................................................15

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Job description............................................................................................................................15
Recruitment sources ofDabur.....................................................................................................16
Selection process.............................................................................................................................16
Induction program........................................................................................................................17
Performance appraisal method...................................................................................................19
Employee Benefits ..........................................................................................................................19
EmployeeReview..........................................................................................................................20
Types of training provided in DABUR..........................................................................................21
On the Job training method.....................................................................................................21
Off the job training method.....................................................................................................21
Career at Dabur.............................................................................................................................21
Post-Graduate Programs .............................................................................................................22
Campus to Corporate...................................................................................................................22
Young Sales Leadership Program ................................................................................................22
Executive Trainee Program.........................................................................................................22
Graduate Programs .....................................................................................................................23

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Sector information
Introductioni
:- Fast moving consumer goods(FMCG) sector is the 4th
largest sector in the Indian economy
with household and personal care accounting 50% FMCG sales in India. The urban segments (accounts for
a revenue share of around 60%) is the largest contribution to overall revenue generated by FMCG sector in
India and recorded a market size of around US$ 29.4 billion in 2016-17. However,in the last few year,the
FMCG market has grown at a faster pace in rural India compared with urban India. Semi-urban and rural
segments are going at a rapid pace and FMCG product account for 50% pf total rural spending.
Industry sizeii
: - FMCG market
in India is expected to grow as a
CAGR of 20,6% and is expected to
reach US$ 103.7 billion by 2020
from US$ 49 billion in 2016. FMCG
contributes to GDP 28%. India has
always been a country with a big
chunk of world population, be it the
1950's or the twenty first century. In
that sense, the FMCG
market potential has always been
very big. However, from the 1950's
to the 80's investments in the FMCG
industry were very limited due to
low purchasing power and the
government's favoring of the small-
scale sector. Hindustan Lever
Limited (HLL) was probably the
only MNC company that stuck
around and had its manufacturing
base in India.
At the time, the focus of the
organized players like HLL was
largely urbane. There too, the
consumers had limited choices.
However, Nirma’s entry changed
the whole Indian FMCG scene. The
company focused on the 'value for
money' plank and made FMCG
products like detergents very
affordable even to the lower strata of the society. Nirma became a great success story and laid the roadmap
for others to follow.
GovernmentInitiatives:-
I. In the union budget 2017-18 the government of India has proposed to spend more on the rural
side with the aim to double the farmer’s income in five years as well as cut in income tax rate
28%
8%
8%
8%6%
5%
4%
4%
4%
3%
22%
GDP contributions
FMCG Automobile E- Commerce Retail
Telecom BFSI Service Education
CD Real estate Others
$49
$104
$0
$20
$40
$60
$80
$100
$120
2016 2020

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targeting mainly the small tax payers,focus on affordable housing and infrastructure development
will provide multiple growth drivers for the consumer market industry.
II. The Government of India’s decision to allow 100% foreign direct investment (FDI) in online
retail of goods and service through the automatic route has provided clarity on the existing
business of E-commerce companies operating in India.
III. With the demand for skilled labor growing among Indian industries, the government plans to train
500 million people by 2022 and is also encouraging private players and entrepreneurs to invest
in the venture. Many governments, corporate and educational organizations are working towards
providing training and education to
create a skilled workforce.
IV. The Government of India hasdrafteda
new Consumer Protection Bill with
special emphasis on setting up an
extensive mechanism to ensure
simple, speedy, accessible, affordable
and timely delivery of justice to
consumers.
V. The Goods and Services Tax (GST) is
beneficial for the FMCG industry as
many of the FMCG products such as
Soap, Toothpaste and Hair oil now
come under 18% tax bracket against the previous 23-24 per cent rate.
Investments/developmentiii
: -
I. Indian biscuits giant, Britannia Industries Ltd (BIL), is setting up its largest plant ever, in
Ranjangaon, Maharashtra,with an investment of Rs 1,000 crore (US$ 156.89 million). The plant
will have an annual capacity of 120,000 tons and will be completed within the next two years.
II. ITC Ltd has forayed into the frozen food market with the launch of frozen prawns and further
plans to launch frozen vegetables and fruits, in a move towardsreaching Rs 1 trillion (US$ 15.54
billion) in revenue by 2030.
III. Indian FMCG major, Pantanal Ayurveda, is targeting a 10-fold growth in sales and is set to
achieve a turnover of Rs 1 lakh crore (US$ 15.52 billion) over the next five years.
IV. Dabur India Ltd set up its largest manufacturing plant globally, spread over 30 acres,at a cost of
Rs 250 crore (US$ 38.56 million) in Tezpur, Assam, which will produce Dabur'scomplete range
of Ayurvedic medicines, health supplements, and personal care products among others.
V. Hatsun Agro Product Ltd, the fifth-largest ice cream maker in India, plans to expand its business
in Maharashtra, and might acquire a greenfield project or farm in the state for the same.

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Porter’s five forces model:-
History ofDabur.
High – Presence of multiple brands
brands
Threat of substitutes
High – Low switching cost induces the customers’
product shift
Bargainingpower of buyers
High – Private label brands by retailers are
priced at a discount to mainframe brands limits
competition for the weak brands
entering
Competitiverivalry
Low – Big FMCG companies are able to dictate
the prices through local sourcing from a
fragmented group of key commodity suppliers
Bargainingpower of suppliers
Medium – Huge investments in setting up
distribution network and promoting brands
Threat of new entrant

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History ofDabur
 In 1884, Dr. S. K. Burman launches his mission to make health care products in Calcutta.
 Manufacturing Plant: In 1996, With growing popularity of Dabur products, Dr. Burman expands
his operations by setting up a manufacturing plant for mass production of formulations
 Ayurveda medicines: In 1900s. Dabur enters the specialized area of nature-based Ayurveda
medicines ,for which standardized drugs are not available in the market.
 . Establishment of research laboratories: In 19919. The need to develop scientific processes and
quality checks for mass production of traditional Ayurveda medicines leads to establishment of
research laboratories.
 Expands further: In 1920. Dabur expands further with new manufacturing units at Narendrapur
and Daburgram. The distribution of Dabur products spreads to Bihar and the North-East.
 Dabur India (Dr. S.K. Burman) Pvt. Ltd.: In 1936.Dabur becomes a full-fledged company - Dabur
India (Dr. S. K. Burman) Pvt. Ltd.
 In 1972. Dabur's operations shift to Delhi. A new manufacturing plant is set up in temporary
premises in Faridabad on the outskirts of Delhi.
 In 1979. Commercial production starts in the new Sahibabad factory of Dabur, one of the largest
and best equipped production facilities for Ayurvedic medicines. Launch of full-fledged research
operations in pioneering areas of health care with establishment of the Dabur Research &
Development Centre (DRDC).
 In 1996. Dabur becomes a Public Limited Company. Dabur India Ltd. comes into being after
reverse merger with Videogame Limited.
 In 1992. Beginning a new chapter of strategic partnerships with international businesses, Dabur
enters into a joint venture with Agrolimen ofSpain. This new venture is to manufacture and
market confectionery items in India.
 In 1993. Dabur enters the specialised health care area of cancer treatment with its oncology
formulation plant at Baddi in Himachal Pradesh.
 In 1994. Dabur India Ltd. raises its first public issue. Due to market confidence in the Company,
shares issued at a high premium are oversubscribed 21 times.
 In 1995. Extending its global partnerships, Dabur enters into a Joint Venture (JV) with Osem of
Israelfor food and Bongrain of France for Cheese & other dairy products.
 In 1997. Dabur enters full-scale in the nascent processed foods market with creation of a Foods
Division. Project STARS (Strive to Achieve Record Successes) is initiated to give a jump-start to
the Company and accelerate its growth performance.
 In 1998. With changing demands of business and to inculcate a spirit of corporate governance,
the Burman family inducts professional to manage the company. For the first time in the history
of Dabur, a non family professional CEO sits at the helm of the company.
 In 2000. Dabur establishes its market leadership status with a turnover ofRs. 1,000
crores. From a small beginning and upholding the values of its founder, Dabur now enters the
august league of large corporate businesses.
 In 2003. Dabur India approved the demerger of its pharmaceuticals business from the FMCG
business into a separate company as part of plans to provide greater focus to both the businesses.
 In 2005. Aspart of its inorganic growth strategy,DaburIndia acquiresBalsara'sHygiene and Home
products businesses, a leading provider of Oral Care and Household Care products in the Indian
Market, in a INR 143 Crore all cash deal.
 In 2006. Moving forward on the inorganic growth path Dabur India decides to raise up to $200
million from the international market through bonds, FCCBs, GDR, ADR, QIPs or any other
securities.

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 In 2007. Dabur India decides to merge its wholly owned subsidiary Dabur Foods Limited with itself
to exact synergies and unlock operational efficiencies.
 In 2008. Dabur India acquires Fem Care Pharma,a leading player in the women skin care market.
Besides an entry into the high growth skin care market with an established brand named Fem, this
transaction also offers Dabur a strong platform to enter newer product categories and markets.
 In 2009, Dabur Red Paste becomes Dabur's 9th billion-rupee brand by crossing the billion-rupee
turnover mark within 5 years if its launch.
 In 2011. Dabur India Limited acquires Ajanta Pharma's over-the-counter brand '30-Plus'
 In 2012. Dabur India Ltd. surpasses the billion-dollar turnover mark during the 2011-12 fiscal to
end the year on a high note with net sales of INR 5283.17 Crores
 In 2015. Brand Real, Vatika and Amla cross the Rs. 1,000-Crore turnover mark.
 In 2016. Dabur Gulabari and Dabur Lal Dant Manjan clock a turnover of Rs. 100 Crore each.
Dabur India SWOT Analysis
Strengths
 Dabur has products present in over 60 countries and distribution though 5000 distributors and 3
million outlets
 Strong Brand image and product development strength of Dabur
 Strong distribution network
 Dabur has welfare activities in health care,education and other socio-economic activities
 Has focus market in GCC, Egypt, Nigeria, US, Nepaletc.
 It has a strong legacy since its inception in 1884
 Dabur has excellent product diversification in healthcare, oral care,food, personal care,home
care etc.
Weakness
 Fake products sold under the name of Dabur
 Dabur product has stiff competition from big domestic players and international brands

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Opportunities
 Tapping rural markets and increase penetration in urban areas can boost Dabur
 Mergers and acquisitions to strengthen the brand
Threats
 Intense and increasing competition amongst other FMCG companies means burden of Daburs’s
market share
 FDI in retail thereby allowing international brands
Competition from unbranded and local products
MARKETINGOF MESWAK TOOTHPASTE:
SWOT Analysis of Meswak
Strengths
 Made from the rare herb of the famous ‘Toothbrush Tree’
 One of the largest premium toothpaste brand in the country
 Contains trusted Ayurvedic products for protection against toothdecay, plaque and attack of
germs
 Does not contain any harsh chemicals
 Good distribution and presence in the rural market
Weaknesses
 Toothpaste brands are overshadowed by Colgate.
 Limited customer base
Opportunities
 Export potential
 Untapped rural and semi-urban potential
 Better promotion and expansion
Threats
 Lack of brand loyalty of customers
 Aggressive competitors
 Easy availability of substitutes at similar prices
Marketing Mix (4P’s) Of Dabur Meswak
MarketingMix of Dabur analysesthe brand/companywhichcovers4Ps(Product,Price,Place,
Promotion) andexplainsthe Daburmarketingstrategy.
Product: Dabur has a wide range of product portfolio.The followingare the productsinthe marketing
mix strategyofferedbyDaburglobally:

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• Hair Care: Dabur Amlaand VatikaNaturals are the brandsin thiscategory.Thiscategoryincludes
productssuch as Hair oils,Shampoos,Conditioners,Hair Cream, Hairoil treatment,Shampoo
replacement,Men’shairtonic,Men’shaircreamand kidsoil.
• Oral Care: Dabur Herbaland Dabur Meswak are the two brands offered in this category. The products
include a range of natural toothpastes from the house of Dabur (Classic range, Gel range, Premium range,
New ingredient range)
• Skin Care: DermoViva USA,Fem and Jaquline are the brands offered in this category. The prodcuts
include face wash,face scrub,face mask,body creams,body lotions, sun care, soap, body wash and hand
wash.
• Baby Care: DermoViva Baby is the brand offered in this category. The product list includes Hair Oils,
Massage Oils, Soaps, Shampoos, Body lotions, Creams, Enriched powder and baby wipes.
Price: Dabur follows different pricing strategies in its marketing mix for different product offerings. For
its premium products such as Dabur Herbal (Premium range)
Sun care,
body wash,
body creams
are priced at a premium as they are targeted at high end target segment. For its low cost products, the
prices are kept low and competitive pricing strategy is followed. More emphasis is given on the product
quality and its products are priced low to gain more customer base. Its main aim is to sell more units
although through a lesser margin. Since it a competitive industry with major players, Dabur has to follow
a competitive pricing policy for its non-premium products to sustain itself in the long run.
Place:Dabur is one of the leading FMCG companies in India. The main aim of the FMCG company is to
make its products available at most number of outlets and also to ensure that there is no stock out. Shelf
space also plays an important role in creating visibility. Being in the industry for many years,Dabur has
built an extensive network of distribution channels. The marketing mix promotional strategy of Dabur is
dependent upon its manufacturing plants, distributors and retailers. The distribution is not only in India
but abroad as well. In India, Dabur has various plants manufacturing located throughout the country. Most
of its plants are located in
Himachal Pradesh,
Rajasthan and
Madhya Pradesh.
From these plants, the products are transported to the carrying and forwarding agents. From there they are
passed down to the stockists, distributors, wholesalers and then retailers and Kirana stores from where the
final consumers can purchase the products. Sometimes the products are transported directly to the
supermarkets and modern retail through the distributors. Dabur exports products to:
 Dubai,
 Bangladesh,
 Egypt,
 UK,
 Nigeria,
 US and Nepal
 where they have overseas offices which manage the distribution and sales.
 Promotion: Dabur does its major promotions through TV advertisements. In India, famous
celebrities and sportsmen endorse their products. Amitabh Bachchan is seen in ads like Dabur
Chyawanprash and Dabur Hajmola. Sonakshi Sinha endorses for Dabur Vatika. It also advertises
on newspapers. Hoardings are put up at retailers and supermarkets. This covers the marketing mix
of Dabur.

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STP of Meswak
Segment
Herbal, white toothpaste
Target Group Urban and especially rural population
Positioning A product containing Indian ingredients providing complete protection from oral
problems
Product Life Cycle
Business finance of Dabur
Netprofit margin: - PAT/EAT *100
NET SALES
Company
Name
Year Sales PAT PAT Margin
Dabur 2017 5,644.48 998.33 17.68684
Dabur 2016 5,616.93 937.26 16.68634

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Direct and Indirect cost of the company: -
Company Name Year Direct Cost Indirect Cost
Dabur 2017 2,866.97 91.66
Dabur 2016 2,882.33 83.09
1557.97
3,657.88
0.43
1335.44
3,094.29
0.43
TOTAL DEBT TOTAL SHAREHOLDER FUND D/E RATIO
2017 2016
0
1000
2000
3000
4000
5000
6000
Year Sales PAT PAT Margin
Dabur Dabur

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Fixed Assets During the Year
Fixed Assets Year Amount
Plant And Equipment 2017 929.18
Plant And Equipment 2016 621.77
Investment Property 2017 51.35
Investment Property 2016 52.34
Intangible Assets 2017 12.8
Intangible Assets 2016 17.04
Other Non-Current assets 2017 80.83
Other Non-Current assets 2016 25.18
Working Capital for the Year
3,657.88
3,094.29
2,800.002,900.003,000.003,100.003,200.003,300.003,400.003,500.003,600.003,700.003,800.00
1557.97
1335.44
20172016
Total Shareholder Fund

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Year
Current
Assets Current Liabilities
Working
Capital
2017 1784.44 1,207.00 577.44
2016 1834.16 1,208.21 625.95
Debt/equity ratio
Debt/Equity Ratio is a debt ratio used to measure a company's financial leverage, calculated by dividing
a company's total liabilities by its stockholders' equity. The D/E ratio indicates how much debt a
company is using to finance its assets relative to the amount of value represented in shareholders' equity.
Year Total Debt
Total Shareholder
Fund D/E Ratio
2017 1557.97 3,657.88 0.43
2016 1335.44 3,094.29 0.43
0
500
1000
1500
2000
2500
3000
3500
4000
Year Total Debt Total Shareholder
Fund
D/E Ratio
Chart Title
Series1 Series2

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Human ResourceManagement at Dabur
Organizationstructure
Skills set require in company
 Integrity
 Intellectual rigor
 A 'will do' attitude
 Team skills
 Ability to think strategically
 High energy
 Creativity
 Leadership
Job description
 Finance
1. Graduate in commerce
2. Chartered accountant
3. Company secretary
4. Cost accountant
5. MBA (Finance)
6. PGDM (Finance)

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7. Chartered finance analyst
 Marketing
1. Must be graduate
2. MBA (Marketing)
3. PGDM (Marketing)
4. Experienced 2-5 year
 Human resource
1. Must be graduate
2. PGDM (HR)
3. MBA (HR)
4. Experienced 2-5 year
Recruitment sources ofDabur
Internalsources external sources
Referral Campus Selection
Pipe Line Consultancy
Promotion online job portals
Budding program social networking
Trade union Outsourcing
PPO job fair
Internal job post Advertisement
company website
Employee exchange
walk-in
Corporate university
conference and seminar
Selection process
1. Shorting - Once the deadline for a job opening has passed, the hiring manager for the position
will screen applications to assess candidate’s eligibility against the criteria stipulated in the job
opening and will produce a shortlist of candidates to passto the assessmentstage ofthe recruitment
process.
2. Technical knowledge and skills - For most job openings, shortlisted candidates are requested to
take a written test to evaluate technical knowledge related to the functions of the advertised post.
The technical testsare sentto the candidate for completion at a time of their choice, within a period
defined by Dabur. Only successful candidates will be invited for interview.
Candidates applying to General Service posts (fixed-term and temporary) will be invited to
undertake a test aimed at assessing the candidate’s computer literacy. The rest is based on
Microsoft Office 2010 Word, Excel and PowerPoint. This test is administered at Dabur and last
one hour and 30 minutes.
3. Reference - Appointment at Dabur is subject to satisfactory and complete verification of academic
qualifications and previous employment. If you are a candidate under close consideration,
reference checks will be conducted and you will be notified accordingly. Only applicants with

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academic qualifications from accredited (officially recognized) universities or institutions are
considered eligible. The accreditation status of an educational institution is verified through this
reference check procedure.
4. Competency-based interview - Dabur interviews are competency-based (CBI) and focus on the
seven competencies that have been identified as key to the organization and are defined in the
UN Competency Framework.
Each job opening lists the competencies that are specific to that post and interviewers will ask
questions aimed at determining candidates' past performance, achievements and contributions
related to these competencies.
5. Notification and appointment - Dabur will contact only those candidates that will be invited to
participate in the selection process and will inform them on the final decision at end of the
selection process. Due to the thorough review process for each job opening, the selection process
may take a few months to be completed. To check the status of the selection process, click here.
At the end of the selection process,the successfulcandidate will receive an offer of appointment
by Dabur Human Resources. Employment with Dabur is contingent upon the candidate passing a
pre-employment medical examination, and verification of diplomas and personal references.
6. Roster - A roster is a pool of candidates who have already been assessed as suitable candidates
through the selection process and who are ready for immediate selection for similar positions.
If you have been informed of your inclusion in the roster, either based on the recommendation for
a specific or for a generic job opening, you canpotentially be selectedfor an upcoming job opening
without having to undergo the entire selection process.
Once you are included in a roster, you may be contacted by e-mail if Dabur is considering you for
a position, or you may choose to temporarily put on hold or permanently withdraw your roster
membership.
Even if you are placed on a roster, we recommend that you regularly search our website for job
openings and actively apply for positions for which you think you are qualified
Induction program
1. Formal Letter of Appointment
Formal letter of appointment is issued to Independent Directors incorporating, inter alia, their duties,
roles, responsibilities, liabilities as director of the Company.
2. On Induction
A new director is apprised of the working of the Company and various codes of conduct adopted by
the Company in its functioning. This is accomplished by conducting an Orientation Programme for all
new Board members before they join the Board of Directors. The detailed plan for the said programme
covers the following aspects:
A. Board Overview
Constitution of the Board of Directors, list of members
Role of the Board of Directors
Performance Appraisal Mechanism for the Board of Directors
B. Group Overview

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Dabur Corporate Film
Dabur Logo: Explanation
Visit to Kaushambi Corporate Office
C. Company Overview
Financial performance Latest Audited Annual Report & Half-Yearly Report; Investors
Presentation & Un-audited Financial Results (including segment-wise results) for immediately
preceding quarter
List of plant locations
Visit to a plant site
Introduction meeting with Chairman, Group Director & CEO
Contribution of products to previous years’ turnover: Category-wise & Brand-wise (for 5 major
product categories)
D. Strategy Orientation
Brand-Product- Market Strategy
Supply Chain Overview
Overall Cost Structure in brief
Business Risk Register/Risk Management Policy presentation
E. Industry & Market Orientation
Market size; Growth rates; Critical Success Factors
Key segment competitors
Distributor visit, if necessary
Retailer visit, if necessary
3. On Going Basis
On an on-going basis, detailed presentations are made to the Board of Directors/various Committees
of the Board of Directors on matters which inter-alia, covers:
Company strategy and its business model
Operations of the Company including safety measures etc.
Financials of the Company
Risk Management Framework – Risks faced by the Company & mitigation plan thereof.
Loans, Guarantees, Investments made by the Company
Contingent Liabilities
Related party transactions
Internal Controls, identification of weakness, if any, and improvisation in such controls
Performance Evaluation
Financials, Operations and investments made by Subsidiary Companies
Formulations of various policies viz. – Related Party Transactions, Vigil Mechanism, Corporate Social
Responsibility, Forex Policy, Investment Policy, etc.
Roles, Responsibilities, duties, etc. of directors as Board and Committee members.
Issues and findings during Internal Audit
4. Access to Information & Opportunity to Interact
They have complete access to the information within the Company.
They have freedom to interact with the Company Management which happens generally
during Board/Committee Meetings.

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They also have interaction with the Statutory Auditors, internal Auditors, Cost Auditors,
Secretarial Auditors and External Advisors, if any, appointed by the Company.
They also have the opportunity to meet without the presence of any management personnel
where they can informally discuss the matters pertaining to the Company and put forward
their combined views to the Chairman.
5. Compliances & Disclosures
The Directors are explained in detail the compliances required from them under the Companies
Act, 2013, Listing Regulations and other relevant regulations and their affirmation is taken with
respect to the same.
The Company provides regular updates on relevant provisions including changes in Company Law,
Listing Regulations and applicable laws to ensure that its Independent Directors are kept abreast
on these regulations.
Performance appraisal method
 Balance score card method
 360* degree feedback
 MBO
 BARS
EmployeeBenefits
Insurance, Health & Wellness
 Health Care & Insurance
 Life Insurance
 Disability Insurance
 Dental Insurance
Financial & Retirement
 Pension Plan
 Stock Options or Equity
 Retirement Plan
 Performance Bonus
Family & Parenting
 Work from Home
 Maternity & Paternity Leave
 Childcare
 Reduced or Flexible Hours
 Unpaid Extended Leave

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Vacation & Time Off
 Vacation & Paid Time Off
 Sick Leave
 Bereavement Leave
Perks & Benefits
 Employee Discount
 Free Lunch or Snacks
 Employee Assistance Program
 Gym Membership
 Company Car
Professional Support
 Diversity Program
 Job Training & Tuition
 Apprenticeship Program
Employee Review
Pros Cons

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"Good learning atmosphere and good work life
balance"
"Best place to learn how to handle pressure which
doesn't have proper logic"
"Motivates new talent and gives opportunity to
learn and earn"
Less Hikes.
Rewarding environment More exposure to be given to junior employee
Good Setup, Defined Rules, Set Guidelines
Types oftraining providedin DABUR
On the Job training method
 Job Rotation
 Coaching
 Job instructional training
 Internship
 Apprenticeship training
 Mentoring
 Special Assignment
 Committee
Off the job training method
 Case Study
 Role Playing
 Management Game
 Simulation
 Corporate University
 Programmed Instruction
 Conference and seminar
Career at Dabur
Like all successfulorganizations across the world, dabur realize that talent needs appropriate opportunities.
Dabur Campus Bridge is the initiative which provides a platform for us to reach out to the students at
premium B-schools in India. We search for talent amongst very selective institutes for Campus Star

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“Edge” (Summer Internship), “YSLP-Interns” (Summer Internship), “Young Managers Development
Program” (Management Trainee Program) and “Young Sales Leadership Program” (Officer Trainee
Program). New recruits not only contribute to our current business but are also groomed for future
leadership roles in the organization by providing them structured career path, focused trainings and pre-
defined interventions.
Post-Graduate Programs
The “Young Managers Development Program” is designed to give cross functional exposure through
various project based on the job stints under seasoned mentors. This program provides structured training
and is one of the best designed programs across the industry. This program provides an opportunity for
regular feedback and assessment,which ensures a holistic learning for our Management Trainees(MT).
This Program is designed to help MTs grow into Business Leaders for the Organization. The programme is
designed such that it builds leadership qualities and inculcates entrepreneurial abilities. MT’s have
played a significant role in changing the Image of our company from a traditional, slow moving one to a
growing company not averse to taking risks.
Campus to Corporate
Campus to corporate is a focused & structured intervention to transform “Young Talent” into “Future
Leaders”. The MTs go through a self-exploratory journey which helps them to break free of the campus
paradigm and enterthe corporate world. The program also focuses on developing teamwork and leadership
competencies.
Young Sales Leadership Program
The “Young Sales Leadership Program” is the newest edition into our structured developmental
programs. This program is specifically designed and is focused on developing future sales leaders for the
organization. This program runs over a period of 6 months and helps our Officer Trainees (OT) to grow
into managers, through hands on learning experience and a panoptic understanding of the business. We
have a rigorous process for assessment of our OTs which provides them regular feedback. This program
provides OTs a predefined and structured career path in the organization.
Executive Trainee Program
The “Executive Trainee Program” is a 12-month program which provides hands on learning to new
recruits who are joining in the support functions of the organization. During this period the ETsare provided
focused functional on the job training. This program helps us to groom future managers across various
departments keeping in mind the needs of the organization.
Internship Programs
Campus Star “EDGE”

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On the job learning is the best form of learning, keeping this in mind we have designed our Campus Star
“Edge” program to provide summer interns from premier B-schools live business projects, having
significant business impact during their two-month stint with us. This program provides the summer Interns
with an opportunity to witness sales & marketing and enhance their learning by witnessing both sides of
the business. We look at Summer Internship as an opportunity to spot talent early and hence reward them
with a Pre Placement Offer (PPO) or a Pre Placement Interview (PPI).
YSLP – Interns
The YSLP – Internship program is a program in which Dabur recruit’s interns from a selective list of MBA
institutes for a period of 2 months. This is a very rewarding relationship as interns get to work on real
business issues and simultaneously providing us an opportunity to spot talent, for future hiring as Officer
Trainees (OTs) through PPI/PPOs for our Young Sales Leadership program.
Graduate Programs
GraduateEngineerTrainee
Graduate Engineer Trainee (GET) program is a 12-month cross unit and functional training program. This
program is designed for Young engineering graduates who go through a rigorous training in our various
units. GETs are hired through specific colleges across India in the fields of Mechanical, Electrical,
Chemical, Electronics and Instrumentation engineering. The final stint in this program is 2 months long on
the job training which helps the GETs to apply all the skills acquired in real world situations.
Bibliography
1 - www.ibef.com
2 - www.cii.in
3 - www.proquest.com
4 – www.dabur.com
5 - www.aceanalyser.com
6 - www.bloomberg.com
7 - www.equitymaster.com
8 - www.indianchamber.org
9- www.naukari.com

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10 - www.glassdoor.com
11 - www.google.com
12 – www.indeed.co.in
13 – www.mbaskool.com
i www.ibef.com
ii
www.cii.in
iii
www.proquest.com