Human Capital

Dabur is committed to the principle of equal opportunity in employment. At Dabur, all employees are judged solely on their performance irrespective of their race, religion, caste, gender, sexual orientation, age, or disability; therefore, ensuring no discrimination in recruitment, remuneration, and promotion.

The same has been integrated into our ways or working governed through our Code of Ethics & conduct and our Human Rights policy.

We believe that a diverse workforce is agile & more adaptable to our growing business needs. Additionally, we are able to position ourselves as an employer who gives everyone a real opportunity to succeed and grow.

Dabur has been consciously working towards enhancing gender diversity at the workplace. The overall diversity is at 5%, while managerial diversity is at 12%. Some of our key functions have over 20% gender diversity, like Marketing (25%), Research & Development (32%) and Corporate Finance (20%).

In order to meet business demands, we also continue to diversify our talent mix by hiring relevant talent from diverse industries in key business areas. In 2022-23, we hired 1721 employees, out of which 7% was women hiring and 12% was managerial hiring (with 1 top management hiring).

We are also committed towards promoting diversity of specially abled individuals and have employed 7 PWD (Persons with Disabilities).

We carry deep commitments on diversity, equity and inclusion. And thus, aim to have 18% gender diversity (managerial) in our workforce by FY 2027-28.

By embedding inclusivity in the core, all employees should be able to participate fully, bring their authentic self to work, and realise their full potential. We have been intensifying our efforts to embed this sense of inclusion right from hiring to employee education and awareness. Following are some initiatives taken in this regard:

• Female friendly headquarters identified in sales to provide requisite support & empowering spaces.
• Revised TA-DA policy for women in Field force.
• Exclusive consultant hired.
• Focus on hiring females across varied roles, varied educational background from campuses. Hiring them in early stages of career will not only help groom female talent and build a future pipeline, but also give leverage in access to a larger, fresh pool of candidates to bring in out-of-the-box thinking and promote a more inclusive and innovative workplace culture.
• Digital Learning Challenges and courses educating on diversity & importance.
• International Women’s Day celebration across corporate office, manufacturing units & regions.

Dabur's cultural diversity is a key strategic capability.

Our global workforce of 7500+ employees operates in 15 different countries and represents 25 different nationalities. Beyond Indians; Egyptians and Nepalese are the top contributors to this global workforce. Through such strong diversity of global workforce, we closely reflect and represent the consumers and communities we serve. This leaves us better placed to develop solutions our consumers need, whilst having a positive impact and helping build a more inclusive world. We are gathering global diversity information, with employee consent, to enrich our understanding of the make-up of our workforce and colleagues' experiences. We continually assess how best to care for our colleagues and deliver exceptional business performance, while adapting to changing social and economic conditions.

Continued improvement in performance, efficiency and productivity via timely evaluation & feedback helps in aligning employees to the organization's objectives, strategies & policies. It indicates areas of improvement in employee performance, which we plug with open and regular communication with the employees at all levels as a part of the organisational performance improvement process. Key deliverables that flow top-down comprising of Balance Scorecard approach, ways to improve business processes & focus on learning & growth forms a part of performance management framework.

Our endeavour is to identify key talent at very early stages & develop them for successful & rewarding careers. This identification is in 2 ways: Career Development Centres (CDCs) and Performance Potential (PP) Grid.

We continue to rely on CDC process to identify future leaders & create a talent pool within the organization. It has key steps of identification, assessment and promotion of high potential employees to more responsible positions. We have tied up with an external partner that uses scientifically designed assessments for behavioural & leadership competencies which are relevant for elevation to next position and to measure potential. It is followed by feedback via career coaches & industry experts.

Dabur follows Performance-Potential grid mapping to identify assets for the organization & taking customized steps for development of employees in each bucket. It is an individual assessment tool that assesses an employee's current & potential contribution to the organization. The performance parameter is assessed through sustained performance observed over a period and potential is measured on measured on specified agilities i.e. Cognitive, Performance, People, Change and Self- awareness. It helps in Talent categorization like Star, Hi-Potentials, Hi-Performers etc. At Dabur, we have extensive talent day discussions along with leadership team for assessments of key talent on PP grid along and to identify actions like accelerated career paths or learning investments.

A strong talent pipeline at the leadership levels forms the backbone of a successful business from the perspective of securing business & career management. As an exercise, it helps in identification of business critical & key roles, people who possess the required skills to perform in the role & make them future ready. We do extensive work in the space of identifying successors to all key roles, especially identifying future roles for the Star, Hi-Potentials, Hi-Performers identified through our Performance Potential Grid.

Dabur has an unrelenting focus on talent development and we follow a structured 3E approach i.e. Experience, Exposure, Education under below heads for maximum impact.

We have implemented Job rotation policy that provides varied exposure to employees for their Career Development and to create a strong talent pipeline to provide continuity in the critical roles to meet business needs. It also enables self-growth & career development. Mid-management & above who have spent 3 years or more in the same role will be explored for newer opportunities & explore vast horizon of roles basis competencies they possess. We also ensure learning exposure to identified employees through stretch assignments & shadowing to ensure peer learning.

• Coaching
  Key leaders were assigned external industry experts as coaches to coach on specific agendas.
• Mentoring
  Dabur bolstered relationship based development through formal mentoring with a network of inhouse subject matter experts to help strong talent room for senior roles or adjust/navigate current role better. Mentees get a chance to interact in a structured format with key leadership and develop from their experiences.

• Individual Development Plan
  Employees identified as key assets that share company's vision are referred to as "High potentials (HIPOs)". HIPOs undergo comprehensive assessment where they are evaluated on leadership competency frameworks by external experts, through multiple tools like personality assessment, case study, role plays, and leadership interviews. This is followed by talent profiling and creation of Individual Development Plan (IDP) under the guidance of manager, HOD & external experts.
  
  Every employee aspires for a career destination and its imperative for Dabur to help them achieve their aspirations keeping skill fitment in mind. The Individual Development Plan exercise aims to gauge employee's aspiration in short, & long term while making them reflect upon strengths & development areas to work upon & support required from Dabur.


• LinkedIn Learning
  Dabur strengthened and democratized learning to empower employees via LinkedIn Learning by making 10,000+ courses available to enriching learning of users with constantly evolving content. We utilized this platform to develop key & basic learning paths for our employees.
  
  Dabur was announced as a finalist at the 2022 LinkedIn Talent Awards under the Learning Champion Category, which recognizes companies who invested in the learning and development of their employees by connecting them to relevant and applicable skills.


• B-Schools courses
  Trainings are conducted for key leaders on specific

Dabur has a range of communication and training sessions to drive key focus areas in implementation of Process optimization, Quality & safety roadmap. Effective and timely communication - both of successes and of incidents - is important for engaging the employees and for creating a learning culture within the organisation, in which benchmark practices are not only shared but practised. Skill upgradation of employees remains one of the key focus areas.

Focus of training could be either Core skill development or Multi-tasking or Multi-skilling. Few examples of trainings include Training by OEM, On the Job training, Skill upgradation- HACCP, TPM, Waste reduction, Policy Awareness Sessions & FSSAI.

Gyan Jyoti Program is a 4 Tier program where employee qualifies at each level to progress. It encompasses Behavioural, 5Ss, Safety, Process Training, Basic Engineering, Product Quality, and Kaizen.

Sankalp Program aims to achieve desired Quality Level & Product Consistency at shop floor, to enhance technical skill. It encompasses Production Processes, QA, Safety and TPM, NPD, OEE, CCP, Current issues etc.

'Ek Nayi Pahel' trains workers on QA, Safety & Aspects of conduct & behaviour.

In the financial year 2022-23 we conducted extensive trainings on functional and behavioural skill-building, compliances, health and safety, employee well-being etc resulting into 9.3 training hours per FTE; with 29 hours per FTE for permanent workers and 3 hours per FTE for permanent employees.

At Dabur, we implement a strong employer branding strategy when it comes to reaching out to perspective employees by communicating company's leadership, value and culture. Our strong brand presence allows us to ensure better talent acquisition, longer term association of talent, and lowering hiring TAT. For the employer branding efforts in the financial year, we have featured in the Top 15 Desirable FMCG companies in the top B Schools for 2023.

During this financial year, Dabur Nepal won the National HR Excellence award 2023. Additionally, Glassdoor ratings & reviews reflect a highly favourable workspace & culture where people look forward in building enriching careers.

It is important to stay relevant in the minds of young people who exude a new energy & thoughts. Over the past year, Campuses across India have become a critical cog in acquiring talent, with an agenda of building young & entrepreneurial organization with a focus on being agile, driving digital transformation.

Keeping the same in view, variety of programs have been launched, aiming to engage students through activities and events on college campuses to keep students connected and involved. All of this is done under one umbrella of Dabur Campus Bridge:

Dabur Campus Bridge is a platform to reach out to students across B-schools, Engineering and Graduation colleges. We hunt for talent in selective institutes through our various campus initiatives like Young Managers Development Program, Sales Manager Development Program Young Sales Leadership Program, Graduate Engineer Trainee Program Campus Star and Graduate Business Trainee program.

This young talent not only contributes to our current business but are also groomed for future leadership roles in the organization through a structured career path, focussed trainings and pre-defined interventions.

Out of many initiatives highlighting few top initiatives through the year:

• Dabur Verve: To touch base with bright young talent & get innovative solutions on our business problems, we had launched Dabur Verve, an Inter Campus Case Study competition. The event had 3 rounds which involved Quiz & Guestimate, followed by Brand Ideation and Case Study. Verve helped us with:
  1. Platform for solving a live problem - It provides an opportunity to seek fresh perspective on some of the pressing & real-life business problems in Strategy, Marketing, Operations, HR etc.
  2. Branding Impact - Opportunity to position Dabur brands among graduating students and young consumers. Interactive sessions with your leaders throughout the program would help in sharing culture & life at your organization.
  3. Engagement - Engage with prospective candidates in a focused manner and assess their abilities of problem solving and critical thinking.
  4. Hiring Top Talent - Proactive identification of relevant talent across B-schools.

  The event was live for premier 30+ B-Schools across the country and saw strong response with an inorganic reach of 11000+ students with active participation of more than 6000 students.

  For this initiative, we have also received an award for Top 25 Prestigious Campus Engagement in 2023.

• Dabur Ignite In order to engage with identified talent from campuses (before joining), we continuously engage with them through Dabur Ignite Program wherein we organize leadership talks, circulate newsletters, assign micro projects with mentors etc.
• Outbounds The main purpose of the out bounds for trainees is to connect over a session of theme-based experiential activities to bring out values like: Resilience, Adaptability, Mental Toughness, Willingness to learn, Accountability, Communication.
• Diversity and inclusion efforts The past year has also brought renewed attention to importance of diversity and inclusion. For our flagship program YMDP – where we hire management trainees from Top B schools, we had a gender diversity of 46%.
• Dabur Imperium To deepen our Employer Branding Proposition, we launched 'Dabur Imperium', a program where our senior leadership will be responsible for building an appealing and impactful presence of their respective brands in designated premier B School campuses.

Overall, campuses have become a critical platform for hiring, & brand building & there have been many efforts to keep students engaged and connected during this time. Whether through virtual events, outdoor activities, student-led initiatives, we are making sure we are at the forefront of campus initiatives.

Dabur's purpose-led and future-fit vision and culture inspires us to make concerted efforts to attract and retain talent. In a resurgent talent market, meaningful engagements with employees, employer branding & connecting with students, either digitally or on campus, helps strengthen our proposition and attract the best talent for the Company.

Meaningful engagement helps in building, strengthening and sustaining harmonious employee relations across the organisation. It gives employees the space to learn, develop & express beyond work capacities.

Dabur's commitment to employee engagement reflects in regular activations, particularly on special calendar days like Holi, Diwali, Women's Day etc, besides organising regular sessions on financial awareness, overall wellness etc.

We believe, such platforms, digital or offline, act as a tool to shape the workforce and align them with the organization's mission, goals & values and bridge any gaps that may exist. An Employee Engagement platform, “Dabur Vibrance” was envisaged to bring alive the spirit of Dabur where enthusiastic individuals come together in sessions/games/engaging activities/seminars etc.

In addition, we have formalised quarterly employee recognition programmes like CEO Excellence Award (Flagship award for employees who went beyond their call of duty), Eureka (Best Idea generation), Rising Star (Best newcomer), Trail Blazer (Best team), SPOT Award (For Spot recognition of employees).

Health, Safety & Security is the basis of Dabur's business and it is ingrained in our DNA. This is our prime responsibility, and all employees are accountable for it. We are committed to building an environment-friendly, healthy, safe, and secure culture for our employees as is clearly outlined in Dabur’s OEHS Policy.

Dabur is taking several strategic steps towards achieving safest operation across all its manufacturing units and in all its domains.

Our most of manufacturing sites are maintaining an occupational health and safety management system & environment management system based on the rigorous standards set forth by ISO 45001 & ISO 14001 respectively. Units have designated safety personnel, safety committees, regular safety training, and they collaborate with external partners to ensure that health and safety standards are integrated in prevailing production processes.

As a responsible and employee friendly organisation, Dabur is committed to ensuring workplace Occupational Health & Safety of all employees. Efforts were made to further improve the safety standards at manufacturing facilities through safety surveillance and improved accounting & reporting of safety statistics.

In this journey, Dabur Pantnagar unit was awarded with platinum award in "Best Fire Safety & Security" category by APEX India Foundation & Dabur Indore was awarded with Platinum award in “Occupational Health & Safety” category by APEX India Foundation which was resulted into morale booster among employees and building more effective OH&S system.

Health:
The protection of the physical, mental integrity and wellbeing of employees is a core responsibility of Dabur. Accidents and work-related illnesses can be of a longterm nature and entail costs to society and the company. We can only be successful in the long term if we help ensure our employees remain healthy. Occupational Health and Safety (OHS) addresses not only the safe operation of machines, ergonomic workplaces, and the handling of hazardous substances, but also mental health issues, including stress, depression, and emotional well-being. We strive simultaneously to create optimal working conditions for our employees and to ensure operational efficiencies.

Throughout our business and particularly at our manufacturing sites, the health and safety of our employees is a priority. We want to provide a safe workplace.

Safety:

Dabur focuses on employees training and engagement to build occupational Health and Safety culture in the organisation. We imparted 89,025 man-hours training on various effective topics such as our OHSE policy, Emergency response plan, Incident & near miss reporting, Work permit system, workplace hazard and control, Risk assessment and Hazard identification and others.

We also engaged and built awareness among our employees through various campaign derived throughout the year such as Machine safety campaign, Electrical safety campaign, Winter Season safety campaign and with celebration of National Safety Day Campaign, Fire service day campaign, Road safety awareness campaign and many other. We engaged our employees through Nukkad Natak, Skits, Poster, Slogans, Hazard hunting, mock drills, Safety exhibitions and others also.

Similarly, we are building Toolbox talk culture where our day starts with spending and understanding our job, risk, and control then we proceed for our routine job. Toolbox talk system is helping employees to spend a minute on think about their own safety and then execute their work safely.

Incident Reporting, Investigation & Communication:
Each business area/location has an Incident Reporting, Investigation & communication system and is responsible for ensuring the findings from incident investigations are shared within the organization. All employees have access to a colleague in their immediate workplace or as part of their organization who is representing the EHS function within Dabur.

Safety is top priority for Dabur and the vision of the management is to achieve "Zero Incident". Dabur have been a Zero fatality organisation for many years now. Salient KPIs are as follows:

Each manufacturing site of Dabur has implemented formal systems and processes for risk assessment. All employees are encouraged to report the hazards they observe. The system supports a process for handling all hazards adequately and following them through to completion. The Factory Manager at each location is responsible for correct handling of the registered hazard.

To facilitate a deep dive into the safety issues, 477 Safety & Environment Kaizens were held across locations on themes such as machine guarding, electrical safety, forklift & driving safety, winter safety, PTW & PPE compliance, etc.

During the year, various safety promotional activities including, theme-based campaigns, 52nd National Safety Week celebration, at all manufacturing locations between March 4 and March 10, 2023. The programme, which involved employees and contractors, was conducted with "Our Aim - Zero Harm" as the theme, and included activities such as Safety Oath, Safety Signature campaign, Slogan & Poster competition, training programme on Electrical Safety, Work Permit, Lock Out & Tag Out Safety training, mock drill, awareness training on Workplace Safety & Safety at Home, and Safety Quiz.

Health and Safety Committees are organized depending on the nature of the local organization and the issues within that region. Typically, representatives are from local management and from workers and/or EHS professionals.

We want members of the Dabur family to thrive. We are committed to creating an enabling environment where every individual feels valued and respected. At Dabur, we are dedicated to creating a culture that empowers our people to transform our business and take it to greater heights, including efforts on employee engagement, employee well-being, upskilling, employer branding and D&I.

For more than a century, Dabur has been providing opportunity to people regardless of race, gender, ability, sexual orientation and background. We are working to embed our Diversity, Equity and Inclusion strategies into every part of our business and have set ourselves the target of achieving a balanced gender representation across all managerial levels. We have targeted to increase our managerial diversity from 12% now to 18% by FY 2027-28.

We will continue to invest in capacity and capability building with specific focus on new ideas and skillsets catering to an evolving business landscape. We will also continue efforts on talent management and succession planning to ensure continuity in critical positions as well as employee development, while creating a culture that empowers employees and enhances employee experience. We will also continue to invest in digitization and analytics in HR processes to strengthen HR processes.