Human Capital

Performance Management System

Our performance management system serves as the foundation of organizational effectiveness, aligning individual and team efforts with the organization's objectives, strategies and policies. The performance management process at Dabur emphasizes transparency and accountability by establishment of clear and measurable objectives. We encourage open and regular communication with the employees at all levels to identify areas of improvement in their performance and provide developmental opportunities for their growth and career advancement. As part of our performance management framework, we have adopted the Balanced Scorecard approach, which goes beyond financial metrics and also incorporates key drivers such as business process and learning & growth.

Open Feedback Culture

At Dabur, we prioritize open communication channels where our employees are encouraged to share their perspectives, ideas, and concerns freely and create a culture where every opinion is valued and respected. By embracing diverse perspectives and actively listening to our employees, we have been able to identify areas for improvement, implemented impactful changes and propelled our organization forward. As part of our conscious efforts towards employee development, we have also conducted 360-degree feedback for managers at senior levels and by adopting this holistic approach to feedback, we promote a culture of openness, collaboration, and continuous improvement within our organization.

Key Talent Identification

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

We continue to rely on CDC process to identify future leaders and create a talent pool within the organization. It has key steps for the 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 and leadership competencies which are relevant for elevation to the next position and to measure potential. It is followed by feedback via career coaches and industry experts.

Career Development Centres (CDC)

We continue to rely on CDC process to identify future leaders and create a talent pool within the organization. It has key steps for the 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 and leadership competencies which are relevant for elevation to the next position and to measure potential. It is followed by feedback via career coaches and industry experts.

9 Box - Performance Potential Grid

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

Succession Planning

A strong talent pipeline at the leadership level forms the backbone of a successful business from the perspective of securing business and career management. As an exercise, it helps in identification of business-critical and key roles, people who possess the required skills to perform in the role and 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, and Hi-Performers identified through our Performance Potential Grid.

Development Interventions

Dabur has an unrelenting focus on talent development. As part of our Leadership Development initiative, we organized 360-degree feedback, where our leaders got a detailed report of their strengths and development areas.

Also, we follow a structured 3E approach i.e. Experience, Exposure, Education as mentioned below for maximum impact.

70% (Experience: On the Job Learning)

We continue to work based on our Job rotation policy that provides varied exposure to employees for their Career Development and creates a strong talent pipeline to provide continuity in critical roles to meet business needs.

Mid-management & above who have spent three years or more in the same role are explored for newer opportunities and explore vast horizon of roles based on the competencies they possess. In the last two years, we have made considerable progress in identifying such employees and providing them with alternate career paths and roles.

We also ensure learning exposure to identified employees through stretch assignments and shadowing to ensure peer learning. For identified talent in the sales force, we have initiated formal learning programs where they shadow and learn through assigned mentors on the field.

20% (Exposure from other people)

Coaching and Mentoring

Through our coaching and mentoring initiatives, we provide tailored support and guidance to our employees, empowering them to enhance their skills, overcome challenges, and achieve their career goals. We assign external industry experts as coaches to our key leaders to coach them on specific agendas.

We also assign internal subject matter experts as mentors to our campus hires to help them navigate through their early career journey effectively. Mentees get an opportunity to interact in a structured format with key leadership and develop from their experiences.

10% (Education: Courses)

Individual Development Plan

Employees identified as key assets that share organization'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 the creation of an Individual Development Plan (IDP) under the guidance of the manager, HOD, and external experts.

Every employee aspires to career progression and it is imperative for Dabur to help them achieve their aspirations while keeping skill fitment in mind. The Individual Development Plan exercise aims to gauge employee's aspiration in the short and long term while making them reflect upon their strengths and development areas to work on and support required from Dabur.

LinkedIn Learning

Dabur strengthened and democratized learning to empower employees via LinkedIn Learning by making 10,000+ courses available to enrich the learning of users with constantly evolving content. The employees have been utilizing this platform to set their career goals, learn new concepts and help with their personal growth.

We keep recognizing relevant industry related, leadership and functional topics and assign learning paths to employees, which helps us create a learning culture at Dabur.

B-Schools Courses

Trainings are conducted for key leaders on specific courses offered by Top B-schools in India.

Dabur implements a variety of training sessions to prioritize process optimization, quality assurance, and safety measures within its manufacturing operations. Effective and timely communication, including sharing success stories and incidents, fosters employee engagement and cultivates a learning culture where best practices are not only shared but also implemented. Employee skill development is a key focus, with training programs targeting core skills: multitasking and multi-skilling. Examples of training initiatives include sessions conducted by Original Equipment Manufacturers (OEMs), on-the-job training, skill enhancement in areas such as HACCP and TPM, OEE, waste reduction strategies, policy awareness sessions, and compliance with FSSAI regulations.

The Gyan Jyoti Program is structured into four tiers, allowing employees to progress through each level. It covers a range of topics including behavioural training, 5S principles, safety protocols, process training, basic engineering concepts, product quality standards and Kaizen methodologies.

The Sankalp Program aims to elevate the quality level and product consistency on the shop floor by enhancing technical skills. It encompasses training in production processes, quality assurance, safety protocols, Total Productive Maintenance (TPM) practices, New Product Development (NPD) procedures, Overall Equipment Effectiveness (OEE) optimization, Critical Control Point (CCP) identification, and addressing current industry challenges.

The 'Ek Nayi Pahel / Jagrukta’ initiative focuses on training workers in quality assurance, safety measures, and professional conduct and behaviour. Additionally, Q&A sessions are done to assess participants’ awareness level. Dabur implements a variety of training sessions to prioritize process optimization, quality assurance, and safety measures within its manufacturing operations. Effective and timely communication, including sharing success stories and incidents, fosters employee engagement and cultivates a learning culture where best practices are not only shared but lso implemented. Employee skill development is a key focus, with training programs targeting core skills: multitasking and multi-skilling. Examples of training initiatives include sessions conducted by Original Equipment Manufacturers (OEMs), on-the-job training, skill enhancement in areas such as HACCP and TPM, OEE, waste reduction strategies, policy awareness sessions, and compliance with FSSAI regulations.

The Gyan Jyoti Program is structured into four tiers, allowing employees to progress through each level. It covers a range of topics including behavioural training, 5S principles, safety protocols, process training, basic engineering concepts, product quality standards and Kaizen methodologies.

The Sankalp Program aims to elevate the quality level and product consistency on the shop floor by enhancing technical skills. It encompasses training in production processes, quality assurance, safety protocols, Total Productive Maintenance (TPM) practices, New Product Development (NPD) procedures, Overall Equipment Effectiveness (OEE) optimization, Critical Control Point (CCP) identification, and addressing current industry challenges.

The 'Ek Nayi Pahel / Jagrukta’ initiative focuses on training workers in quality assurance, safety measures, and professional conduct and behaviour. Additionally, Q&A sessions are done to assess participants’ awareness level.

In the financial year 2023-24, Dabur conducted extensive training sessions covering functional and behavioural skill development, compliance requirements, employee health and safety, and well-being initiatives. This resulted in an average of 9.9 training hours per Full-Time Equivalent (FTE), with 30 hours per FTE for permanent workers and 3 hours per FTE for permanent employees.

Dabur is committed to promote and practice equal opportunities for every member of the Dabur family. We at Dabur, do not support and accept any kind of discrimination on the grounds of colour, race, age, gender, caste, religion, nationality, marital status, sexual orientation or disability, ensuring no discrimination in recruitment, remuneration, promotion processes and career development.

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

As a multi-category organization which caters to a wide range of customers across geographies; we believe a diverse workforce is an essential asset to cater to the business environment we operate in.

Dabur is committed to promote and practice equal opportunities for every member of the Dabur family. We at Dabur, do not support and accept any kind of discrimination on the grounds of colour, race, age, gender, caste, religion, nationality, marital status, sexual orientation or disability, ensuring no discrimination in recruitment, remuneration, promotion processes and career development. The same has been integrated into our ways of working governed through our Code of Ethics & Conduct and Human Rights policy.

As a multi-category organization which caters to a wide range of customers across geographies; we believe a diverse workforce is an essential asset to cater to the business environment we operate in.

Dabur has been diligently working towards improving gender diversity in the workplace. The FY 2023-24 managerial diversity stands at 13%. Some of our key functions have over 20% gender diversity, like Marketing (24%), Research & Development (34%) Corporate Packaging (20%) and Human Resources (32%).

We have enhanced our recruitment and hiring processes to ensure that we attract a diverse pool of candidates for all positions. In 2023-24, we hired 1,779 employees, out of which 6% was women hiring and 16% was managerial hiring.

We are committed to creating an environment where everyone’s contributions are valued and respected, and where barriers to inclusion are removed. We have employed 11 permanent and 48 indirect Differently abled employees, which is a testimony to our efforts of embracing the diversity of differently abled individuals.

We continuously monitor our progress in diversity, equity and inclusion and strive to improve year on year. By setting measurable goals and holding ourselves accountable, we ensure that our efforts are making a meaningful difference and driving positive change. Thus, in this direction, we have increased our gender diversity target at managerial level from 18% to 21% by FY 2027-28.

At Dabur, we are committed to creating a safe and supportive workplace for all employees. We believe that equal opportunity starts with equitable access to opportunities in our recruitment process as well as in internal elevation decisions, fair remuneration, and development support. Some of the initiatives taken in this regard are:

• Access to Opportunities - To intensify gender focus in our hiring process, we encourage women's appointments across our talent channels, i.e., campus programs, lateral hiring as well as internal elevation.
• Across our campus programs, we focus on gender diversity in our campus batches and help them navigate through their career journeys through internal mentoring.
• To attract women candidates in our lateral hiring process, we enhance internal and external communication leveraging social media platforms and job portals. We have also empanelled an exclusive consultant for hiring women talent.
• In our internal elevation process, we open vacant positions to all eligible candidates, irrespective of gender. While making internal elevation decisions, we conduct third-party-run the assessment centres for key positions to minimise any biasedness in decision making.
• All Women Manufacturing Unit - In a move that's testament to gender parity across workplaces, Dabur India Limited has set up an all-women production line with 100% women employees at its largest-ever greenfield plant near Indore. In this first-of-its-kind development, only women workforce is engaged round-the-clock in the production of Dabur's range of Hair Oils - a range of products 'Made by Women, for Women'.
• Fair Remuneration - At Dabur, we evaluate all employees based on performance and merit, regardless of gender, ensuring a fair and non-discriminatory recruitment, compensation, and promotion process. The mean remuneration of women being higher than the mean remuneration of men, is a testimony to our fair and meritocratic assessment process.
• Access to Development Opportunities - Women are an intrinsic part of our development focus and we do not discriminate in our development decisions based on gender. We conduct exhaustive assessment centres and development journeys for HIPO women's talent to help them navigate in their career journeys.
• Training and Awareness - We at Dabur conduct training on unconscious bias and POSH to raise awareness and promote understanding of gender related issues among employees and leaders.
• Policies and Benefits - Our policies and benefits aim to address the unique challenges that women may face in their professional journey and to create a more inclusive work environment across our organization. Key initiatives implemented in this respect are female-friendly headquarters identified in sales to provide the requisite support and empowering spaces, higher TA-DA for women employees in the Field Force, lactation support room for women employees at our Corporate Office, Child Day-Care facility to all permanent women workforce and flexible work hours in corporate and regional offices.
• International Women’s Day - Celebration across corporate office, manufacturing units and regions.

Dabur's diverse teams, spanning various cultures, backgrounds, and skill sets, are the driving force behind our organization’s success. With a global workforce of 7,747 employees operating in 15 different countries representing 23 nationalities, we leverage a rich tapestry of perspectives to innovate, collaborate, thrive in dynamic markets worldwide and deliver value to our customers. Being an inclusive and equitable organization, we aim to ensure that every individual feels valued and empowered to contribute their unique talents. Together, we navigate challenges, seize opportunities, and work towards delivering exceptional business performance in an ever-evolving global landscape.

India boasts a vast pool of talented students across disciplines. Campus Connect programs provide us with an opportunity to identify and engage with young minds early in their academic careers. We have exemplary engagements with university candidates through diverse hiring programs, fostering lasting connections year-round. From internships to mentorship initiatives, Dabur demonstrates a steadfast commitment to nurturing talent pipelines. Through consistent communication and meaningful interactions, we showcase a culture of support and growth. Dabur’s dedication to engaging candidates sets a high standard in recruitment and employer branding excellence.

Keeping in mind the essence of campus connects, various programs have been launched, aiming to keep students engaged and connected through activities and events on college campuses. All of this is done under one umbrella of Dabur Campus Bridge.

Dabur Campus Bridge is a platform to reach out to students across multiple campuses across the nation: B-schools, Engineering and Graduation colleges. We identify top talent from universities through our well curated and designed programs Young Managers Development Program, Business Manager Development Program, Young Sales Leadership Program, Graduate Engineer Trainee Program Campus Star and Graduate Business Trainee program.

This next generation of young talent contributes to our current business by undergoing multiple learning stints and is groomed for future leadership roles in the organization through a structured career path, focused training and pre-defined interventions. Out of many initiatives, highlighting a few top initiatives of the year:

• Dabur Verve: To tap early into B-Schools’ bright young talent and future leaders and get innovative solutions on our business problems, we organized the second season of Dabur Verve, an Inter Campus Sales and Marketing Case Study competition. The event was a huge success, receiving 10,000+registrations. The competition tapped into Top 40 business schools wherein the candidates participated in 3 rounds involving Quiz & Guestimate, followed by Brand Ideation and Case Study. Verve helped us with:
• Platform for solving a live problem: Verve provided an opportunity to collaborate, innovate and strategize with likeminded students in Strategy, Marketing, Sales and General Management.
• Branding Impact: The event received a colossal response from top campuses with receiving 10,000+ registrations. The top teams presented their brand ideation submissions to the Sales and Marketing leadership and got an opportunity to learn and understand the holistic view of the functions.
• Engagement: Engage with prospective candidates in a focused manner and assess their abilities of problem solving and critical thinking.
• Hiring Top Talent: Proactive identification of relevant talent across B-schools.
• Dabur Ignite: To ensure the identified candidates from B-Schools are well equipped and well prepared before their stint with Dabur commences, we continuously engage with them through the Dabur Ignite Program wherein we organize leadership talks, circulate newsletters, assign micro-projects with mentors etc.
• Rural Immersion Program: We introduced and launched Rural Immersion Program for our Management Trainees. The main purpose of the program for trainees is to undergo the rigour of field staff roles to get in-depth understanding of sales function by understanding consumption habits, rural market dynamics and to get holistic perspective and exposure to the business. The management trainees undergo this program to bring out values like: Resilience, Adaptability, Mental Toughness, Willingness to learn, Accountability and Communication.
• Dabur Imperium: A program where our senior leadership connects with Top B-Schools for live projects, guest lectures, launching NPDs, sponsoring campus fests, etc. to build an appealing and impactful presence for their respective brands in designated premier B School campuses.

Our campus hiring strategy aims to employ and attract top talent early in their academic career. The primary focus of these strategies is to identify and hire potential candidates with the skills, knowledge, and qualifications that are required by the organization. Engaging with college students allows us to build relationships, evaluate competencies, and secure skilled candidates even before they enter the job market. In the current fierce talent market, meaningful engagements with employees, employer branding and connecting with students, either digitally or on campus, helps strengthen our proposition and attract the best future leaders for the organization.

We take pride in fostering a culture where the celebration of festivals is not just a corporate event but a cherished tradition that involves our employees and their families. We celebrated Holi, Diwali, and New Year wherein the event included engaging games for the little ones to interactive sessions for spouses, we ensure that every family member feels a part of our extended workplace family. This not only strengthens our bond but also acknowledges the role families play in our employees' lives.

We recognise the importance of employee’s health, wellness, and well-being, and are committed to fostering a culture of fitness and vitality within our Dabur family. Gym, fitness classes and wellness sessions are conducted at our office to underscore our commitment to the physical well-being of its employees.

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

We have also revived "D-Ted Talks", a platform of collaborative learning and engagement, where external experts, internal leaders and our vendor partners are invited to enhance the skills, knowledge and competencies of our workforce.

We continue to have employee recognition programs 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).

At Dabur, we strive to revolutionize our business, and stay ahead with the contemporary business landscape. Our Mission is to ‘Contemporarize Ayurveda to make it relevant to All’. It is imperative our employees are also aligned with the contemporary ways of working to help us achieve this mission. Consequently, we defined ‘Dabur Behaviours’- as the name suggests, behaviours which employees should depict and imbibe to be successful and contribute to organization success. We are aiming to make this a sacrosanct reference document for all employees across Dabur locations.

As an organization it is important that each employee feels connected to the top-level leadership and CEO’s vision. In line with the same, we organize CEO Townhall where employees not only get a flavour of the CEO’s views on organization’s strategy and results, but also an opportunity to interact with the entire leadership.

As part of the CEO Townhall, we also launched Dabur Behaviours, through a grand celebration ceremony, where employees were recognized on "Dabur Winning Behaviours".

At Dabur, we respect and are dedicated to upholding the human rights of all our stakeholders. Our Human Rights policy outlines the organization’s commitment to identify issues covering child labour, forced labour, human trafficking, harassment and discrimination within our operations and extended value chain, and develop the mitigation plan for the same. In addition to this, we also ensure that there are no migrant workers engaged in any of our facilities.

We are an equal opportunity employer, and all employees are evaluated solely on their performance, regardless of their race, religion, caste, gender, sexual orientation, age, or disability, ensuring no discrimination in recruitment, remuneration, promotion processes and career development.

Our Human Rights Policy and due diligence practices encompass all Dabur employees, workers, including trainees, part-time and contractual workforce across our business units, entities we own, and entities in which we own a majority interest.

To ensure the protection of human rights, we have implemented a robust system of due diligence, continuous monitoring, mitigation process and grievance redressal across our operations through:

• Our internal audit tools and mechanisms to identify and assess any actual or potential non-compliance related to Human Rights and take necessary action as applicable.
• Our Human Rights, Non-Discrimination & Anti-Harassment, POSH and Direct Touch policies which govern all our employees, are accessible to them via company portals and websites. Additionally, extracts of the Factory Act prohibiting child/bonded labour and minimum wages are displayed on factory premises for the perusal of all direct/indirect employees.
  
  Also, to create a better understanding of these policies among employees, training sessions are conducted in local languages across our operation facilities. We are further strengthening our processes by assigning training courses to employees through the internal portal.
• Our Direct Touch initiative (Whistle-blower & Protection policy), POSH policy, and Supplier Code of Conduct, we provide a platform for all stakeholders to raise any concerns or complaints related to human rights issues and we address the grievances promptly and appropriately.
• Our independent 24/7 hotline no. 1800-103-1644 or mail ID (corpcomm@dabur.com) where stakeholders can share their grievances or queries. Alternatively, employees can directly write to the concerned HR representative.
• Our grievance redressal committee in manufacturing units addresses all issues as appropriate.
• Our service agreements are executed with vendor partners and extended third party workforce in order to ensure that they adhere to human rights principles.
• Our collaboration with supply chain partners to assess the ethical and human rights aspects of their operations. Through in-depth due diligence conducted by a third-party audit agency, we verify compliance and request assessment certificates for transparency. If any concerns are identified, we have a Supplier Code of Conduct in place to ensure that they are addressed in a timely and appropriate manner.

By implementing these measures, we strive to maintain the highest ethical standards and uphold human rights across our entire value chain.

Ensuring a safe working environment for our employees isn't just a legal obligation; it's a moral imperative and a cornerstone of Dabur's values.

At the very core of Dabur's DNA lies our deep commitment to the Health, Safety, and Security of our employees, the lifeblood of the organization. We uphold the fundamental human right to work in safe environments, particularly evident in our manufacturing facilities across the globe. We recognise that a secure and healthy workplace not only reduces the risk of injuries and illnesses but also enhances product quality, consistency, and boosts employee morale and retention.

Dabur is committed to creating a Green, Healthy, Safe and Secure environment & culture for our employees as clearly outlined in our Occupational Health & Safety (OH&S) Policy. We undertake regular assessments of accident rates by location, region, and incident type to proactively address potential risks. We have taken several strategic initiatives to instill behavioural shifts and elevate safety consciousness among our employees, vital for mitigating hazards in daily operations.

Our commitment towards enhancing workplace safety is underscored by the fact that a majority of our manufacturing units are certified with ISO 45001 health and safety management system and ISO 14001 environmental management system, adhering to strict industry standards. These units have dedicated safety personnel, active safety committees, regular training sessions, and collaborative efforts with external partners to seamlessly integrate health and safety protocols in the production processes. A clear hierarchy is established for implementation, monitoring and regular reviews of Environment Health and Safety Policies, Standards & Procedures.

Employee Health & Well-Being

At Dabur, we understand the importance of having a holistic approach to well-being that goes beyond physical health and safety. To foster a healthy workplace, mental health must also be addressed. The Occupational Health and Safety (OHS) system adopted by Dabur not only deals with safe use of machinery, ergonomic workplaces and handling of hazardous substances, but also with mental health issues such as stress, depression and mental well-being.

Safety, Health & Environment

Dabur focuses on employee training and engagement to build an Occupational Health and Safety culture within the organization. During the year 2023-24, we imparted ~1,25,000 manhours training, which marks a significant jump over 2022-23. These training covered various topics such as OH&S and Environmental policy, EHS Procedures, Emergency Response plan, Incident & Near-Miss reporting, Work Permit system, Workplace Hazard and Control, Risk Assessment and Hazard Identification, Aspect Impact Assessment, among others.

Safety Digitization:

To further enhance employee engagement and reporting of Unsafe Acts & Unsafe Conditions, Near Misses, and Incidents, all of which form the cornerstone of a safety system, Dabur has implemented an app on all employee phones in manufacturing plants, which has enhanced our safety reporting by 2X in FY 2023-24.

Safety, Health & Environment Awareness & Culture:

We have also been working towards building awareness among our employees through various campaigns on Machine Safety, Electrical Safety, Road Safety Awareness, and Winter Season Safety, in addition to celebrating National Safety Day and Fire Service Day. Nukkad Nataks, Skits, Posters, Slogans, Hazard Hunting, Mock Drills, and Safety Exhibitions were also organised during the year to engage the employees and build awareness.

Similarly, we have built a Toolbox Talk Culture, where the day begins with spending and understanding the job, risk, and control, only after which the worker proceeds to his/her routine job.

Each business area and manufacturing location has an Incident Reporting, Investigation & Communication System, which is responsible for ensuring that 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 represents the EHS function within Dabur.

The safety of our employees is a top priority at Dabur and over time, we want to prevent all workplace accidents and work-related occupational incidents to become a “Zero Incident” organization. To achieve the vision of “Zero Incident”, Dabur has set the target of Zero Fatality and YoY 20% reduction in the Total recordable cases (MTC & above cases) frequency rate. Dabur has been a Zero Fatality Organization for many years now.

Every single manufacturing location of Dabur has implemented formal systems and processes for risk assessment. All employees are encouraged to report the hazards which they observe. The system supports a process for handling all hazards adequately and following them up to completion. The Factory Manager at each location is responsible for taking measures to mitigate the associated risk.

To facilitate a deep dive into the safety issues, 574 Safety & Environment Kaizens were held across locations on themes ranging from Machine Guarding and Electrical Safety to Forklift & Driving Safety, Winter Safety, PTW & PPE compliance, etc.

During the year, various activities like Chemical Disaster Prevention Day, World Environment Day, Road Safety Week, theme-based campaigns were organized across all our manufacturing locations. National Safety Week was also celebrated across locations, involving employees and contractors, with “Focus on Safety Leadership for ESG Excellence” as the theme. Safety Oath, Safety Signature campaign, Slogan and Poster competition, Training programs on Electrical Safety, Work Permit, Lock Out & Tag Out Safety, mock drill, awareness training on Workplace Safety & Safety at Home, and Safety Quiz were organized on the occasion.