INTRODUCTION

Organizational Behavior(OB) is "the study ofhuman behaviorin organizational settings, the interface between human behavior and the organization, and the organization itself.Meaning OB is nothing more than developing our understanding and development of people skill. A multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.OB is Study of human behavior in organizations. There are two words-1- Organization 2- Behaviour

An organization is a collection of people working together in a division of labor to achieve a common purpose.

The study of Organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in teams. The study of organizational behaviour relates to the expected behaviour of an individual in the organization. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual.

OB is concerned with the study of what people do in an organization (social system) and how that behavior affects the performance of the organization Individual Behavior Individual and group behavior Organizational structure

DEFINITIONS

According to Luthans OB is directly concerned with the understanding, predicting and controlling of human behavior in organizations. According to LM PrasadThe study and application of knowledge about human behaviour related to other elements of an organization such as structure, technology and social systems

Stephen P RobinsOrganizational behaviour as a systematic study of the actions and attitudes that people exhibit within organizations.

Roman J. Alday O.B as a branch of the social science that seeks to build theories that can be applied to predicting understanding and controlling behavior in work organizations

Organizational behaviour is a field of study that investigates the impact that individuals, groups and organizational structure have on behaviour within the organization, for the purpose of applying such knowledge towards improving an organizational effectiveness.

Nature of OB

1) A separate field of study and not a discipline onlyIt has assumed the status of a distinct field of study. It is a part of general management. It represents behavioral approach to management.

2) An inter-disciplinary approachThe OB is heavily influenced by several other behavioral sciences and social sciences like psychology, Sociology and anthropology. O.B. has psychological foundations. The concept like learning, perception, attitude, motivation etc is borrowed from psychology, sociology and anthropology.

3) A Normative Science Organizational behaviour is a normative science. A normative science prescribes how the various findings of researches can be applied to get organizational results, which are acceptable to the society. Thus, what is acceptable by the society or individuals engaged in an organization is a matter of values of the society and people concerned.

4) A Science and ArtOrganization behavior is both art and science. It is considered as art because it contains knowledge about behavior of individuals. It is considered as science because it involves application of science.

5) Humanistic and Optimistic ApproachOrganizational behaviour focuses the attention on people from humanistic point of view. It is based on the belief that needs and motivation of people are of high' concern. Further, there is optimism about the innate potential of man to be independent, creative, predictive and capable of contributing positively to the objectives of the organization.

6) Oriented towards Organizational ObjectivesOrganizational behaviour is oriented towards organizational objectives. In fact, organizational behaviour tries to integrate both individual and organizational objectives so that both are achieved simultaneously.

7) A Total System ApproachAn individual's behaviour can be analyzed keeping in view his psychological framework, interpersonal-orientation, group influence and social and cultural factors; Thus, individual's nature is quite complex and organizational behaviour by applying systems approach tries to find solutions for this complexity

Characteristics of OB

1. Large Size It employ Hundreds and thousands of employees.

2. Human Resources 3. Complexity It involves huge investment and complicated technology, their management and operation is a complex affair.4. Co-ordination5. Pattern Behavior There is a system of working in all organization like hierarchical levels, a chain of command, rules and procedures. 6. Discipline 7. Dynamic Organization behavior is dynamic rather than static. It essence is reflected in change in behavior of individuals in organization

LEADERSHIPLeadershipis both a research area and a practical skill, regarding the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. Controversial viewpoints are present in the literature, among Eastern and Western approaches to Leadership, and also within the West, on US vs. European approaches. In US academic environments Leadership is defined as "a process ofsocial influencein which a person can enlist the aid andsupportof others in the accomplishment of a common task".Leadership seen from a European and non-academic perspective encompasses a viewpoint of a Leader that can be moved both by communitarian goals but also by the search for personal power, as the European Research Daniele Trevisani states: "Leadership is a holistic spectrum that can arise from: higher levels of physical power, need to display power and control others, force superiority, ability to generate fear, or group-member's need for a powerful group protector (Primal Leadership), superior mental energies, superior motivational forces, perceivable in communication and behaviors, lack of fear, courage, determination (Psychoenergetic Leadership), higher abilities in managing the overall picture (Macro-Leadership), higher abilities in specialized tasks (Micro-Leadership), higher ability in managing the execution of a task (Project Leadership), and higher level of values, wisdom, and spirituality (Spiritual Leadership), where any Leader derives its Leadership from a unique mix of one or more of the former factors".Studies of leadershiphave produced theories involving traits,situational interaction, function, behavior,power,visionandvalues, charisma, and intelligence, among others.

INTRODUCTION TO DABUR Dabur is derived from the word Da for Daktar or Doctor and bur from Burman.

Dabur India Limited is a leading Indian consumer goods company with interests in Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. From its humble beginnings in the lanes of Calcutta way back in 1884 as an Ayurvedic medicines company, Dabur India Ltd has come a long way today to become a leading consumer products manufacturer in India. For the past 125 years, dabur have been dedicated to providing nature-based solutions for a healthy and holistic lifestyle.Through our comprehensive range of products, we touch the lives of all consumers, in all age groups, across all social boundaries. And this legacy has helped us develop a bond of trust with our consumers. That guarantees you the best in all products carrying the Dabur name.Dabur India Ltd. - Company ProfileDabur India Ltd is one of Indias leading FMCG Companies with Revenues of over Rs 5,000 Crore & Market Capitalisation of Rs 20,000 Crore. Building on a legacy of quality and experience of over 127 years, Dabur is today Indias most trusted name and the worlds largest Ayurvedic and Natural Health Care Company. Dabur India is also a world leader in Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products. Dabur's FMCG portfolio today includes five flagship brands with distinct brand identities -- Dabur as the master brand for natural healthcare products, Vatikafor premium personal care, Hajmola for digestives, Ral for fruit juices and beverages and Fem for fairness bleaches and skin care products. Dabur today operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. The company has a wide distribution network, covering over 2.8 million retail outlets with a high penetration in both urban and rural markets. Dabur's products also have a huge presence in the overseas markets and are today available in over 60 countries across the globe. Its brands are highly popular in the Middle East, SAARC countries, Africa, US, Europe and Russia. Dabur's overseas revenue today accounts for over 30% of the total turnover. Dabur India Ltd has come a long way today to become one of the biggest Indian-owned consumer goods companies with the largest herbal and natural product portfolio in the world. Overall, Dabur has successfully transformed itself from being a family-run business to become a professionally managed enterprise. What sets Dabur apart from the crowd is its ability to change ahead of others and to always set new standards in corporate governance & innovation.1.1.1 Dabur At-a-GlanceDabur India Limited has marked its presence with significant achievements and today commands a market leadership status. Our story of success is based on dedication to nature, corporate and process hygiene, dynamic leadership and commitment to our partners and stakeholders. The results of our policies and initiatives speak for themselves.

Leading consumer goods company in India with a turnover of Rs. 5,283 Crore (FY12),2 major strategic business units (SBU) - Consumer Care Business and International Business Division (IBD),2 Subsidiary Group companies - Dabur International and NewU and several step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer Care (Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care (Nigeria), Naturelle LLC (Ras Al Khaimah-UAE), Weikfield International (UAE) and Jaquline Inc. (USA).17 ultra-modern manufacturing units spread around the globe Products marketed in over 60 countries.Wide and deep market penetration with50 C&F agents, more than 5000 distributors and over 3.4 million retail outlets all over India

Consumer Care Business adresses consumer needs across the entire FMCG spectrum through four distinct business portfolios of Personal Care, Health Care, Home Care&Foods.1.1.2 1.1.3 Master brands:Dabur - Ayurvedic healthcare productsVatika - Premium hair careHajmola- Tasty digestivesRal - Fruit juices & beverages Fem - Fairness bleaches & skin care products12 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika, Ral, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola, Dabur Honey, Glucose, Fem and Odonil. Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded honey marketDabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Vatika has been the fastest growing hair care brand in the Middle East. Hajmola tablets in command with 60% market share of digestive tablets category. About 2.5 crore Hajmola tablets are consumed in India every day.Leader in herbal digestives with 90% market share.Consumer Health Division (CHD) offers a range ofclassical Ayurvedic medicinesand Ayurvedic OTC products that deliver the age-old benefits of Ayurveda in modern ready-to-use formats Has more than 300 products sold through prescriptions as well as over the counter. Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students

International Business Division (IBD) caters to the health and personal care needs of customers across different international markets, spanning Nepal, Bangladesh, the Middle East, North & West Africa, EU and the USwith its brands Dabur & Vatika

Core Values-Vision- "Dedicated to the health and well being of every household"Principles-Ownership-This is our company. We accept personal responsibility, and accountability to meet business needs.Passion for winningWe all are leaders in our area of responsibility, with a deep commitment to deliver results. We are determined to be the best at doing what matters most.People Development-People are our most important asset. We add value through result driven training, and we encourage & reward excellence.Consumer Focus-We have superior understanding of consumer needs and develop products to fulfill them better.Team Work-We work together on the principle of mutual trust & transparency in a boundary-less organization. We are intellectually honest in advocating proposals, including recognizing risks.Innovation-Continuous innovation in products & processes is the basis of our success.Integrity-We are committed to the achievement of business success with integrity. We are honest with consumers, with business partners and with each other.

Strategic Intent-We intend to significantly accelerate profitable growth. To do this, we will: Focus on growing our core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology Be the preferred company to meet the health and personal grooming needs of our target consumers with safe, efficacious, natural solutions by synthesizing our deep knowledge of ayurveda and herbs with modern science Provide our consumers with innovative products within easy reach Build a platform to enable Dabur to become a global ayurvedic leader Be a professionally managed employer of choice, attracting, developing and retaining quality personnel Be responsible citizens with a commitment to environmental protection Provide superior returns, relative to our peer group, to our shareholders

Dabur over the Years:More than a century ago, a young doctor started with a vision to Provide innovative and affordable health care products to Indian masses. Thus, was born an organization today known as Dabur India Limited. The twelve hundred crores corporate today started with a small dispensary at Calcutta, the noble thoughts of Dr.S.K.Burman being the main source of inspiration behind the project. From that humble beginning, the company has grown into Indias leading manufacturer of consumer health care, personal care and food products. This phenomenal progress has seen many milestones, some of which are mentioned below:

1884Birth of Dabur

1896Setting up a manufacturing plant

Early 1900sAyurvedic medicines

1919Establishment of research laboratories

1920Expands further

1936Dabur India (Dr. S.K. Burman) Pvt. Ltd.

1972Shift to Delhi

1979Sahibabad factory / Dabur Research & Development Centre (DRDC)

1986Public Limited Company

1992Joint venture with Agrolimen of Spain

1993Cancer treatment

1994Public issues

1995Joint Ventures

19963 separate divisions

1997Foods Division / Project STARS

1998Professionals to manage the Company

2000Turnover of Rs.1,000 crores

2003Dabur demerges Pharma Business

2005Dabur aquires Balsara

2005Dabur announces Bonus after 12 years

2006Dabur crosses $2 Bin market Cap, adopts US GAAP

2006Approves FCCB/GDR/ADR up to $200 million

2007Celebrating 10 years of Real

2007Foray into organised retail

2007Dabur Foods Merged With Dabur India

2008Acquires Fem Care Pharma

2009Dabur Red Toothpaste joins 'Billion Rupee Brand' club

2010Dabur makes its first overseas acquisition

2011Dabur enters professional skin care market

2011Dabur India acquires 30-Plus from Ajanta Pharma

2012Dabur crosses Billion-Dollar Turnover Mark

Dabur (Company History) -Dr. S.K Burman started Dabur in 1884 as a small pharmacy. Initially, he prepared Ayurvedic medicines to treat diseases like malaria, plague and cholera that had no cure during that period. It was his dedication, commitment and empathy that made Dabur a renowned name among the masses. And today, after more than 120 years, Dabur is known for its trustworthiness more than anything else.During this passage of time, Dabur went through several structural and strategic changes to maintain its market strength. The real mass production started in 1896. Early 1900s saw Dabur emerge as the first company to provide health care through scientifically tested methods. It achieved significant improvements after setting up Research and Development centers and manufacturing automation. The launch of Daburs Amla hair oil and Chyawanprash was a boon to the expanding business. To keep up with the times, Dabur computerized its operations in 1957. ItsDant Manjanand digestive tablets were widely accepted as well.However with a large product portfolio in the market, Dabur had to maintain operational efficiency. To make sure it adjusted to the business environment it became a public limited company in 1986 followed by diversification in Spain in 1992. A major change came when Dabur came up with its IPO in 1994. Because of its position, Daburs issue was 21 times oversubscribed. Dabur further divided its business into three separate groups: Health Care Products Division Family Products Division Dabur Ayurvedic Specialties LimitedIn 1998, for the first time in the history of Dabur, a non-family member took charge. Dabur handed over the operations to professionals. Successful implementation of procedures, timely changes and maintaining its essence, Dabur achieved its highest-ever sales figure of Rs 1166.5 crore in 2000-01.As FMCG sector was struggling with the slow growth in the Indian economy, Dabur decided to take numerous strategic initiatives, reorganize operations and improvise on its brand architecture beginning 2002. It decided to concentrate its marketing efforts on Dabur, Vatika, Anmol, Real and Hajmola to strengthen their brand equity, create differentiation and emerge as a pure FMCG player recognized as a herbal brand. This was chosen after a study with Accenture, which revealed that Dabur was mainly perceived as a Herbal brand and connected more with the age group above 35.Also, larger retailers were making their foray into the FMCG market. Apart from HLL, P&G, Marico and Himalya, ITC was also posing a challenge. The supply chain of Dabur was becoming complex because of the large array of products. Southern markets share in the sales figure was negligible. These factors posed a threat to Dabur and hence small changes were not enough.

Achivements of DABUR: Milestones- Dabur India Ltd. made its beginnings with a small pharmacy, but has continued to learn and grow to a commanding status in the industry. The Company has come a long way in popularising and making easily available a whole range of products based on the traditional science of Ayurveda. And Dabur has set very high standards in developing products and processes that meet stringent quality norms. As it grows even further, Dabur will continue to mark up on major milestones along the way, setting the road for others to follow...Milestones To Success

1884 - Established by Dr. S K Burman at Kolkata

1896 - First production unit established at Garhia

1919 - First R&D unit established

Early1900s-Production of Ayurvedic medicinesDabur identifies nature-based Ayurvedic medicines as its area of specialization. It is the first Company to provide health care through scientifically tested and automated production of formulations based on our traditional science.

1930 - Automation and up gradation of Ayurvedic products manufacturing initiated

1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated

1940-Personal care through AyurvedaDabur introduces Indian consumers to personal care through Ayurveda, with the launch of Dabur Amla Hair Oil. So popular is the product that it becomes the largest selling hair oil brand in India.

1949-Launched Dabur Chyawanprash in tin packWidening the popularity and usage of traditional Ayurvedic products continues. The ancient restorative Chyawanprash is launched in packaged form, and becomes the first branded Chyawanprash in India.

1957 - Computerisation of operations initiated

1970-Entered Oral Care & Digestives segmentAddressing rural markets where homemade oral care is more popular than multinational brands, Dabur introduces Lal Dant Manjan. With this a conveniently packaged herbal toothpowder is made available at affordable costs to the masses.

1972 - Shifts base to Delhi from Calcutta

1978-Launches Hajmola tabletDabur continues to make innovative products based on traditional formulations that can provide holistic care in our daily life. An Ayurvedic medicine used as a digestive aid is branded and launched as the popular Hajmola tablet.

1979 - Dabur Research & Development Centre (DRDC) set up

1979 - Commercial production starts at Sahibabad, the most modern herbal medicines plant at that time

1984 - Dabur completes 100 years

1988 - Launches pharmaceutical medicines

1989-Care with funThe Ayurvedic digestive formulation is converted into a children's fun product with the launch of Hajmola Candy. In an innovative move, a curative product is converted to a confectionary item for wider usage.

1994 - Comes out with first public issue

1994 - Enters oncology segment

1994-Leadership in health careDabur establishes its leadership in health care as one of only two companies worldwide to launch the anti-cancer drug Intaxel (Paclitaxel). Dabur Research & Development Centre (DRDC) develops an eco-friendly process to extract the drug from its plant source

1996 - Enters foods business with the launch of Real Fruit Juice

1996 - Real blitzkriegDabur captures the imagination of young Indian consumers with the launch of Real Fruit Juices - a new concept in the Indian foods market. The first local brand of 100% pure natural fruit juices made to international standards, Real becomes the fastest growing and largest selling brand in the country.

1998 - Burman family hands over management of the company to professionals

2000 - The 1,000 crore markDabur establishes its market leadership status by staging a turnover of Rs.1,000 crores. Across a span of over a 100 years, Dabur has grown from a small beginning based on traditional health care. To a commanding position amongst an august league of large corporate businesses.

2001 - Super specialty drugsWith the setting up of Dabur Oncology's sterile cytotoxic facility, the Company gains entry into the highly specialised area of cancer therapy. The state-of-the-art plant and laboratory in the UK have approval from the MCA of UK. They follow FDA guidelines for production of drugs specifically for European and American markets.

2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4crore

2003 - Dabur demerges Pharmaceuticals businessDabur India approved the demerger of its pharmaceuticals business from the FMCG business into a separate company as part of plans to provider greater focus to both the businesses. With this, Dabur India now largely comprises of the FMCG business that include personal care products, healthcare products and Ayurvedic Specialities, while the Pharmaceuticals business would include Allopathic, Oncology formulations and Bulk Drugs. Dabur Oncology Plc, a subsidiary of Dabur India, would also be part of the Pharmaceutical business.

Maintaining global standards

As a reflection of its constant efforts at achieving superior quality standards, Dabur became the first Ayurvedic products company to get ISO 9002 certification.

Science for nature

Reinforcing its commitment to nature and its conservation, Dabur Nepal, a subsidiary of Dabur India, has set up fully automated greenhouses in Nepal. This scientific landmark helps to produce saplings of rare medicinal plants that are under threat of extinction due to ecological degradation.

2005 - Dabur aquires BalsaraAs part of its inorganic growth strategy, Dabur India acquires Balsara's Hygiene and Home products businesses, a leading provider of Oral Care and Household Care products in the Indian market, in a Rs 143-crore all-cash deal.

2005 - Dabur announces bonus after 12 yearsDabur India announced issue of 1:1 Bonus share to the shareholders of the company, i.e. one share for every one share held. The Board also proposed an increase in the authorized share capital of the company from existing Rs 50 crore to Rs 125 crore.

2006 - Dabur crosses $2 bln market cap, adopts US GAAP.Dabur India crosses the $2-billion mark in market capitalisation. The company also adopted US GAAP in line with its commitment to follow global best practices and adopt highest standards of transparency and governance.

2006 - Approves FCCB/GDR/ADR up to $200 millionMoving 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.The capital raised will be used to fund Dabur's aggressive growth ambitions and acquisition plans in India and abroad.

2007 - Celebrating 10 years of RealDabur Foods unveiled the new packaging and design for Real at the completion of 10 years of the brand. The new refined modern look depicts the natural goodness of the juice from freshly plucked fruits.

2007 - Foray into organised retailDabur India announced its foray into the organised retail business through a wholly-owned subsidiary, H&B Stores Ltd. Dabur will invest Rs 140 crores by 2010 to establish its presence in the retail market in India with a chain of stores on the Health & Beauty format.

2007 - Dabur Foods merged with Dabur IndiaDabur India decides to merge its wholly-owned subsidiary Dabur Foods Limited with itself to extract synergies and unlock operational efficiencies. The integration will also help Dabur sharpen focus on the high growth business of foods and beverages, and enter newer product categories in this space.

2008 - Acquires Fem Care PharmaDabur India acquires Fem Care Pharma, a leading player in the women's skin care market. Besides an entry into the high-growth skin care market with an established brand name FEM, this transaction also offers Dabur a strong platform to enter newer product categories and markets.

2009 - Dabur Red Toothpaste joins 'Billion Rupee Brands' clubDabur Red Toothpaste becomes the Dabur's ninth Billion Rupee brand. Dabur Red Toothpaste crosses the billion rupeeturnover mark within five years of its launch.

2010 - Dabur makes its first overseas acquisitionDabur makes its first overseas acquisition, buying Hobi Kozmetik Kozmetik Group, a leading personal care products company in Turkey, for $69 million.

2010 - Dabur acquired 100% equity in Namaste LabDabur acquired 100% equity in Namast Laboratories LLC of the US for $100 million. This marks Daburs entry into the fast-growing ethnic hair care products market in U.S., Europe and Africa.

2010 - Dabur Chyawanprash Launched Orange & Mango FlavoursDabur launches Indias first fruit-flavoured Chyawanprash. Dabur Chyawanprash was launched in Orange and Mango flavoured variants.

2010 - Dabur Amla Hair Oils enters Limca Book of RecordsDabur Amla Hair Oils enters Limca Book of Records for achieving a record feat of hosting the longest ever non-stop head massage marathon.

2011 - Dabur enters professional skin care marketDabur enters professional skin care market with the launch of OxyLife Professional Facial Kit, created exclusively for professional use.

2011 - Dabur launches its first-ever online shopping portal Dabur India Ltd. launches its first-ever online shopping portal www.daburuveda.com With this, Dabur is the first Indian FMCG company to launch a dedicated online shopping portal for its beauty products range. The portal will be the online gateway for consumers to know, understand, buy and gift the exclusive Dabur Uveda range of skincare products.

2011 - Dabur India acquires 30-Plus from Ajanta PharmaDabur India Ltd acquired Ajanta Pharmas over-the-counter energizer brand 30-Plus.

2011 - Dabur to enter Sri LankaDabur India Ltdsets up new subsidiary in Sri Lanka Dabur Lanka (Pvt.) Ltd. The company will establish a new export-oriented manufacturing facility for producing a range of fruit-based beverages in Gampaha, north of Colombo.

2011 - Dabur enters Almond Hair Oil marketDabur India Ltd launches Dabur Almond Hair Oil, a one-of-its-kind product that offers superior nourishment for 100% damage-free hair.

2012 - Dabur crosses Billion-Dollar turnover markDabur India Ltd surpassed the Billion-Dollar Turnover mark during the 2011-12 fiscal to end the year with Net Sales of Rs 5,283.17 Crore.

Founder and Leaders

Founding Thoughts"What is that life worth which cannot bring comfort to others"

The doorstep 'Daktar'

The story of Dabur began with a small, but visionary endeavour by Dr. S. K. Burman, a physician tucked away in Bengal. His mission was to provide effective and affordable cure for ordinary people in far-flung villages. With missionary zeal and fervour, Dr. Burman undertook the task of preparing natural cures for the killer diseases of those days, like cholera, malaria and plague.

Soon the news of his medicines traveled, and he came to be known as the trusted 'Daktar' or Doctor who came up with effective cures. And that is how his venture Dabur got its name - derived from the Devanagri rendition of Daktar Burman.Dr. Burman set up Dabur in 1884 to produce and dispense Ayurvedic medicines. Reaching out to a wide mass of people who had no access to proper treatment. Dr. S. K. Burman's commitment and ceaseless efforts resulted in the company growing from a fledgling medicine manufacturer in a small Calcutta house, to a household name that at once evokes trust and reliability.The Mission continues

More than a century after Dr. S. K. Burman set up his company with the vision of good health for all, Dabur has grown manifold. It is now a leadingnature-basedhealth and family care products company. In this mission, the Burman family has forged ahead with the founding thoughts of Dr. S.K. Burman, while also evolving and progressing in tune with the changing demands of a growing business.

Over the years, the family has understood the demands of incorporating a professional management team that would be able to launch Dabur onto a high growth path. The Burman family has therefore downscaled its direct involvement in day-to-day operations. Allowing a team of able managers to run the company and steer its fortunes.

New paradigmsGearing towards a new system where the direct involvement of the family is limited, the Burmans have formulated a Family Council, which acts as an interface between the family and the Board and management of Dabur.

The family members' involvement has come in for a qualitative shift, with fresh members being encouraged to develop their own ventures. These proposed ventures are then presented to the Family Council for approval and funding.

CONTRIBUTION OF Dr. S. K. BURMAN TO DABUR.Diseases like cholera, malaria, dengue, plague, etc, were deadly epidemics that could wipe out populations if not checked in time. Born in 1856,Dr. S.K. Burman, a physician from Bengal, prepared natural and effective cures for these diseases and travelled far and wide to dispense them among the poor and the needy. Most of his patients were villagers who, but for him, would have no access to healthcare. Soon the good doctors name spread far and wide (word of mouth being the social media of those days), and he became famous Daktar Burman. The Da of Daktar and Bur of Burman somehow entangled to produce Dabur.In 1884, Daktar Burman set up Dabur from a small house in Calcutta where he sold his natural medicines commercially. His vision was good health for all.Daktar Burman passed away in 1907, but Dabur continued to thrive. Today, a hundred and thirty years later, it has grown to be the largest manufacturer of Ayurvedic medicine in the country, apart from being well known for many other wellness products. It is still managed by the Burman family. But in 1998 they began handing over the management of the company to professionals and downscaled their direct day to day involvement.

THE DABUR FAMILY TREE.

Dabur India's CSR Policy

Dabur India's CSR Policy is inspired by the words of its founder Dr S K Burman who said "What is that life worth which cannot bring comfort to others". While pursuing their business strategy of introducing products that give their consumers health & wellness, Dabur operates in a manner that not just continues to generate an attractive return for shareholders, but also minimizes their impact on the environment and helps in replenishing the planet; while lending a helping hand to the community.CSR VisionThrough sustainable measures, actively contribute to the Social, Economic and Environmental Development of the community in which we operate ensuring participation from the community and thereby create value for the nation.CSR Mission1. Ensuring socio-economic development of the community through different participatory and need- based initiatives in the best interest of the poor and deprived sections of the society so as to help them to becomeSELF-RELIANTand build a better tomorrow for themselves.2. Ensuring environmental sustainability through ecological conservation and regeneration, protection & re growth of endangered plant species, and promoting biodiversity.ActivitiesThe CSR activities dabur pursue will be in line with their stated Vision and Mission, focused not just around our plants and offices, but also in other geographies based on the needs of the communities.

Thefour focus areaswhere special Community Development programmes would be run are:1. Eradicating hunger, poverty and malnutrition Provision of food, nutrition supplement, clothes etc for the poor, children and other deprived sections of the society. Supporting nutrition in anganwadi centres and building capacities of anganwadi workers to this effect. Provision of shelter for homeless. Promoting sanitation, making available safe drinking water2. Promoting Health care including Preventive Health carethrough awareness programmes, health check-ups, provision of medicine & treatment facilities , providing pre natal & post natal healthcare facilities, prevention of female foeticide through awareness creation, program for preventing diseases and building immunity.3. Ensuring environmental sustainabilityand ecological balance through : Plantation drives in schools, villages, our manufacturing units & offices/business premises and other areas in general; Reviving endangered plants, promoting agro-forestry; Protection of flora & fauna; conservation of natural resources Maintaining quality of soil, air & water. Adoption of wastelands to cultivate plants; Promoting biodiversity; Animal welfare and veterinary services. Technical support and Knowhow for improving farming and building capacities of small farmers. Promoting alternate energy resources.4. Employment and livelihood enhancing vocational skills and projectsincluding tailoring, beautician, mehandi application, bee keeping, food processing and preservation, vermi-composting and other Life Skill Training and livelihood enhancement projects.

In addition, the Company has identified the following areas for Community Development interventions:5. Promotion of educationespecially among children, women, elderly and the differently abled including: Non-formal education programmes. Supporting schools with infrastructure like benches, toilets, potable water, fans etc. Supporting other educational institutions. Improving educational facilities in general. Supporting children for higher education.6. Promoting gender equality and empowering womenincluding: Adult literacy for women. Promoting and providing credit support to women's self-help and joint liability groups. Training in vocations pursued by women. Setting up homes for women & orphans; Setting up old-age homes & other facilities for senior citizens Setting up hostels for working and student women, day care centers for kids of working women7. 7. Contribution or funds provided to technology incubators located within academic institutions which are approved by the Central Government.8. Rural Development Projects.9. Other Activities Promotion of Sports with special focus on training for rural sports, nationally recognised sports, Paralympic sports, Olympic sports. Welfare for differently disabled persons Setting up public libraries Reducing inequalities faced by the socially and economically backward groups Protection of national heritage, art, culture and handicraft; Restoration of Buildings & sites of historical importance & works of art. Welfare of armed forces personnel, war widows and their dependants10. Incidental Activities.a. Employing people and incurring other costs to carry out aforesaid activities.11. Such other activities as the Board may consider to be appropriate.Daburs approach to implementationWe will strive to implement the aforesaid CSR activities on our own to the extent possible. However, the principle implementer of our CSR activities would continue to be our foundation SUNDESH, supported by Dabur Foundation and Dr. S.K. Burman Charitable Trust. At the same time, dabur recognize need to work in partnership with other players also. This would include:1. Collaborating with various organisation, which are registered as a Trust or a section 8 company under the Companies Act, 2013 or Society or NGOs or any other form of entity incorporated in India that specialise in the aforesaid activities.2. Contribution to various funds which are aligned with our Vision and Mission e.g. Prime Minister's National Relief Fund Any other fund set up by the Central Government for : socio-economic development and relief. for the welfare of Scheduled Castes, the Scheduled Tribes, other Backward classes, minorities and women.3. . Collaborating or pooling resources with other companies to undertake aforesaid CSR activities.CSR FundsThe corpus for the purpose of carrying on the aforesaid activities would include the followings: 2% of the average Net Profit made by the Company during immediately preceding three Financial Years. any income arising there from. surplus arising out of CSR activities carried out by the company and such surplus will not be part of business profit of the company.MonitoringThe CSR department will provide regular progress report to the CSR Committee of the Board. This report would indicate:1. Achievement since last progress report / during the last quarter in terms of coverage compared to the target and reasons for variance.2. Achievement of the year-to-date in terms of coverage compared to the target, plans to overcome shortfalls if any and support required from the CSR Committee/Board to overcome the shortfalls.3. Actual year-t0-date spends compared to the budget and reasons for variance.4. In respect of activities undertaken through outside Trust/Society/NGO's etc. there will be mechanism of monthly reporting of progress on each such activities and the amount incurred thereon.The Board shall seek a short progress report from the CSR Committee on a quarterly basis.