HISTORICAL BACKGROUND OF DABUR

Dabur derives its name from Devanagari rendition of Daktar Burman.

In 1884, the Dabur was born in a small Calcutta pharmacy, where Dr. S.K.
Burman launches his mission of making health care products.
In 1896, with growing popularity of Dabur products, Dr. Burman expands his
operations by setting up a manufacturing plant for mass production of
formulations.
In early 1900s, Dabur enters the specialized area of nature-based Ayurvedic
medicines, for which standardized drugs are not available in the market.
In 1919, the need to develop scientific processes and quality checks for mass
production of traditional Ayurvedic medicines leads to establishment of
research laboratories.
In 1920, Dabur expands further with new manufacturing units at Narendrapur
and Daburgram. The distribution of Dabur products spreads to other states like
Bihar and the North-East.
In 1936, Dabur becomes a full-fledged company - Dabur India (Dr. S. K.
Burman) Pvt.Ltd.
In 1972, Dabur's operations shift to Delhi. A new manufacturing plant is set up
in temporary premises in Faridabad, on the outskirts of Delhi.
In 1979, Commercial production starts in the new Sahibabad factory of Dabur,
one of the largest and best equipped production facilities for Ayurvedic
medicines and launch of full- fledged research operations in pioneering areas
In 1986, Dabur becomes a Public Limited Company. Dabur India Ltd. comes
into being after reverse merger with Vidogum Limited.
In 1992, Dabur opens a new chapter of strategic partnerships with
international businesses. It enters into a joint venture with Agrolimen of Spain.
This new venture is to manufacture and market confectionery items in India.
In 1993, Dabur enters the specialised health care area of cancer treatment
with its oncology formulation plant at Baddi in Himachal Pradesh.
In 1994, Dabur India Ltd. raises its first public issue. Due to market confidence
in the Company, shares issued at a high premium are oversubscribed 21 times
of health care with establishment of the Dabur Research Foundation.
In 1995, In order to extend its global partnerships, Dabur enters into joint
ventures with Osem of Israel for food and Bon grain of France for cheese and
other dairy products.
In 1996, For better operation and management, 3 separate divisions created
according to their product mix - Health Care Products Division, Family Products
Division and Dabur Ayurvedic Specialties Limited.
In 1998, Dabur enters full-scale in the nascent processed foods market with
the creation of the Foods Division and Project STARS (Strive to Achieve Record
Successes) is initiated to give a jump-start to the Company and accelerate its
growth performance.
In 2000, With changing demands of business and to inculcate a spirit of
corporate governance, the Burman family inducts professionals to manage the
Company. For the first time in the history of Dabur, a non-family professional
CEO sits at the helm of the Company.
In 2002, Dabur establishes its market leadership status with a turnover of
Rs.1,000 crores. From a small beginning and upholding the values of its
founder, Dabur now enters the august league of large corporate businesses.
2007 - Dabur announces bonus after 12 years
Dabur 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.
2011 - Dabur Red Toothpaste joins 'Billion Rupee Brands' club
Dabur Red Toothpaste becomes the Dabur's ninth Billion Rupee brand. Dabur
Red Toothpaste crosses the billion-rupee turnover mark within five years of its
launch.
DABUR AT A GLANCE
Dabur 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. 2834.11
Crore (FY09)
3 major strategic business units (SBU) - Consumer Care Division (CCD),
Consumer Health Division (CHD) and International Business Division (IBD)
• 3 Subsidiary Group companies - Dabur International, Fem Care Pharma and
newu and 8 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 Jaqueline Inc. (USA).

17 ultra-modern manufacturing units spread around the globe

• Products marketed in over 60 countries
• Wide and deep market penetration with 50 C&F agents, more than 5000
distributors and over 2.8 million retail outlets all over India
Consumer Care Division (CCD) addresses consumer needs across the entire
FMCG
spectrum through four distinct business portfolios of Personal Care, Health
Care, Home
Care & Foods
• Master brands:
Dabur - Ayurvedic healthcare products
Vatika - Premium hair care
Hajmola - Tasty digestives
Real Fruit juices & beverages
Fem - Fairness bleaches & skin care products
9 billion-Rupee brands: Dabur Amla, Dabur
Chyawanprash, Vatika, Real, Dabur Red Toothpaste, Dabur Lal Dant Manjan,
Babool, Hajmola and Dabur
Honey
Strategic positioning of Honey as food product, leading to market leadership
(over 75%) in branded honey market
Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65%
market share.
Vatika Shampoo has been the fastest selling shampoo brand in India for three
years in a row
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 of classical Ayurvedic

medicines and
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
Major categories in traditional formulations include:
- Asav Arishtas
- Ras Rasayanas
- Churnas
- Medicated Oils
Proprietary Ayurvedic medicines developed by Dabur include:
- Nature Care Isabgol
- Madhuvaani
- Trifgol

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 the Middle East,
North & West
Africa, EU and the US with its brands Dabur & Vatika
Growing at a CAGR of 33% in the last 6 years and contributes to about 20% of
total sales
Leveraging the 'Natural' preference among local consumers to increase share
in personal care categories
Focus markets:
- GCC
- Egypt
- Nigeria
- Bangladesh
- Nepal
- US
High level of localization of manufacturing and sales & marketing
C & F AGENTS, DISRIBUTORS & RETAILERS

The objective of appointment of Carrying and Forwarding Agents ('C&FA') is to

achieve improved service levels in despatches made, order processing, FMFO
issuance of stocks, transportation, efficient and proper maintenance of stocks
and sales return recording procedures. The outsourcing of the C&FA function
ensures smooth and efficient movement of products from the Company to its
dealers, stockists etc. There is a wide market penetration on the part of Dabur
through 47 C&F agents, more than 5000 distributors and over 1.5 million retail
outlets all over India. The company under restructuring exercise has started
focussing on distribution network. The company has shifted to zonal setup for
its sales and marketing. The company is planning to shift to C&F agents’ system
and has appointed more than 50 such agents in the market. It has also
connected its C&F agents and its key distributors online for better
management of its stock. The company has also implemented ERP system to
cover all its activities. The company also started its interactive website during
the year. It has plans of going of B2B and B2C transactions
CORPORATE GOVERNENCE
Good corporate governance and transparency in actions of the management is
key to a strong bond of trust with the Company's stakeholders. Dabur
understands the importance of good governance and has constantly avoided
an arbitrary decision- making process. Our initiatives towards this end include:

Professionalization of the board

Lean and active Board (reduced from 16 to 10 members)
Less number of promoters on the Board
More professionals and independent Directors for better management
Governed through Board committees for Audit, Remuneration, Shareholder
Grievances, Compensation and Nominations.

Meets all Corporate Governance Code requirements of

SEBI
CERTIFICATION FOR QUALITY
ISO 9002
Dabur India Limited has been awarded the ISO 9002 certification
after the Quality Management Systems of the company were assessed in
November 1995. The product areas assessed include Health care Products,
Family and Food Products, Bulk Drugs and Chemicals, Ayurvedic specialities
and pharmaceutical products. This implies that for Dabur quality is an attitude
that has been translated into action. For the company quality is a culture and
not a stop gap arrangement and believe that quality is a corporate
responsibility towards its customers, employees and the environment in which
it operates. Sustaining consumer confidence for over a century is a true
reflection of the quality of the company's products.
CRISIL GVC Level 2
CRISIL, the leading rating agency in India, has been assigning top credit ratings
to Dabur India limited for its institutional borrowings. Recently, CRISIL
launched the Governance and Value Creation Rating (GVC) and Dabur India
Limited was one of the first companies to volunteer for getting itself rated on
GVC. Dabur has been assigned `Crisil GVC Level 2' rating which is the second
highest rating on an 8-point scale. The rating indicates that capability of the
Company on wealth creation for all its stakeholders including shareholders,
employees, creditors, suppliers, dealers and society, while adopting sound
corporate governance practices is 'high'. This takes into account past track
record as well as future expectations of wealth creation by the company.
Some of the quotes of CRISIL :
(1) The rating reflects Dabur India's strong wealth management practices, high
disclosure standards, and satisfactory track record on creating value for its
various stakeholders.
(2) The management's long experience and good track record coupled with
Dabur India's consistent performance in its existing businesses exemplify its
wealth management capabilities.
(3) Dabur India follows good disclosure standards in terms of its financial
performance and ownership pattern.

Dabur India Limited is the fourth largest FMCG Company in India with interests
in Health care, Personal care and Food products. Building on a legacy of quality
and experience for over 100 years, today Dabur has a turnover of Rs.1232
Crore with powerful brands like Dabur Amla, Dabur Chyawanprash, Vatika,
Hajmola & Real.
The story of Dabur began with a small, but visionary endeavor 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 fervor, 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.
1884 - Established by Dr. S K Burman at Kolkata
1896 - First production unit established at Garhia (W.B.)
1919 First R&D unit established
Early 1900s - Production of Ayurvedic medicines
Dabur identifies nature-based Ayurvedic medicines as its area of specialisation.
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 Ayurveda
Dabur 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 pack
Widening the popularity and usage of traditional Ayurvedic products
continues. The ancient restorative Chyawanprash is launched in packaged
form, and becomes the first branded
1957 - Computerization of operations initiated
1970 Entered Oral Care & Digestive segment
Addressing 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 tablet
Dabur 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 Foundation set up
1979 - Commercial production starts at Sahibabad (U.P.), the most modern
herbal medic
plant at that time
1984 Dabur completes 100 years
1988 - Launches pharmaceutical medicines
1989 Care with fun
The Ayurvedic digestive formulation is converted into children's fun product
with the launch of Hajmola Candy. In an innovative move, a curative product is
converted to a confectionery item for wider usage.
1994 - Comes out with first public issue
1996 Enters oncology segment
2000 - Leadership in health care
Dabur establishes its leadership in health care as one of only two companies
worldwide to launch the anti-cancer drug Intaxel (Paclitaxel). Dabur Research
Foundation develops an Eco- friendly process to extract the drug from its plant
source
2003 Enters foods business with the launch of Real Fruit Juice
2005 - Burman family hands over management of the company to
professionals
2008 - The 1,000-crore mark
Dabur establishes its market leadership status by staging a turnover of Rs.1000
corers. Across a span of over 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.
2009 Super specialty drugs
with 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.
2010 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4
crore
2011 - Dabur demerges Pharmaceuticals business
CORE VALUES
Ownership: This is our company. We accept personal responsibility, and
accountability to meet business needs
Passion For Winning: We 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
DABUR AT A GLANCE
Dabur India Limited has marked its presence with some very 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 4th largest turnover of
Rs.1163.2 Crore (FY02)
3 major strategic business units (SBU) - Family Products Division (FPD), Health
Care Products Division (HCPD) and Dabur Ayurvedic Specialties (DASL)
5 Subsidiary Group companies - Dabur Foods, Dabur Nepal, Dabur Oncology,
Dabur Pharma and Dabur Egypt
13 ultra-modern manufacturing units spread across 4 countries
Products marketed in over 50 countries
Wide and deep market penetration with 47 C&F agents, more than 5000
distributors and over 1.5 million retail outlets all over India
FPD, dealing with personal care, the largest SBU contributing to 45% sales of
Dabur
• Products related to Hair Care, Skin Care, Oral Care and Foods
⚫ 3 leading brands - Vatika, Amla Hair Oil and Lal Dant Manjan with Rs.100
crore turnover each
• Vatika Hair Oil & Shampoo the high growth brand
Strategic positioning of Honey as food product, leading to market leadership
(over 40%) in branded honey market
HCPD, dealing with daily health care, 2nd largest SBU with 28% share in sales
Products related to Health Supplements, Digestives, Baby Care and Natural
Cures
• Leadership in Ayurvedic and herbal products market with highly popular
brands
Dabur Chyawanprash the largest selling Ayurvedic medicine with 65% (Rs.127
crore) market share.
⚫ Charted high growth with 15% in 2001.
Dabur Chyawanprash and Hajmola account for sales of over Rs.100 crore each
Leader in herbal digestives with 90% market share
• Hajmola tablets in command with 75% market share of digestive tablets
category
• Dabur Lal Tail tops baby massage oil market with 35% of total share
DASL, dealing with classical Ayurvedic medicines
Has more than 250 products sold through prescriptions as well as over the
counter
• Major categories in traditional formulations include
-Asav Arishtas
-Ras Rasayanas
-Churnas
- Medicated Oils

Proprietary Ayurvedic medicines developed by Dabur include:

-Nature Care Isabgol
-Madhuvaani
- Trifgol
Dabur's mission of popularizing a natural lifestyle transcends national
boundaries. Today there is global awareness of alternative medicine, nature-
based and holistic lifestyles and an interest in herbal products. Dabur has been
in the forefront of popularizing this alternative way of life, marketing its
products in more than 50 countries all over the world.
Dabur's products World Wide
Dabur have spread itself wide and deep to be in close touch with our overseas
consumers.
Offices and representatives in Europe, America and Africa ;

A special herbal health care and personal care range successfully selling in
markets of the Middle East, Far East and several European countries.
Inroads into European and American markets that have good potential due to
resurgence of the back-to-nature movement.
Export of Active Pharmaceutical Ingredients (APIs), manufactured under strict
international quality benchmarks, to Europe, Latin America, Africa, and other
Asian countries.
Export of food and textile grade natural gums, extracted from traditional plant
sources.
Partnerships and Production
Strategic partnerships with leading multinational food and health care
companie to introduce innovations in products and services.

Manufacturing facilities spread across 3 overseas locations to optimize

production by utilizing local resources and the most modern technology
available.
MAJOR PRODUCTS AT A GLANCE
Health Care
Personal care
Foods
Health Supplements
Hair Care- Oil
Real
*Dabur Chayawanprash
*Amla Hair Oil
*Fruit Juice
*Glucose D
*Amla Lite Hair Oil
*Active
*Honey
*Vatika Hair Oil
*Anmol
Digestives
Hair Care- Shampoos
Cooking
*Hajmola
*Vatika Henna Conditioner
*Coconut
*Hajmola Candy
*Vatika Anti Dandruff
*Pudina Hara
Oral Care
Skin Care
*Gripe Water
*Gulabari
*Dabur Red Toothpaste
*Dabur Lal Dant Manjan
*Binaca Tooth Paste
Baby Care
*Dabur Lal Tail
*Dabur Baby Olive Oil
*Dabur Janma Ghuti
OTC Products
*Nature Care
*Sat Isabgol
*Shilajit
*Ring Ring
*Itch Care
*Back Aid
*Sankha Pushpi
*Dabur Balm
*Sarbyna
MAJOR PRODUCTS AT A GLANCE
Ayurvedic Specialties
Pharmaceuticals
International Range
*Dasmularishta
Oncology
*Ashoka Rishta
*Intaxel
Health Care
*Dabur Chawanprash
*Lauhasava
*Pudina Hara
*Daxotel
*Kemocarb
*Mahanarayan Tail
*Adrim
*Honey
*Juritap
*Hajmola Tablets
*Madhu Vani
*Thalix
*Vinelbine
*Shilajit
*Lavan Bhaskar Churn
Oral Care
*Herbal Toothpaste
Hair Care
*Vatika Shampoos & Conditioners
*Amla Hair Oil
Foods
*Real Juices
*Homemade Food Pastes
Dr. Burman (Russia)
*Health Supplements
*Ayurvedic Toothpaste

2.INTRODUCTION TO THE ORGANIZATION

Every company should be fully committed to the continuous development of
its staff, in the same ways as we continuously develop our services. This will be
achieved by helping all staff identify and meet their own job- and business-
related development needs. This policy will ensure that we have the
adaptability and flexibility to thrive and succeed as a business. To do this, all
line managers, through the Performance Review process, will • Ensure that
staff have a level of knowledge and skill to fully perform their role
Encourage staff to develop within their current role
• Look for potential, and find ways for staff to demonstrate potential
Recognize and reward staff development (utilizing it wherever possible)
Create a learning culture by providing opportunities for learning

Equal opportunities
All staff are entitled to and can expect to receive training they need to carry
out their current role. This includes fixed-term contract or short-term contract
staff.
Permanent employees can expect to benefit from further commitment for
each individual to devote at least 5 days a year towards training and
development. First priority will be towards job-related training, but we will also
encourage individuals to undertake personal development training. This may
entail taking professional qualifications; undertaking research into a particular
field of interest or experiencing a particular aspect of another job in order to
gain an insight into the role and fuller understanding of the work.
Training should not be viewed purely as "attending a training course". There
are a variety of different methods that can be used to help train and develop
individuals and Services will be happy to help individuals and managers select
the most appropriate method. For-example, using open learning materials;
computer-based packages; videos or CD-ROMs; e-learning; and reading
literature, to name but a few.
Shared responsibilities
It is recognizing the need for everyone to learn and develop their skills on a
continuous basis and will support individuals to help them achieve this.
Equally, the company expects individuals to take on some responsibility for
their own self-development. For example, identifying suitable training activities
(with the help of line managers and Personnel Services) and adopting a flexible
and positive approach to any training and development that is identified with
them.
Identifying training & development needs
Identifying training and development needs, and helping individuals to
improve their performance, are key responsibilities for line managers, so they
are expected to be actively involved in their team's training and development.
Line managers are also responsible of measuring the effectiveness of any
training and development undertaken by team members, with assistance from
Personnel Services.
The skills and knowledge that will be needed for the future success of the
company will become apparent as each year's business (corporate) plan is
drafted and communicated to teams within the company and individual
performance objectives agreed. Where individual skills, knowledge or the
development of competencies are needed to achieve our business objectives,
these should be recorded on the Development Needs Assessment plan, which
forms part of our Performance Review process.
Setting and evaluating learning objectives/outcomes
The company has a number of key business objectives that it needs to achieve.
These objectives can be achieved only through harnessing the abilities and
skills of everyone in the company and by releasing potential and maximizing
opportunities for development. If individuals need to learn in order to achieve
business objectives, it is important that any training and development in which
we invest has a relationship to our business objectives, so we can demonstrate
the contribution learning makes towards overall organizational success.

To demonstrate this contribution, individuals will agree with their line

managers, prior to undertaking a learning activity, "learning objectives".
Learning objectives will be the means by which managers and company can
measure how effective training and development has been towards achieving
our business objectives or performance. Setting↓ learning objectives will
therefore provide a benefit for everyone:
For individuals, objectives give a better understanding of what is expected of
them; where priorities lie; where their contribution fits into the organization
and how they are progressing. For managers, objectives provide a basis for
allocating responsibility to individuals for achieving certain results; monitoring
the achievement of results and providing solid evidence, which is less
subjective, for assessing an individual's performance.
For the organization, objectives give a greater likelihood of strategic and
corporate plans being achieved.
Once someone has experienced a training and development activity or
learning, we will measure its impact and effectiveness on individual
performance and the organization. Again, line managers are expected to be
part of this process by defining the performance standards (or measures) when
setting objectives and deciding on the methods that they will use to evaluate
the learning. (Personnel Services will of course be available throughout the
process to provide guidance and support).
There are three key stages that will be used to evaluate training and
development: Reaction: At this level, evaluation provides information on the
attitudes of a participant t learning, but it does not measure how
much they have actually learned. That being said, if a participant has a positive
reaction to the learning experience, they are more likely to implement what
they have learned. Evaluation at this level will be measured by a post- learning
questionnaire, which will be completed immediately after the learning activity
has taken place. Normally, Personnel Services will be responsible for issuing
this type of questionnaire.
Performance: Evaluation at this level looks at the impact of a learning
experience on individual performance at work. Key to this area of evaluation
will be the need to have established smart learning objectives prior to the
learning experience so that when evaluation takes place there are measures to
use. For example, an important learning objective for a junior secretary
attending a Word training course may be "to produce typed correspondence
with no spelling or typographical errors." In this example, a manager would be
able to evaluate the secretary's performance using a measure of "no spelling
or typographical errors". Ideally, evaluation on performance should take place
approximately
3-4 months after the learning activity. Line managers should undertake this
evaluation and send a copy of the results to Personnel Services.
Organizational impact: At this level evaluation assesses the impact of learning
on organizational effectiveness, and whether or not it is cost-effective in
organizational terms. Personnel Services will undertake this evaluation as part
of a wider training and development evaluation process.
In summary then, Personnel Services will evaluate training and development at
the reaction and organizational levels, and line managers will be responsible
for evaluating the effectiveness of training and development at the
performance level. However, there will be some types of learning activities, for
example attending conferences or seminars, where it may not be appropriate
to undertake any evaluation. If any doubt, please contact Personnel Services.
To assist line managers, there are a variety of methods that can be used to
measure the effectiveness of the learning. Some of these include:
Participant self-assessment Written or practical tests
Structured interviews
Questionnaires
Feedback - for example, internally from colleagues, peers, and managers
and/or externally from partners, customers or clients
• Qualifications obtained
Line managers should contact Personnel Services, who will be pleased to help
set-up an evaluation method to use to measure the effectiveness of a training
activity.
Funding
Funding for training and development will be paid from a central training
budget, therefore the Head of Personnel Services must approve any training
and development that involves a financial cost before any financial
commitment is made. Details of how to apply for training and development are
explained under the section headed "Selecting a training provider and applying
for training".
In addition to job-related training and development, company also recognises
the need to help individuals to improve within their chosen career path by
encouraging individuals to gain professional/vocational/academic
qualifications. With this in mind, company has established a company
sponsorship scheme whereby full or partial sponsorship will be provided.
Information about the scheme can be found under the section headed
"Company sponsorship".
Time off to attend training courses
Where an individual needs to attend a training course funded by company,
time off during working hours will be given to attend the course. Individuals
are expected to travel to and from a training venue within the normal course
of the day. Where company is providing sponsorship towards a professional a
professional qualification, time off to attend lectures/workshops/summer
school will be agreed on an individual basis, taking account of the business
needs. The Head of Personnel Services will approve any such requests, in full
consultation with line managers.
Non-training course learning activities
Typically, a training course is designed to transfer new skills or knowledge to
an individual. Invariably new skills and knowledge will be developed over time
to improve performance. However, not all learning has to be addressed
through a training course There is a wide range of development methods
available that can be used without leaving the office. For example, being
coached by a fellow colleague or manager; using a computer aided training
package; on-the job training; reading books; undertaking research or practising
a particular skill.
Finding out about training courses or alternative learning methods
Personnel Services is building up a range of literature from training suppliers
and a selection of books/videos/computer discs available for individual use. To
find out more, please contact Personnel Services. Selecting a training provider
and applying for training
Before booking a training event, individuals should research the costs and
course availability with possible training providers. Personnel Services will be
happy to help as they keep details of various training providers, so please
contact them for information/advice.
Company organised training programmes, for example Customer Service
Training, Team Building training, will be co-ordinated through Personnel
Services (so individuals do not have to complete any forms). All other training
and development activities must be authorised by Personnel Services before
any training is booked.

Company sponsorship
Company recognises the need for continuous professional development and
are pleased to be able to offer a sponsorship scheme to all permanent and
fixed-term employees (whose contracts are for at least one year). The scheme
covers professional, academic or NVQ (or equivalent) qualifications. The
following guidelines are designed to give individuals an idea of the sort of
funding that may be available and how individuals may apply.