DABUR INDIA LIMITED ANNUAL REPOR T w w w. d a b u r. c o m Report on Corporate Governance Directors’ Report 06 Auditors’ Report 13 Financial Statements 17 Consolidated Financial Statements 18 Statements as per US GAAP 25 31 CHAIRMAN’S MESSAGE Dear Shareholders‚ BOARD OF DIRECTORS Mr V C Burman Dr Anand Burman Mr Pradip Burman Mr Amit Burman Mr P D Narang Mr Sunil Duggal HH Maharaja Gaj Singh Mr R C Bhargava Mr P N Vijay Mr Stuart Edward Purdy Dr S Narayan Chairman Vice Chairman Director
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CONTENTS Message Vision Mission Chairman’s Message Milestones Highlights 4 7 8 9 13 15 Management Team organizational Structure the Board of Directors the Board of Supervisors the Management team 17 19 21 27 29 Annual Report 2011 Business Review Strategies Moving Forward Marketing and Sales Strategy 2012 Goals 35 37 39 41 42 Consolidated Financial Statement Independent Auditor’s Report Consolidated Balance Sheet Consolidated Income Statement Consolidated Cash Flow Statement
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fusions and joint ventures. To give a more penetrating view of the context we may apply the SWOT analysis theory to the case. SWOT analysis enables to identify Strengths‚ Weaknesses‚ Opportunities and Threats that a company should manage during its business activity. Referring to ABB’s Strengths we have first of all to consider that thanks to the merger the company significantly increased its market’s share‚ gaining a leading position over the global
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conglomerate. According to the 2008-09 revenue‚ Wipro is the second largest IT Company in India. Wipro Ltd has interests varying from information technology‚ consumer care‚ lighting‚ engineering and healthcare business. Azim Premji is the Chairman of the board. Wipro technologies provide integrated business‚ technology and process solutions on a global delivery platform. Wipro employ 100‚000 people across 56 nationalities. Wipro Limited was incorporated in 1945 as Western India Vegetable Products Limited
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need not disclose to any1‚ not even their managers. This promotes intrapreneurship which in turn enables the company to come up with a range of new products every year. 2. 30% rule: Business unit bonuses are based on how successful a business unit manager is in achieving revenues‚ with atleast 30% of business unit revenues required to be from products introduced in the last 4 years. 3. Dual ladder career path: There are 2 career ladders – technical career ladder and management career ladder
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successful producer of speciality chemicals. It operates nine large campus sites in the United States‚ with a number of different units on each site. These business units operate independently‚ with direct reporting to corporate headquarters. Site functions such as safety‚ environmental‚ and facilities management report to a host of organization – typically the business unit that is the largest user of their services. Susan Steele Susan Steele has worked in the Facilities group at the Cerberus Richmond
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benefits plan to the financial and operational results of the Corporation and the Business Unit. Alignment of variable compensation to performance is essential to ensure that the supervisory team and identified sole contributors share in the prosperity of the Company when our goals and objectives are exceeded and does not expect or receive variable compensation in those years where failed to meet our key business targets It is essential that each participant in the Supervisory Variable Compensation
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Vyaderm Pharmaceuticals Case Analysis | | | As consultant to Sanders and Myers‚ I would suggest they rethink the continuation of economic value added (“EVA”) bonus payout process. The proposed EVA bonus payout structure is supposed to be an objective way to gauge and reward employee performance; however‚ through no fault of their own‚ the Dermatology group is slated to undergo severe ebbs and flows in their incentive and could potentially wreak havoc on employee morale and retention. For
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◦In a nine-day time frame‚ explain the actions the CLO can take to build a compelling case for the department’s overall value and business impact‚ which hopefully minimizes layoffs. First we must understand that it is the job of the CLO to manage their organization’s training and development programs. It is the nature of the title to think about long-term strategies‚ recruiting/retaining the best talent‚ as well being of corporate culture. With this being said asking the CLO to reduce a department
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having moved up from the position of a consultant‚ to at least a business unit manager‚ if I am still employed at LabourNet. At this time‚ LabourNet’s workforce would have increased drastically‚ with branches all across the country‚ and many more in Gauteng. This would have led to major growth in the Skills & Equity department‚ where almost all the major branches would have a separate Skills & Equity department‚ with its own business unit manager and staff complement. This is vital due to the fact that
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