HUMAN CAPITAL

Performance Management System

1. Continuous and Multi Level Performance Reviews: Performance evaluation at Dabur goes beyond an annual appraisal cycle. In addition to the annual cycle, we provide timely feedback and enable continuous course correction on a monthly or quarterly basis.

• For the Sales and Marketing teams, we facilitate monthly performance scorecards with Category Leads, providing a categorywise view of brand performance and Brand Manager contributions. This ensures regular feedback, proactive gap closure, and alignment of individual and team deliverables with organizational goals.
• We conduct mandatory performance discussions between appraisers and appraisees to ensure transparency and alignment of goals. Additionally, in specific business roles, Appraisers receive external training to deliver structured and constructive feedback. A tracking system, supported by appraisee input, ensures these conversations are taking place effectively.

2. Career Aspiration and Development Planning: As an integral part of our Performance Management System (PMS), we capture employees’ career aspirations, mobility interests, and development needs to design targeted growth initiatives. By aligning individual aspirations with organizational requirements, we enable meaningful career progression, learning opportunities, and improved engagement.

Open Feedback Culture

We are committed to build a culture of continuous improvement through open communication and inclusive engagement. By soliciting feedback across diverse levels and interactions, we gain a holistic view that helps identify development opportunities and strengthen leadership, reflecting the essence of a 360-degree approach.

Key Talent Identification

We aim to recognize promising talent at an early stage and develop them into future-ready professionals with rewarding careers. This identification is done in 2 ways:

1. Career Development Centres (CDC)

We continue to leverage the CDC process to systematically identify and develop future leaders within the organization. This structured approach enables the recognition, assessment, and progression of high potentisal talent into roles with greater responsibility. In partnership with external experts, we assess critical behavioural and leadership competencies and offer structured feedback through career coaches and industry specialists, supporting employees’ growth, readiness, and long term career advancement.

2. 9 Box - Performance Potential Grid and Succession Planning

Dabur uses the Performance-Potential (PP) grid to evaluate employees’ current contributions and future potential across key abilities. 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. This assessment tool helps categorize talent such as Stars, Hi-Potentials, and Hi-Performers and guides tailored development plans. Our leadership team periodically reviewskey talent during talent days to decide on actions like accelerated career paths and targeted learning investments.

In our commitment to continuous capability building, we follow a structured approach to L&D. We strive to 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.

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.

10% (Education: Courses)

Individual Development Plan: A comprehensive learning need analysis is conducted across functions to identify key development areas. Based on the insights we curate Learning Programmes internally and in partnership with leading consulting firms.

Our L&D interventions spanned across leadership programmes, cross-functional behavioural programs, and function specific trainings, addressing wide spectrum of skill-building needs. Dabur was rewarded with ‘Best-in-class capability practices’ by ET HR World Future Skills Program 2025 for having best hybrid learning models pan India for establishing modern sales capability practices that is helping us achieve business excellence.

Some of the key programmes for our employees and partners are as follows:

1. Distributor Leadership Programme (LAP) in partnership with IIM Ahmedabad: A flagship initiative, aimed to develop the leadership skills, and business acumen of young Dabur distributors to enhance business growth, and gain profitability.

2. Negotiation Skills Training in partnership with IIM Lucknow for Sales to strengthen commercial acumen and negotiation capabilities to drive effective customer engagements and business outcomes.

3. Many other cross functional programmes like, AI Horizon Workshop & Bootcamp, Cultivating Agility in R&D, AyurEgde Workshop for Sales Managers, New Managers Programme, Managerial Effectiveness Programme etc.

Building Inclusive Mindsets and Effective Leadership

At Dabur, Cultural Education is a critical pillar in strengthening leadership capability and fostering an inclusive, high-performance culture. Our approach combines inclusivity awareness with behavioural capability building across levels, enabling leaders and managers to effectively lead diverse teams.

We conduct structured learning interventions focused on:

• Inclusivity and Diversity Awareness sessions that help employees and managers understand unconscious bias, inclusive behaviours, and respectful workplaces.
• Behavioural and People Management Programmes designed to equip managers with skills to manage diverse teams across functions, geographies, and experience levels.
• POSH and Ethical Conduct Trainings, aligned with Dabur’s Code of Ethics & Conduct and Human Rights Policy.

These programmes are embedded across leadership and managerial learning journeys, ensuring that inclusive leadership behaviours are not just promoted but consistently practiced across the organization.

Building a Future Ready, Digitally Enabled Workforce

Dabur is actively investing in digital capability building to prepare its workforce and leadership for the evolving business landscape. Our Digital Transformation efforts focus on developing AI awareness, digital acumen, and future fit skills across levels.

Key initiatives include:

• AI Horizon Workshops featuring demos, frameworks, and discussions to broaden the horizon of the Dabur leadership team and enable informed decision making.
• Employee-focused AI Sessions and Bootcamp aimed at building foundational understanding and practical exposure to artificial intelligence across employee groups.
• Digital Learning Interventions embedded within our hybrid learning ecosystem to support scalable and continuous capability building.

Through these initiatives, Dabur is strengthening internal digital readiness and embedding innovation-driven thinking within the workforce.

Unified Global Learning Platform for Capability Building

Dabur Academy is our Unified Global Knowledge and Training Platform, launched to provide standardized, scalable, and role based learning across the Dabur Group.

The platform supports:

• Learning journeys across different employee levels and functions.
• Centralized access to, functional learning, knowledge material, employee wellness, and future skills initiatives.
• Digital enablement of learning aligned with Dabur’s 3E Development Framework – Experience, Exposure, and Education.

Dabur Academy serves as a cornerstone of our learning ecosystem, reinforcing continuous development, consistency in capability building, and knowledge sharing across geographies.

Dabur India Limited places strong emphasis on continuous employee development to drive improvements in manufacturing efficiency, quality, and safety. Its training programmes are designed to build core competencies such as multitasking and multi-skilling, complemented by effective communication to promote a culture of continuous learning and best practice adoption.

Key Training Initiatives:

• Gyan Jyoti Programme: A structured four-tier framework encompassing behavioural training, 5S practices, safety protocols, process training, fundamental engineering concepts, product quality standards, and Kaizen methodologies.
• Sankalp Programme: Focused on strengthening shop floor quality and ensuring product consistency by enhancing technical capabilities in areas such as production processes, quality assurance, safety protocols, Total Productive Maintenance (TPM), New Product Development (NPD), Overall Equipment Effectiveness (OEE), and Critical Control Point (CCP) identification.
• Ek Nayi Pahel/Jagrukta Initiative: Aims to build awareness among workers on quality, safety, and professional conduct, supported by interactive Q&A sessions to evaluate understanding and awareness levels.
• Sensory Panel Training: A sensory training programme conducted to build an internal cross-functional panel by identifying employees with strong sensory abilities. The initiative enhanced skills in evaluating taste, aroma, texture, and appearance, enabling consistent and objective feedback to support NPD and improve product quality.
• Upskilling Programme on Pharmacovigilance and Adverse Event Reporting: Pharmacovigilance is an essential compliance requirement for organizations dealing in pharmaceuticals, FMCG, nutraceuticals, and ASU products, in line with Department of AYUSH directives. Accordingly, the Dabur Pharmacovigilance Unit, in collaboration with the Dabur Learning Academy, initiated an upskilling programme on pharmacovigilance and adverse event reporting to align with regulatory and patient safety standards.
• Cultivating Agility in the R&D Process Workshop: The initiative aimed to cultivate an agile mindset by encouraging iterative ways of working and adaptability, while strengthening resilience and decision-making through learning from intelligent failures. It also focused on enhancing responsiveness to evolving consumer and market needs through modular research approaches, crossfunctional collaboration, and agile project management practices.

In addition, training interventions include sessions conducted by Original Equipment Manufacturers (OEMs), on-the-job learning, and skill development programs covering HACCP, waste reduction techniques, policy awareness, and compliance with FSSAI regulations.

These comprehensive programmes underscore Dabur’s commitment to fostering a skilled workforce aligned with industry standards and organizational goals.

In the financial year 2025-26, 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 12 training hours per Full-Time Equivalent (FTE), with 5 hours per FTE for permanent workers and 32 hours per FTE for permanent employees.

At Dabur, we are dedicated to foster an inclusive workplace where every individual is valued, respected, and empowered. We uphold a strict non-discrimination policy, ensuring equal opportunities in recruitment, compensation, promotions, and career development, irrespective of race, colour, age, gender, caste, religion, nationality, marital status, sexual orientation, or disability. These principles are embedded in our ways of working and are governed by our Code of Ethics & Conduct and Human Rights Policy.

As a multi category organization serving diverse consumers across geographies, we view a diverse workforce as a critical asset in navigating the dynamic and evolving business landscape in which we operate. To strengthen governance and accountability on this agenda, Dabur has constituted a Diversity Council comprising senior leaders. The Council provides strategic direction, reviews progress against diversity goals and ensures sustained focus on inclusion across the organization.

Dabur has been diligently working toward improving gender diversity in the workplace. In FY 2025 26, managerial gender diversity stood at 15.2%. Several functions demonstrate strongerrepresentation, including Marketing (31%), Treasury & Secretarial (33%), Research & Development (40%), Corporate Finance (24%), Corporate Packaging (23%), Corporate Quality (21%), IT (23%) and Human Resources (41%). To further understand employee experiences and identify inclusion gaps, we conduct Diversity Surveys and Focus Group Discussions, enabling data driven interventions and targeted action plans.

Our recruitment and hiring processes have been strengthened to attract a diverse pool of candidates across roles. In FY 2025 26, Dabur hired 1,013 employees, of which 14% were women hires, with 17% at managerial levels. To intensify gender focus, we encourage women’s participation across all talent channels including campus programs, lateral hiring, and internal elevation. We have enhanced internal and external outreach through social media and job portals and empanelled an exclusive consultant to support women hiring.

We are committed to create an environment where everyone’s contributions are valued and barriers to inclusion are actively removed. Dabur employs 8 permanent and 52 indirect differently abled employees, reflecting our efforts to integrate individuals with diverse abilities into our workforce.

We continue to progress toward our stated goal of achieving 21% gender diversity at the managerial level by FY 2027-28.

Diversity Programmes supporting Inclusion and Equity:

• Access to Opportunities: All vacancies are open to eligible candidates irrespective of gender. Internal elevation decisions are supported through third-party assessment centres for key roles to minimise bias and ensure fairness.
• All Women Manufacturing Unit: Demonstrating our commitment to gender parity, Dabur operates an all women production line at its largest greenfield plant near Indore, producing Dabur Hair Oils - products proudly “Made by Women, for Women.”
• Fair Remuneration: Employees are evaluated solely on performance and merit. The higher mean remuneration of women compared to men reflects our fair and meritocratic compensation practices.
• Access to Development Opportunities: Women are integral to Dabur’s leadership pipeline. We conduct comprehensive assessment centres and structured development journeys for HIPO women talent to support long-term career progression.
• Training and Awareness: We regularly conduct unconscious bias, POSH, and inclusivity workshops to equip leaders and managers with skills to effectively manage diverse teams and promote an inclusive culture.
• Policies, Safety, and Benefits: Our policies address the unique challenges faced by women employees. Key initiatives include female friendly sales headquarters, enhanced TA DA for women in field roles, lactation support rooms at corporate and R&D locations, child day care facilities for permanent women employees, policy awareness rollouts to women network and flexible work hours post-maternity.
  
  To support the women field force, we have introduced a Woloo, loo locator application enabling safer and more effective travel, and distributed Sirona, safety and hygiene kits to all women employees.
  
  Further strengthening safety and personal care, Dabur has distributed safety and hygiene kits to all female employees, in association with Sirona, reinforcing our focus on dignity, comfort, and well-being at the workplace.
• International Women’s Day: Celebrated annually across corporate offices, manufacturing units, and regions to reinforce awareness and appreciation of gender inclusion.
• Awards: Dabur was recognised at the ET Edge - The Times Group Best Organisations for Women (BOW) 2026, a platform that celebrates organisations going beyond compliance to create real, lasting impact for gender equity. The Award was presented by Dr. Kiran Bedi.

Dabur’s strong employer branding initiatives, progressive recruitment practices, and employeecentric, inclusive culture have created a supportive environment that drives engagement and retention. Through focused development programs and inclusive policies, we are proud to showcase Dabur as a beacon of excellence in the realm of employer branding.

Dabur has been recognized as at the 10th Edition of BW People HR Excellence Awards 2025 for “Excellence in line of business strategy”, recognized at the ET Edge - The Times Group Best Organisations for Women (BOW) 2026, with ‘Bestin- class capability practices’ by ET HR World Future Skills Program 2025 and “Best Digital Learning Transformation Program” at the BW People L&D Excellence Awards 2026. These recognitions fuels Dabur’s commitment to nurturing talent and building purpose-led workplaces.

At Dabur, we look at campuses as more than just a source of hiring. They are spaces where ideas take shape and future leaders begin their journey. With India’s diverse and talented student base, our focus is on engaging with students early and building meaningful connections over time.

Our Campus Connect approach is designed to create consistent interaction rather than one time engagement. We aim to understand student potential, provide exposure to real business scenarios, and support their growth through guided learning and mentorship.

Dabur Campus Bridge brings these efforts together by connecting us with students across leading B schools and colleges. Through this, we roll out specialized programs such as the Young Managers Development Program, Sales Manager Development Program, Young Sales Leadership Program, Graduate Engineer Trainee Program, and the Campus Star Summer Internship Program. These initiatives are designed to attract, groom, and retain high potential talent while offering a structured way to explore opportunities with us.

Some of our flagship campus initiatives are:

Dabur Verve: We successfully conducted the fourth season of Dabur Verve, our flagship inter campus case study competition focused on Sales and Marketing. The initiative was designed to engage and interact with top talent from leading B-schools across India and witnessed an overwhelming response with more than 15,000+ registrations from 56 premier institutes. The competition unfolded across three stages including a quiz round, brand ideation, and a final round centred on solving a live business case.

• Real business exposure: Participants worked on practical business challenges and presented structured, strategic solutions.
• Strong brand recall: The scale of participation strengthened Dabur’s presence among students from top B schools.
• Meaningful engagement: The platform enabled deeper interaction with students while evaluating their analytical thinking and approach to problem solving.
• Future talent pipeline: The competition helped in identifying high potential candidates for upcoming opportunities within the organization.

Dabur Campus Star: A flagship internship initiative engaging talent from premier B-Schools, through live projects and real business exposure, participants gain hands-on experience across key business areas, build practical and digital skills, and develop a strong understanding of how brands operate in dynamic markets. The program also provides an opportunity to work closely with industry professionals, contribute fresh perspectives, and enhance problem solving and strategic thinking, helping participants build a strong foundation for their future careers.

Dabur Learnathon: We conducted a series of weekly learning sessions for our Campus Star summer interns, led by Dabur’s senior business leaders. These sessions provided exposure across key business areas such as Sales IT, Go To Market, Trade Marketing, and Brand Management, among others. This cross functional learning experience complemented their on-ground exposure, enabling a more holistic understanding and enriching their overall internship journey.

Young Managers’ Development Programme: Designed to build a strong leadership pipeline, this initiative brings in high potential talent from premier B-schools as Management Trainees. The program provides structured exposure to core business functions, including Sales, Marketing, and Supply Chain, through a combination of real time business assignments and guided learning. Over the course of the program, trainees gain hands on experience, work closely with business leaders, and continuously develop the skills required to take on full time roles aligned to business needs and grow into future leaders within the organization.

Rural Immersion Programme: To build real world business acumen, we launched the Rural Immersion Program for our Management Trainees across two different locations. This initiative placed trainees in field roles within rural markets, enabling them to develop a first-hand understanding of consumer behaviour, market dynamics, and grassroots sales operations. The program also helped cultivate essential leadership qualities such as resilience, adaptability, accountability, communication, and a strong willingness to learn.

D-Trendsetter: Bringing fresh energy to brand building, this program is designed to tap into the pulse of Gen Z by collaborating with young creators who understand what truly drives culture today. By combining digital creativity, authentic storytelling, and sharp trendspotting, the initiative enables brands to stay relevant, experiment with new ideas, and connect more meaningfully with evolving consumers. It creates a dynamic space where fresh perspectives meet real business challenges, helping shape content, conversations, and innovations that resonate in a fast-moving digital world.

Dabur Academic Alliance: In collaboration with premier institutes, Dabur launched live business projects on key power brands under the Dabur Reimagined initiative and Capture the Cause campaign. The initiative encouraged students to blend brand building with purpose driven thinking.

Students worked on real business challenges alongside brand teams, with guidance from marketing leaders. The program fostered innovation, strengthened industry academia collaboration, and generated valuable consumer insights while building a pipeline of future ready talent.

Our campus hiring strategy focuses on engaging top talent early by building meaningful connections during their academic journey. These interactions help us assess potential and cultural fit while strengthening our employer brand through impactful digital and on ground experiences, enabling us to attract and nurture future leaders for Dabur.

We regularly facilitate visits by students from schools and universities to our manufacturing units and research centre, offering them valuable industry exposure and practical insights into our operations. These visits are designed to bridge the gap between academic learning and real-world application, enabling students to better understand processes, technologies, and workplace practices. Through guided tours and interactive sessions with our teams, students gain a deeper appreciation of the industry while developing awareness of potential career opportunities.

We nurture a vibrant and inclusive culture where celebrations go beyond occasions to become shared experiences for employees and their families.

Festivals such as Holi and Diwali are marked with enthusiasm, while initiatives like Family Day (UTSAV) create opportunities for deeper engagement through activities for children and interactions for spouses, strengthening our sense of community and acknowledging the role families play in our employees’ lives. Our employee engagement platform, “Dabur Vibrance,” continues to energize participation through interactive sessions, games, and seminars. We also organize both indoor and outdoor sports activities in our manufacturing units to keep employees engaged and motivated.

We also place a strong emphasis on employee health and well-being by promoting a culture of fitness and vitality through on-site gym facilities, wellness sessions, access to medical room, online and in-person medical consultations, helps to support a thriving workforce.

Employee recognition remains a key focus, with initiatives 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) celebrating their outstanding contributions. In addition, regional sales initiatives such as ‘Shaame- Avadh’ and ‘Sitarron Ke Mehfil’ recognized exceptional business performance while strengthening stakeholder relationships.

Structured platforms such as Townhalls remain central to our engagement framework, enabling transparent communication, strengthening leadership connect, and aligning employees with organizational priorities. Complementing this, interactive forums like “Chai Pe Charcha” provide opportunities for open dialogue and meaningful exchange of ideas. This ensures alignment of our workforce with shared organizational objectives.

At Dabur, we leverage data-driven insights to strengthen our HR strategies and improve operational efficiency. By integrating analytics into key areas such as workforce planning, diversity tracking, hiring channels, and cost optimization, we enable more informed and impactful decision-making.

Gender diversity and inclusion remain a priority, supported by regular dashboards to monitor progress. We also use data to enhance sourcing effectiveness across channels like job portals, referrals, and internal movements, while tracking learning behaviour to further build a strong development culture.

At Dabur, we strive to create a supportive and holistic workplace that prioritizes the health, happiness, and overall well-being of our employees. Guided by this philosophy, we implement year-round initiatives that address physical, mental, financial, and social wellness.

• To support employees’ financial well-being in the later stages of their careers, we offer comprehensive retirement benefits, including participation in the National Pension System (NPS) through our corporate registration with Axis Bank.
• We conduct monthly wellness sessions and expert talks with renowned specialists, focusing on physical health, mental resilience, and overall well-being.
• Free in person doctor consultation services are available for employees at the Corporate Office, ensuring timely access to primary healthcare.
• Dabur has partnered with the Mitsu App to offer a comprehensive Employee Assistance Program (EAP) that supports psychological well-being. The program provides access to a mobile app, 24x7, 365-day emergency support, and confidential psychological counselling through online, video, or telephonic sessions.
• Tie up with a day care aggregator, enabling pan India access to compliant and suitable child care centres.
• Paternity leave of 10 days of continuous working days and Maternity leave of 26 weeks as per policy.

Transition Support

As part of our transition assistance for exiting employees, we provide comprehensive support through resume building, career coaching, professional networking opportunities, and guidance on exploring relevant career paths. These initiatives are designed to enable a smooth transition, enhance employability, and support individuals in progressing confidently in their professional journeys.

At Dabur, we recognize upholding human rights as a fundamental responsibility towards all stakeholders. Our Human Rights Policy provides a structured framework to proactively address concerns such as child labour, forced or bonded labour, human trafficking, harassment, and discrimination across our operations and extended value chain. We undertake regular due diligence and risk assessments to identify potential risks and implement appropriate mitigation measures. Additionally, Dabur maintains strict compliance by not engaging migrant labour across its facilities, reinforcing our commitment to ethical and inclusive business practices.

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 established a robust framework encompassing due diligence, continuous monitoring, mitigation, 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.
• Regular training sessions conducted in local languages across facilities to provide better understanding of the policies, we further strengthen our processes through structured learning modules assigned via 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 issue 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.

Collectively, these efforts strengthen our commitment to ethical conduct and the protection of human rights across the value chain.

At Dabur, the safety and well-being of our people sit at the heart of everything we do. We believe that a safe and healthy workforce is fundamental to building a resilient organization and delivering sustained value over the long term.

Our Occupational Health & Safety (OH&S) Policy provides a strong foundation for creating workplaces that are not only safe and secure, but also green and wellness-driven. Through a proactive approach to risk management, we continuously work to prevent injuries, occupational illnesses, and unsafe conditions across all our locations.

All our manufacturing units are certified under ISO 45001 and ISO 14001, underscoring our adherence to global standards. This is complemented by the presence of trained safety professionals, ongoing capability-building initiatives, structured safety campaigns, and periodic external audits, ensuring rigorous oversight and continuous improvement.

We actively foster a culture where every employee takes ownership of safety. Through regular evaluations and focused interventions, we are steadily raising the bar on occupational health and safety, creating workplaces where our people can thrive with confidence.

Building a strong safety culture is a key priority at Dabur and is driven through continuous training, engagement and leadership commitment. During FY 2025–26, the Company delivered 1,01,089 hours of health, safety and environment (HSE) training across locations.

Risk Assessment and Safety Kaizens

All manufacturing locations operate under structured risk assessment and hazard reporting frameworks, enabling employees to proactively identify and flag unsafe conditions. Factory Managers are entrusted with clear accountability for timely risk mitigation and the effective implementation of corrective actions.

In FY 2025–26, employees across units contributed 985 Safety and Environment Kaizens.

Safety Committees and Oversight

Across all locations, Dabur has instituted Health and Safety Committees comprising management, workers, and EHS professionals, ensuring a collaborative and inclusive approach to identifying site-specific risks and driving corrective actions.

Safety performance is closely monitored through monthly leadership reviews and is regularly presented to the Board and Management Committee, reinforcing strong governance and accountability. Through this integrated approach – combining robust systems, employee engagement, and leadership focus – Dabur continues to strengthen its safety culture, making safety a way of life across the organization.

As Dabur operates in an increasingly dynamic environment, the HR function will continue to play a critical role in driving organizational success through strategic talent management and digital innovation. We remain focused on strengthening key pillars such as recruitment, employer branding, diversity & inclusion, and employee well-being to enable sustainable growth.

Diversity, equity, and inclusion will remain central to our people strategy, as we continue to build an inclusive workplace where employees feel valued, empowered, and able to contribute diverse perspectives.

We are further strengthening the use of technology and analytics across HR to drive efficiency, streamline processes, and enhance the employee experience, while leveraging insights to manage attrition, address skill gaps, and enable personalized development and career growth.

Employee well-being and engagement will remain a priority, with a continued focus on initiatives that support holistic health, work-life balance, and a culture of recognition and collaboration.

Going forward, we aim to further build a culture of excellence and inclusivity, supported by strategic investments in our people, to stay agile and resilient in a constantly evolving environment.