Fabindia - A Fabric of our lives

Contents

History of Fabindia Fabindia a unique business entity Some factoids about us What makes us a great place to work Alignment of ideology Shared ownership and Entrepreneurial work culture Growth from within Transparent Empowering women

Historical Perspective
1960 Fabindia Inc established 1976 Flagship store at Greater Kailash, FOPL established 1976 1994 Single store 1999 2011 Grew from 5 stores to 141 stores Fabindia moved from shy to aggressive growth, all the while ensuring profitability in spite of the near vertical growth

Fabindia a unique business entity

Twin Mandate :
A viable, profitable retail platform for products created using hand-based processes The creation of skilled, craft-based sustainable jobs in the rural sector

The Fabindia Business Model

Customers
- Traditional brand loyalty - Product accessibility - Visibility - Range - Contemporary - Belief in product

- Crisil rating of AA - Inclusive ownership : approx. 70% of the staff across levels own company stock

Fabindia

- Sustaining Craft - Artisan empowerment

Owners / Employees

Artisan Community

Some factoids to understand us

Employee strength - 1500 + Fabindia Employees 1100 Contracted staff 400 An Equal Opportunity employer 1.78 -1 mix (Men- Women) 76% of the management are women Over 30% staff have been in the company over 5 years Ratio of HR to staff 1: 125 GPW results were very surprising for us

So how do we make it all work ?

The Fabindia Core Values

Ownership of Company goals Mutual Respect and Humane Approach Fairness in our Intent Honesty in all our actions Result Orientation Continuous Improvement Leadership by Example

Alignment of Ideology
Driving business success while ensuring sustenance of craft Hiring to translate passion for our ethnic crafts and business ideology into satisfying careers Our hiring specifications for management levels tests candidates on their commitment to the above All induction and orientation processes reinforce the dual objectives of our business model Demonstrated belief in organizational values is one of the key parameters in performance assessment for senior roles

Shared Ownership
Approx. 70% of our employees across levels own the company stock Opportunity for Wealth creation Opportunity to partner in success

Entrepreneurial work culture

Independent SBUs run the regions Decentralized Each store a profit center and each store manager an entrepreneur with a P&L responsibility Profit sharing plans for over achievement COCs ensures Artisan empowerment Sustainable community development

Performance and Development Focus

Centres of Excellence as drivers for service improvement and focus on continuous development

Obligations of a COE
To customer
Consistent standards of service Excellent level of customer interaction High levels of personalization Very high initiative to get feedback and give follow up

To the Organization
Conformity to all processes High productivity Excellent customer feedback Training ground for new employees / stores

To the Store Team

Highly motivated team High investment in team member development Stress reduction in the working environment as process conformation increases

Support provided to a COE

Training inputs

Classroom On the job Technical Behavioral

Other inputs

Motivation through visibility and recognition Process changes / inputs

Growth from Within

IJP process Opportunities for growth from within Setting people up for the next role Considerate of individual needs relocations Humane approach in application of policy decisions Generalist skills being made specialized Functional and Behavioral competencies for every position Biannual assessment of development needs through multi source feedback IDPs and PIPs for every individual up to a certain level Strong alignment of the L&D curriculum with the competencies Training budget available even during the recession

High level of transparencyAll employees are treated as shareholders in decision making

Simple HR processes and policies Role of HR is to create disproportionate impact (1:125)
work with each employee as an individual

Empowering Women
76% of management positions are staffed by women Feeling secure, safe and empowered Growth and leadership
Women Intrapreneurs

In Summary
We value our unique business model We strive to align our business and employee ideologies We empower our stakeholders and encourage participative ownership of brand Fabindia We have a strong focus on development and growth from within Our core culture has not seen a dilution despite changes in our environment Every employee feels connected, recognizes his/her role in the success story that is Fabindia in spite of rapid growth.

THE VISIONARY