'Everblue Apparel Ltd’ subsidiary of Raymond India Ltd.

"Raymond the most desired Workplace for top talent"

We commit to the HR vision of making "Raymond the most Desired Workplace for top
talent". We will strive to weave in the core Raymond values namely Quality, Trust,
Leadership, and Excellence in all our actions & HR Processes so as to make every
Raymondite a complete man.

 Trust
 Quality
 Leadership
 Excellence

Home > HR > HR Practices > People & Culture

The name Raymond stands for Quality, Excellence, Leadership and Trust. At Raymond,
the extended families of employees strive every minute of the day to bring these
attributes to life in their interactions, behavior and work.

We have endeavored to create a work place that is characterized by warmth and

inclusion. In Thane, our oldest Textile Factory, there are employees who have
dedicated over 40 years of their working life to build this organization. We will stand
indebted to their contributions for a long time to come.

Within the same Group, our new businesses of Apparel and Retail is very much in step
with the younger, trendier and vibrant ways of working, that is prevalent in that Industry.

The spirit of enterprise and an inherent tolerance of failures have lead to a culture of
innovation. Raymond has been able to cater to the discerning Indian Consumer across
a wide range of choices in design and price points. This has been one compelling
reason for our sustained leadership in the Industry for decades.

The feeling of Pride in the association is not restricted to employees alone. Our Trade
and business partners, who have remained loyal to the Company for over 5 decades,
stand testimony to Raymond’s ability to nurture relationships. Fair and transparent
operating styles that are routed in Core values and ethical behavior are the essence of
the Raymond experience.
 All this is enveloped in a fast growing performance culture that is based on clearer
performance norms, sharper differentiations and better rewards and recognition for Key
talent. The collective aspiration is to extend its market leadership to accomplish the
vision "Raymond way of life" as well as be a leader in the Talent charisma by emerging
a Desirable Place to Work for Top Talent

Home > HR > HR Practices > People Process

If you are a passionate explorer who possesses a healthy disregard for boundaries.
- whether geographical, physical or mental - THE RAYMOND GROUP IS THE RIGHT
PLACE

The Raymond group is a combination of 20 different SBUs hence there is plenty of

opportunities to explore across the group.

You can have your career in any of the following areas;

 Fashion
 I.T
 Aviation
 Engineering
 Legal & secretarial
 Branding
 Operations
 R&D
 Retail
 Finance/Accounts/Treasury
 Sales & Marketing
 Branded Services
 HR & IR
 Supply Chain & Logistic
 International Business
Then what are you waiting for? Let’s start in the one which suits you the best.

Identifying talent, training and developing them are the pillars of our talent management
process. It enables managers to make career moves, which leverage their strengths
and focus on areas of development as they prepare for leadership roles.

We use a combination of developmental assignments, in-house training, coaching and

participation in special project teams to enable employees to continuously learn and
develop.

Right Talent is retained with the best monetary benefits and other benefits.
Raymond believes that employee involvement is the key to continuous improvement,
sound decision-making and developing an open and transparent organization. Open
forums provide opportunities to employees to share their views regarding people
policies. This ensures a foundation of people centric policies. An online HR Manual
brings transparency in HR processes. Latent creativity among organizational members
is tapped through initiatives like Kaizen, Quality Circles and Suggestion Schemes in
units.

The Raymond Interchange, a think-tank of the Co's top management group, is an on-
going initiative which harnesses the collective views on business strategy and is one of
the drivers of employee involvement. Usage of the internal branding concept throughout
the Group also plays an important role in driving employee involvement. We are proud
of the fact that we are one of the most empowered organizations in terms of decision
making down the line.

A 360 Degree Feedback System provides senior managers with valuable inputs through
assessment from their colleagues, subordinates and internal as well as external
customers. This enables the management to prepare their employee's individual
development plans by understanding their potential, interests and goals

Craftsmanship, teamwork and professionalism have come together at Raymond to

weave tales of the finest Fabrics for over 80 years. Today, it has gained its market
leadership position primarily on the strength of its vast talent pool.

The company has always emphasized on the continuous and consistent upgradation of
manpower in order to fully embrace the rapid changes in the textile industry. It has
always fostered a growth-oriented environment enabling all its employees to fully realize
their potential.

Internal Resourcing
The company first scouts for talent within the organization to provide growth
opportunities to its employees. This is done by notifying vacancies internally. This
practice helps in managerial cross-functional exposure for career development and
learning.

Talent from Campus

Raymond recruits young textile engineering graduates, textile technologists, chartered
accountants, fashion technologists and MBA's only from some of India's leading
Institutes. They are then rigorously trained for a period of one year, during which they
are placed across different departments, before being finally placed in their area of
specialization. The objective of the programme is to gauge the recruit's area of expertise
and then train them to independently shoulder their responsibilities. A Mentoring
programme for new inductees in the organization enables them to adapt themselves to
the organization.

Lateral Recruitment
'Market-skilled' employees from other companies are periodically inducted into the
organization from time to time. A combined force of existing talent and induction of fresh
blood helps the company to be competitive in the face of increasing business
complexities.

Organizational excellence is achieved only through continuous investments in growth

and renewal of human resources.

A detailed training and development plan is drafted and implemented each year, which
comprises level-wise planned interventions as well as specific need-based interventions
through Training Need Analysis. This equips the team to excel in their current roles
while also preparing them for future roles.

There is great emphasis on behavioral and attitudinal training apart from technical and
on-the-job training.

Raymond Management Development Programme

The Raymond Management Development Programme (RMDP) provides participants
designated from various divisions at Raymond with basic and advanced management
perspectives and an opportunity for self-learning. The participants will be trained at
Welingkar Institute of Management Development & Research, Mumbai followed by
sessions back home over the next six months.

At Raymond, an Performance Management System provides opportunity for employees

to explore their potential for professional growth and personal development.

Good performers are promptly recognized and rewarded. Developmental needs and
future potential are established through assessment centers and on-line testing .
Feedback is shared on an on-going basis and reward and recognition are linked through
measurement of Key Result areas.

360-Degree Feedback System

A 360 Degree Feedback System provides senior managers with valuable inputs through
assessment from their colleagues, subordinates and internal as well as external
customers. This enables the management to prepare their employee's individual
development plans by understanding their potential, interests and goals

Employee Involvement
Raymond believes that employee involvement is the key to continuous improvement,
sound decision-making and developing an open and transparent organization. Open
forums provide opportunities to employees to share their views regarding people
policies. This ensures a foundation of people centric policies. An online HR Manual
brings transparency in HR processes. Latent creativity among organizational members
is tapped through initiatives like Kaizen, Quality Circles and Suggestion Schemes in
units.

The Raymond Interchange, a think-tank of the Co's top management group, is an on-
going initiative which harnesses the collective views on business strategy and is one of
the drivers of employee involvement. Usage of the internal branding concept throughout
the Group also plays an important role in driving employee involvement. We are proud
of the fact that we are one of the most empowered organizations in terms of decision
making down the line.

Wherever Raymond has created industry and employment, it has also provided
educational, housing, recreational and spiritual support systems for its people.
Employees' children have the facility to enroll themselves in the schools run by the J.K.
Trust, at 50% of the fees. In many cases, children's education is absolutely free. From
subsidised transport facilities or availability of Raymond products at concessional rates
to its employees; the company always strives to make employees feel a part of the large
Raymond family.

Home > HR > HR Practices > Fun at Work

Work here. Enjoy here too!

If work becomes enjoyment, it doesn't stay work anymore. It becomes a pleasurable

endeavor that multiplies energy.

At the Raymond Group, we see that our employees get opportunities to connect with
each other on a regular basis. In fact, many of the events we organize are designed to
make the employees feel as much a part of the Group.

Our events range from all - day events like Sports day, Traditional day, heart to heart
session, outdoor picnics & celebrating festivals. For senior management there is
"Raymond Interchange" which is conducted annually and a "CEO Forum" which is
conducted six times in a year.
Events organized for employees vary by companies and location