MANOJ KUMAR AGARWAL I CAI Membership Number : MANOJ KUMAR AGARWAL I CAI Membership Number : CA Professional Achiever - FMCG Sector CA Professional Achiever - FMCG Sector Associate Vice President-Management Services Division EMAMI LIMITED

Turnover (Sales) of the Company in Rupees: FY : Rs crores Turnover (Sales) of the Company in Rupees: FY : Rs crores Net worth of the Company: FY : Rs. 707 crores Net worth of the Company: FY : Rs. 707 crores Market Capitalization of the Organization: Over Rs crores as on 31 st March,2012 Market Capitalization of the Organization: Over Rs crores as on 31 st March,2012

KEY ROLE IN THE ORGANIZATION In charge of Management Services Division (MSD) which looks after the Internal Audit Function as well as MIS Review and Standardisation of FMCG Business, Paper and News Print Business, Writing Instruments Business, and Edible Oil Business with turnover of more than Rs crores. In charge of Management Services Division (MSD) which looks after the Internal Audit Function as well as MIS Review and Standardisation of FMCG Business, Paper and News Print Business, Writing Instruments Business, and Edible Oil Business with turnover of more than Rs crores. Being the Member of the Management Review Meeting, facilitate in decision making by sharing the knowledge gained in the Audit process on continuous basis Being the Member of the Management Review Meeting, facilitate in decision making by sharing the knowledge gained in the Audit process on continuous basis

MAJOR ACHIEVEMENTS Created the In-House Internal Audit Department in 1999 with only 2 Persons covering the Sales Functions of FMCG Business having turnover of Rs. 100 Crore with the objective of providing assurance on Internal control system in the Organisation. Presently, leading a Team of 33 Members comprising of 10 Chartered Accountants, the Department has expanded its coverage to all the verticals of FMCG Business along with Paper and News Print Business, Writing Instruments Business, and Edible Oil Business with turnover exceeding Rs crores. Created the In-House Internal Audit Department in 1999 with only 2 Persons covering the Sales Functions of FMCG Business having turnover of Rs. 100 Crore with the objective of providing assurance on Internal control system in the Organisation. Presently, leading a Team of 33 Members comprising of 10 Chartered Accountants, the Department has expanded its coverage to all the verticals of FMCG Business along with Paper and News Print Business, Writing Instruments Business, and Edible Oil Business with turnover exceeding Rs crores. Management Services Division has been certified with ISO 9001:2008 with respect to implementation of Quality Management System in Management Services Division has been certified with ISO 9001:2008 with respect to implementation of Quality Management System in Instrumental in carrying out the Transformation in Internal Audit function in with the help of Ernst & Young so as to become best in class function as relevant to Emami Group. As a result, the Department is now conducting Risk Based Internal Audit to improve Business performance, Reduce Business Risk, and Control Costs. Instrumental in carrying out the Transformation in Internal Audit function in with the help of Ernst & Young so as to become best in class function as relevant to Emami Group. As a result, the Department is now conducting Risk Based Internal Audit to improve Business performance, Reduce Business Risk, and Control Costs. Anchoring of the Enterprise Risk Management Project in FMCG Business. Anchoring of the Enterprise Risk Management Project in FMCG Business. As head of Internal Audit Function, was involved in Due Diligence Exercise while going for acquisition of controlling stake of 68.9% in Zandu in Sealing the takeover deal was a gripping tale of high drama that marked an ending and a new beginning. Zandu took an exit from the parlour of its founder promoters (Vaidyas and Parikhs), and entered the portal of the Emami Group. As head of Internal Audit Function, was involved in Due Diligence Exercise while going for acquisition of controlling stake of 68.9% in Zandu in Sealing the takeover deal was a gripping tale of high drama that marked an ending and a new beginning. Zandu took an exit from the parlour of its founder promoters (Vaidyas and Parikhs), and entered the portal of the Emami Group. Developed C & F/ Depot Manual for Standard Practices across all the 32 Depots in 2007 and continuously updating the same in line with the all dynamic business requirements in coordination with concerned Departments. Developed C & F/ Depot Manual for Standard Practices across all the 32 Depots in 2007 and continuously updating the same in line with the all dynamic business requirements in coordination with concerned Departments.

MAJOR ACHIEVEMENTS Initiated the Concept of Control Self Assessment (CSA) in Sales Function in 2008 to facilitate timely review and corrective measures by all the Depots across the country. The same is being replicated in other functions as well. Initiated the Concept of Control Self Assessment (CSA) in Sales Function in 2008 to facilitate timely review and corrective measures by all the Depots across the country. The same is being replicated in other functions as well. Implementation of the Performance Management System to facilitate Integration of Organisation Objectives, Functional Objectives and Individual KRAs from Implementation of the Performance Management System to facilitate Integration of Organisation Objectives, Functional Objectives and Individual KRAs from Instrumental in Developing and Standardising Department- wise MIS across Organisation to facilitate monthly review of Departmental as well as Business Performance. This system ensures that organisation is moving towards achieving its Annual Goal. Instrumental in Developing and Standardising Department- wise MIS across Organisation to facilitate monthly review of Departmental as well as Business Performance. This system ensures that organisation is moving towards achieving its Annual Goal. Introduced the concept of Cost Management Project across all functions of the Organisation in 2009 and spearheading the same. In , the efforts of Cost Management Project resulted in identification of Cost Savings Initiatives close to Rs. 59 crores. Introduced the concept of Cost Management Project across all functions of the Organisation in 2009 and spearheading the same. In , the efforts of Cost Management Project resulted in identification of Cost Savings Initiatives close to Rs. 59 crores. Joined Board of Governor of The Institute of Internal Auditors (IIA) -Calcutta Chapter in 2007 and went on to become President of the Calcutta Chapter for the period Joined Board of Governor of The Institute of Internal Auditors (IIA) -Calcutta Chapter in 2007 and went on to become President of the Calcutta Chapter for the period Life Member of the Association of Corporate Advisors and Executives and currently Co -Chairman of the Accounts & Audit Sub Committee for the year Life Member of the Association of Corporate Advisors and Executives and currently Co -Chairman of the Accounts & Audit Sub Committee for the year One of the very few members of the ICAI, who has completed the Post Qualification Course in International Trade Laws and World Trade Organisation being held by The Institute of Chartered Accountants of India, having passed in Examination (Part I) and completed the requirements of practical training, dissertation and the interview (Part II) in One of the very few members of the ICAI, who has completed the Post Qualification Course in International Trade Laws and World Trade Organisation being held by The Institute of Chartered Accountants of India, having passed in Examination (Part I) and completed the requirements of practical training, dissertation and the interview (Part II) in Awarded the Best Performance Award by the Managing Director of Ernst & Young, USA in Awarded the Best Performance Award by the Managing Director of Ernst & Young, USA in 1994.