ATFL Corporate Induction

Welcome to Agro Tech Foods Ltd. 

We are delighted to have you as part of our family. This course will take you through our journey as an organisation, what we stand for and our shared vision. Please got through all the modules and the assessment. 

Wish you all the best! 

Agro Tech Foods: The beginning

Our Journey

We started our journey in 1986 as the foods arm of ITC. The company started through innovations - at a time when all the oils in the market were palm or groundnut, and were sold in loose or low cost packaging formats, we introduced the first ever premium, packaged refined Sunflower Oil - Sundrop. 

The blue pack Sundrop soon became a favourite of the consumers because of its superior quality product, premium packaging and first-of-its-kind advertising. 

Soon after in 1997, ConAgra, USA was looking to enter the Indian market and found synergies with our company. With the entry of ConAgra, we started shifting from being a pure Oils company to an Oils and Foods business.

Further down the transition, ConAgra acquired 51% of the majority stake  ITC in 2011. The company formally became Agro Tech Foods Ltd in 2000.

About ConAgra

•Largest private brand packaged food business in North America 

•Founded in 1919, today a 36,000 employees strong organisation worldwide 

•Fortune 500 company with a  revenue of $18 billion and Growing.. 

•As one of the USA’s leading food companies, ConAgra Foods’ brands are found in 90% of American households.

Our shared vision

India Leadership Team

Composition of the India Leadership Team

In India, ATFL is headed by Mr. Sachin Gopal and has a team of 8 function heads to support him. All of them are experts in their own areas of specialisation and as a team, they provide leadership to the company. 

Our Purpose

The Purpose of ATFL is to provide all our associates - our distributors, business partners, consumers and most importantly employees - with an enriching life through our nourishing products. If you notice, all our products are in the healthy foods category - healthy oils, blends, corn based-non fried snacks, etc. All our decisions and actions will be in line with our purpose. 

Our strategic intent

At Agro Tech, we believe in a strong shared vision or strategic intent - To be the best performing, most respected foods company in India. 

We created this vision in 2008 when we had embarked on this journey of transforming our company from a pure Oils company to an Oils and Foods company. 

Our "Best Performing" Journey

There are 2 parts of our journey - Best performing and most respected. Let's look at each of them in detail. 

What do you think will indicate if ATFL is a "Best performing" company? 

There are a number of factors that can indicate whether a company is performing well or not. 

The market share of its products is an important indicator. Distribution and reach along with product visibility is also very important. If these factors are good, then the company's sales turnover will be high. Most important factor here is the profit that the company makes so that it can re-invest into its brands, its people and its processes. 

Our performance milestones

ATFL started this journey in 2008 when our Gross margin was 10% and the foods contribution to business was 3%. The gross margin was primarily low because we were essentially an Oils company. 

Profit margins on Oils are typically low because it's a commodity based market. The raw material price of Oil varies in the global market everyday. However, as a branded products company, we cannot vary our price everyday. We need to sell at a fixed MRP. So on some occasions, we will earn a higher margin while on other days, it will be low. This unpredictability leads to a low overall margin for the company. 

Therefore the need to increase the foods contribution. Not only does it help us earn a higher margin, the reach and distribution can be wider with foods products, as compared to Oils, which can be sold in specific Oil stocking outlets. 

We are currently half way through our journey and have not set a timeline to get to our final goal, because we want to get there in a sustainable manner. 

Our journey towards becoming the "Most Respected" Foods company

Performance is a very important part of why an organisation exists but we at ATFL, take our respect and responsibilities very seriously too. There are many parts of our journey towards becoming Most Respected. 

What does it take to become Most Respected? 

1. Quality of our products –Nutritious and safe  

2. Highest ethical ways of working – refer to your Code of Conduct ! 

3. Giving back to the society - POSHAN


As an organisation, we have to contribute 2% of our profits to a social cause under our CSR (Corporate Social Responsibility) program. Being a health foods company, what better social cause could we address other than malnutrition. 

In India, there is a lot of malnutrition in children. We address this problem through our program - POSHAN (the Hindi word for Nutrition). Under this program, we have tied up with several government Anganwadis and Malnutrition Treatment centres. We provide them with Sundrop Peanut Butter, which is rich in proteins - an essential building block for growing children. 

ATFL supplies 10000+ bottles of peanut butter every month to various locations since 2012. We have covered more than 12000 children in this program, many of who have been moved from the dangerous malnutrition category to safe zone. 

Sundrop Peanut Butter is sent from our world class factory in Jaghadia, Gujarat. 

It is sent to multiple locations across India, where we have tied up with Government centres. The peanut butter has been added as part of the mid-morning meals at schools, etc. and is served to the children to provide them the necessary nutrition for the growth. 

This program is helping us immensely in our journey towards becoming the Most Respected company. 

Our Culture

Our Culture: "Make A Difference"

Make A Difference

At ATFL, we believe that we are here to make a difference in our roles and our Values enable us to achieve that. Given below is our culture pyramid with all the values we believe in: 


There are 5 main values that we live by: 

1. Passion

Essence: Obsessive purpose to create and exceed standards of excellence. We believe in setting and achieving stretched goals and not being satisfied with what's easy to achieve. 

Output: Raise the bar of performance

2. Empowerment

Essence: : Allow people to take ownership to complete tasks. As people managers, we must ensure everyone has the necessary resources and information to complete the tasks.

Output: Speed in completing tasks

3. Trust

Essence: To be fair in all our dealings. A very important value that we demonstrate in all our transactions.

Output: Transparency and openness

4. Respect for Individual

Essence: Treat people with respect, no matter what. 

Output: High engagement and trust among people leading to high productivity

5. Innovation

Essence: Question and challenge the status quo and improve the current methods of doing work.

Output: Continuous improvement of processes, services and products

Operating Principles

We work by three main Operating Principles: 

1. Simplicity

Essence: : Doing less of what does not really matter and more of what really does – Be ROI driven.

Output: Focus and closure reached on what must be done

2. Collaboration

Essence: Giving and receiving cooperation, acting without ego, and assuming positive intent so that 1 + 1 = 3.

Output: Alignment carried through the organization.  Agree, disagree, commit.

3. Accountability

Essence: Creating a strong sense of responsibility along with clearly defined goals and roles – who, what, when, and how.

Output: Drive for results with a sense of urgency, without sacrificing quality

Leadership Qualities

We believe that all our employees are leaders in their own domains and must display these three Leadership Qualities: 

1. Courage

Essence: Showing “real” self  by voicing ones own thoughts in a productive manner.

Output: Different view points will be available when taking the right course of action

2. Authenticity

Essence: Being true to oneself while acting with responsibility and maturity.

Output: Credible and trusting leadership

3. Vulnerability

Essence: It’s having the humility to say “I am wrong” or "I don’t know" and staying engaged so that solution is found.

Output: Matured Leadership

People Development and Career Growth

Essence: Investing time and effort to help people learn, contribute and grow.

Output: Capability, in the form of a high-performance workforce

Promise of a Safe Workplace

We are fully compliant with ‘Prevention of Sexual Harassment at Workplace Act’ with an Internal Complaints Committee in place, in each location. 

Ms. Kalpalatha Jambunathan is the Chairperson of the ICC. Ms. Pallavi Pareek is the external consultant on the ICC for us. Further there are local employees in each ICC at each location as follows. 

Please take a note of your ICC members and read through well the Anti-Sexual Harassment Policy, given at the time of your joining. 

ICC at Corporate Office, Gurgaon

At the Corporate office, the ICC further comprises of the following members: 

1. Mr. Lalit Vij

2. Ms. Nimisha Dua

3. Ms. Nandita Makharia Garg

ICC at Registered Office, Hyderabad

At the Registered office, the ICC further comprises of the following members: 

1. Mr. T. Savera

2. Mr. Ahmed Siddique

3. Ms. Rambha Devi

ICC at Jaghadia Factory, Gujarat

At the Jaghadia factory, the ICC further comprises of the following members: 

1. Mr. R.S. Chandrasekhar

2. Ms. Padmavathi Tuluva

3. Mr. Anil Kumar Rai

ICC at West Sales Office, Mumbai

At the Mumbai office, the ICC further comprises of the following members: 

1. Mr. Sudip Kumar Mukherjee

2. Mr. Gaurav Gupta

3. Ms. Sowmya Billava

ICC at East Sales Office, Kolkata

At the Kolkata office, the ICC further comprises of the following members: 

1. Mr. Krishnamohan Dubey

2. Mr. Suman Das

HR Buddy

Our Business Cycle

Our locations

Apart from the 4 Office locations above, we are present through our multiple Factories - which you will see in later sections. 

Of course, our presence is primarily felt in all parts of the country through our Sales Team who represent us in all cities and towns, and help us take our products to our end consumers. 

Our business cycle

Our Functions

There are 8 different functions that operate as a tightly knit unit. These 8 are given above. Before we look at each of them in detail, let's understand how the business operates.

The start of our business cycle is the Sourcing. We source both Raw Materials and Packaging Materials of the highest quality from around the world, to manufacture our products. 

These RM and PM are sent to our Manufacturing plants, where following the highest quality standards, we manufacture our products. 

The manufactured goods are shipped to our CFAs (Carrying and Forwarding Agents) - also called Warehouses or Depots. 

Based on the demand from our markets, the Supply Chain team transports it to our Channel Partners - like Distributors, Sub-Stockists, Modern Trade Central Depot or Canteen store depots. 

Finally, our Sales team takes the products from our Channel Partners to the Outlets, based on the orders received, which translate into final sales. 

1. Sales

Let's start with understanding our Sales organisation and how it contributes to our business. 

In terms of terminology, there are three types of Sales - Primary, Secondary and Tertiary (or Off-takes). These are described as below. 

ATFL products are sold in 5 different Channels:

1. HFS or High Frequency Stores: 

Also called, RDS (Re Distribution Stockist), this is the general trade channel which comprises of the normal neighbourhood shops and kirana outlets. 

2. SDS or Super Distribution Stockist:

We can't reach all the small towns through our RDS channel and therefore we use our SDS networks. 

3. DMT or Direct Modern Trade:

We service large stores like Big Bazaar, Walmart, Spencers etc through the DMT channel which has a completely different team to handle supplies, visibility and schemes. 

4. CSD or Canteen Stores Depot:

ATFL products are also supplied to the Canteen stores, army depots, police canteens, etc. 

5. VIB or Vending and Institutional Business:

We also supply ACT II in an All-In-One (AIO) format as well as Tortilla, to multiplexes and large cinema halls, restaurants, hotel chains, etc. 

Let's see the HFS channel a little bit in detail. 

The team is divided into 4 regions - North, South, East and West - each headed by a General Manager Sales for the region. They further have a team of Area Growth Managers (AGMs), who have a team of Territory Growth Officers (TGO) reporting to them. 

TGOs handle the RDS or distributors and their distributor salesmen. This network helps us cover almost 2 lakh outlets across the country. 

The above is depicted in the form of an organisation chart here: 

The Sales cycle starts with the MSP - Monthly Sales Plan - sent to the Manufacturing Units. Based on this forecast sent by the AGMs, the depots receive the stocks which are further sent to the channel partners, based on PDPs - Primary Dispatch Plan. PDPs are scheduled typically on every Tuesday and Friday of a week to streamline transport and order placements. 

Further from the RDS points, the EFF (Effective field force, i.e. EDS - Exclusive Distributor Salesmen, r-Dec - Rural Distribution Expansion Co-ordinators, ARS - Area Route Supervisors, etc) bring the orders from the outlets and service them, to turn the primaries into secondaries. Finally, through Visibility and Placement by Sales team, and schemes and advertisements done by the Marketing team, the secondary converts into tertiary. 

Based on how much has moved from the outlets, the manufacturing team receives the production plan for the next month, and the cycle continues. 

2. Marketing

Objectives of the Marketing Function

Marketing function supports the Sales team by providing them with superior understanding of the consumers. We aim to create Iconic Brands - brands that stand tall as icons. For example, who can forget the original Sundrop advertisement with the large food shots and the boy in yellow summersaulting over them. It stands for energy and all the other brand elements of Sundrop. Creating such a connect with the audience is the role of Marketing. 

Role of Marketing

There are 4 main roles that Marketing plays in our organisation: 

1. Superior Consumer understanding 

The primary role is to understand what the consumer wants - through consumer home visits, market research, secondary study and other means, the Marketing team obtains accurate insights into the consumers' needs and behaviours. This helps us in designing newer, better products. 

2. Innovation 

Through the superior consumer understanding, marketing works with the RQI team and supports in the innovation, which is the back bone of ATFL products. The various new flavours in ACT II or the Oil blends in Sundrop or even the new product lines like RTE are all results of a close working between the Marketing and the RQI teams. 

3. Winning Propositions 

The role of the Marketing team extends beyond the creation of the product, to launch and post-launch support. The product becomes a winning proposition with a combination of a number of factors - the right consumer insight, right pricing, advertising which connects with the audience and selecting the right target audience. 

4. Clear Investment choices

Investment is another areas where Marketing plays a very critical role. Brand managers are responsible for the profit and loss of their brands. The profit earned can be re-invested into ATL activities like advertisements or BTL (below the line) activities like schemes and in-shops. These decisions are critical to be taken for the growth of the brand, and are taken by the Marketing team as well. 

3. Finance

The Finance team supports the company through the following : 

•Accounting & Management accounting 





•Information Systems 

•Legal, Secretarial and Investor Relations 

•Finance SSC at Hyderabad

Finance operates in two main teams - one based at the CO, Gurgaon - which handles Cost accounting, taxation, treasury and legal operations. The team at Hyderabad is called SSC or Shared Services Centre - which handles a lot of our critical transactions like travel claims, payroll, distributor credit holds, etc. Information Systems also is handled from SSC. 

4. Supply Chain

The key to the Supply chain function is to optimise the cost and time involved in the logistics. They move the raw materials and packaging materials, as well as the finished goods. In this movement as well as storage, they have to find the best combination so that there is neither a stock out nor an excess of inventory at any stage. The same principle applies when transporting goods.

Supply Chain therefore works closely with the Sales function to ensure that there is accuracy in the forecasts made. 

5. Manufacturing

Our Manufacturing operations abide by the highest standards of manufacturing and quality across the world. 

Foods vs Oils Manufacturing

At ATFL, we have two types of manufacturing operations - Foods and Oils. 

All our Oil plants are third party. There is a lot of unused oil refining capacity in India, which we have leveraged for this purpose. Oil refining is a straight forward process so we have tied up with the existing refineries. They follow our specified oil refining process. At all the plants, we have our fully trained Quality personnel who ensure that each packet of Sundrop that leaves the factory meets the highest international quality standard. 

With respect to our Food manufacturing operations, we have more controlled operations - because the food products we manufacture are not so simple. These are specialised products like popcorn or peanut butter etc, which is not possible for any one to manufacture with accuracy. We have built our own Peanut Butter factory in Jaghadia, Gujarat - the first of its kind in India and of the same quality standards as the Peanut Butter factory in the US. 

We're similarly building more food manufacturing units in other parts of the country, as shown in the map below.  

The above map shows the different food and oil manufacturing units in operation and in plan. It also shows our Innovation labs where the RQI team develops new products. 

6. RQI (Research, Quality and Innovation)

The objective of RQI is defined above as the ability to develop superior quality products which are differentiated from competition, and appreciated by the consumers at the price and speed we provide them. 

A Strong Quality Assurance Orientation, our RQI team also ensures that the Quality of our products is of prime importance. We conduct regular Audits based on ATFL standards. With the help of ConAgra Foods we have designed a Quality Manual, which meets the Codex HACCP guidelines. The Quarterly audit by Unit Managers/Annual audits by QA cell also ensures that quality is repeatedly met. A Quality Academy has been established with the help of ConAgra and it ensures Food Safety training to 100% Quality and Manufacturing Personnel & the third party Partners too. 

Innovation is the third leg of this function. Along with the Marketing team, as described earlier, the RQI team develops new innovations meeting the highest quality standards. 

7. Human Resources (HR)

ATFL HR Team is here to help each employee "Make A Difference" through Innovative HR practices. 

We believe that our employees are here for a career and not a job. It's a long term, mutually beneficial association that we build.

We do this through a number of dedicated HR practices, as described below.  

The first is Career Management. When an employee joins the organisation, we believe that they have joined for a long-term career. Therefore, we have identified typical career paths for our functions like Sales, Supply Chain, etc. 

However we don't limit ourselves to these defined career paths. Those who have potential have been fast-tracked; those who have expressed interest and capability in other paths have been moved to different types of roles. We are able to do this through our robust IDP program. 

IDP Process

The IDP (Individual Development Plan) is a process wherein each employee formally writes his/her career aspirations and identifies the strengths and areas of developments - both functionally and from a culture point of view. 

IDP Format

First the employee self-assesses their areas of strengths and development. Based on this, the employee and the immediate manager design an action plan to leverage the strengths and also build the improvement areas. 

Talent Management

These IDPs go through a Talent Review process where each employee receives a feedback on whether their career aspiration are realistic or not, and what developmental plans are to be followed for them. 

This gives the employee clarity of their career progression, and the organisation gets visibility of a talent pipeline. 

Capability Building

These development plans are fed into the Capability Plan of the organisation. IDPs along with business plans help design the various Training Interventions for the employees. 

We use a variety of tools and deploy the latest trends in Capability building. 

We believe in "Grow Our Own Timber" - promoting our own people instead of buying talent from outside. As a result, we focus heavily on Capability Building and talent building. 

HR: Performance Management

Performing to our best

At ATFL HR, we strongly believe in growing our own timber. This will be possible when we perform to the best of our potential. 

We have built a number of processes in place to ensure that all employees have clarity of their goals and targets at the beginning of the year, in April. At the end of every financial year, in March, we are measured against those goals and targets. 

In April, Master Plans are designed to:

† Ensure that objectives are achieved.

† Integrate ideas and steps within the strategic plan

† Facilitate the integration of strategic planning across the organization

† Serves objective criteria for decision making.

They are linked to our individual day-to-day roles as follows: 

The Linkages

The Corporate Master Plan designs what we want to achieve as an organisation over the full year. This is broken down into Functional Master Plans - what each of the 8 functions discussed earlier will achieve. From your Functional Head's KRAs, you will develop your individual KRA or Key Result Areas. 

Most good organisations will stop here, but we go one step further and break down our KRAs into 60 day PIPs - Personal Impact Planners. 

Our KRA format captures three main categories of work -

1. Bring the Outside In: Innovating, learning from our environment and constantly trying to improve our processes

2. Be diligent and focused: Which refers to working with high accuracy and thorough thinking

3. Scarcity Mindset: Being conscious of the time and cost we are spending on our activities. Achieving more with less is the key here!

This is our PIP Format. Let's learn more about our PIP tool in the next section ...


60-day PIP: What is it? 

•A prioritization tool that will help employees to choose Fewer, Bigger and Better priorities. 

•An individual employee’s  60 day Personal Impact on the business.  

•A coaching tool for managers to help their team members complete their targeted tasks

PIP: What is it not? 

•… target review tool 

•… reproduction of plans and projects 

•… tool for vague statements 

•… to-do, checklist 

The Connect between Business and my PIP

The 4 boxes

Let's see each of these 4 boxes in greater detail now! 

Box One: Priorities (Maximum 5)

•These are the areas where YOU CAN MAKE A DIFFERENCE 

•These are not tasks, transactions or routine work 

•These are your Big Goals, things that are unique to you 

•That’s why it’s limited to 5!

Box Two: Other things to do in these 60 days

Box Three: Actions for the next 60 days

Why should I capture items for the next PIP cycle here? 

Box Four: Off-My-Plate

My Box: PIP Learning Priority

Your Capability Building is a key Organisational Priority. It features on everyone’s PIP so that you take time out for them. The objective of these priorities are: 

1. Gain knowledge and skill to do your current job better 

2. Seek manager coaching on skills needed for future roles 

3. Process to update HR on your readiness for new roles

So make sure that in every PIP cycle, you identify at least one new learning priority. These are also tracked by HR, so if you need a specific intervention, you can let us know as well. 

Writing your PIP Priorities

Let's spend some time understanding how to make our PIP priorities Action-Oriented too. PIP Priorities in the Box One, must be written in such a way that they are actionable and easy to review. 

The format we recommend for the same is: 

"DO SomethingTO SomethingTO Achieve Something"

Let's look at an example... 

If your PIP priority this month is to increase sampling activity, you have to make the priority clear by writing something like "Conduct 5 sampling activities per week of ACT II IPC in ..... market in order to increase volume business of ACT II IPC by .... percentage."

Defining a priority more clearly helps in giving us a direction in which we can work and how to capture its impact also. 

Try the same with your own PIP now! 

HR: Compensation

ATFL Compensation Philosophy:  

1. To be competitive in the market and benchmark at the median of the market

We benchmark our pay with our competitive companies in the FMCG industry, and choose to pay at the median level for each role. 

2. Pay for Performance

Our 2nd principle is to differentiate pay on the basis of performance. The final increment is based on the company's performance, external market benchmark as well as the individual's performance. 


Every employee joining before Jan 15th of the year goes through the Performance Appraisal cycle, which starts in March. 

After reviewing the performance based on last year's KRAs, a rating is assigned to each employee in April, by the immediate manager and then the functional head. At ATFL, we follow the following rating scale. 

Based on the ratings, benchmark and overall company performance, the increments are determined. 

The increment letters reach the employees in July and the new pay structure is effective from July every year. 

Giving the Employee Flexibility: Cafeteria Approach to Compensation

 We at ATFL allow the employees to break down their pay in such a way that suits their lifestyle. Some need more in-hand whereas others may want to save taxes more while some others may want to focus on their retiral benefits. We give this choice to the employees, through our "Choice Pay" Component in CTC. 

In your salary slip you will notice there is a Basic Pay, Provident Fund and Gratuity sections, which are fixed. 

Apart from that, the Choice Pay can be distributed among the following components :

 • If you declare HRA (House Rent Allowance) of upto 40% of Basic Salary in non metros and 50% of Basic Salary in Delhi, Mumbai, Kolkata and Chennai, you don't need to pay tax on that amount as per the tax laws. 

• Medical Reimbursement up to Rs. 15,000/- per annum is tax-free. 

• Leave Travel Allowance claimed to travel to your home town once in 2 years, is considered tax free by law 

• Conveyance up to Rs. 19,200/- per annum is also tax free. This requires no supporting documents either. 

Further, at ATFL, we have provided a Super-annuation retiral benefit for our employees. You can choose whether you want to invest 15% or 1% towards this benefit. In case you choose 1%, the balance 14% of Basic can be taken as “Personal Pay", which will be subject to taxation.   

Important: How to access your pay-slip?  

The above URL is also added to your Favorites in Internet Explorer. Write in to excelity helpdesk in case you have not received your PIN and password. 

HR: Group Medical Insurance

Every employee at ATFL is entitled to Rs. 3 lacs of Group Medical Insurance. 

This covers the employee and his/her family (Spouse and kids) 

This amount can be topped-up by the employee

Remember to update HR on any changes in your family status (eg. marriage, child birth) so that we can extend the cover to them!

Cashless and emergency treatment options available 

•Get in touch with Usha Vellore (in HR) for more information.

HR: Leave

You are allowed the above 5 types of leaves. 

In order to apply for leaves, you need to inform your manager and enter the leave in the HR Management System (HRMS) - myCompass. 

myCompass is used for a number of other HR processes like KRA setting, PIP uploads, etc. 

This is explained in the next section. 

HR: myCompass

Accessing myCompass

You can access myCompass from the favorites section of your Internet Explorer. It appears on the top as "Adrenalin", as shown in this image. 

On the main home page, you will see multiple tools, which will help you with different HR processes online.

So for example, if you have to apply for leave, select the "Self Service" tab in the centre.  

From here, choose the Leave Request option as shown above. There are numerous other self-service options, which you can explore and use when you need. 

Finally to apply for a leave, choose the leave type and enter the details. You can apply for a full day or a half day leave. 

Before concluding every task, click "Submit" and remember to click "Reset" after that to ensure that the operation is registered in the system. You will get a success message once it's done. 

Contact any HR team member or your HR Buddy if you face any issues using myCompass.