Pavan'z New IAR Final Report

8/3/2019 Pavan'z New IAR Final Report

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PROJECT REPORT

ON RECRUITMENT AND SELECTION

onPharmaceutical Industry

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

B.PAVAN KUMARRegd No: 10R21E0035

Under The Guidance of

Miss. Kusuma[Asst. Professor]

MLR Institute of Technology

[Affiliated to Jawaharlal Nehru University, Hyderabad]Dundigal, Quthubullapur, Hyderabad-43

2010-2011

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CERTIFICATE

This is to certify that B. Pavan kumar bearing Reg. No.

10R21E0035, a student of MLR Institute of Technology, Hyderabad

pursuing her MBA has worked under my guidance and supervision

on her work entitled Project on Recruitment and Selection on

Pharmaceutical Industry. To the best of my knowledge this an

original piece of work.

Prof. Dr. K. UMA H.O.D, MBA DEPARTMENT

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DECLARATION

I B. Pavan kumar, do here by declare that the project report entitled

Project on Recruitment and Selection on Pharmaceutical Industry

being submitted to MLR Institute of Technology, JNTU, Hyderabad is

my own piece of work and it has not been submitted to any other

institute or published at any time before.

B. Pavan kumar

Regd No: 10R21E0035MLR Institute of Technology

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ACKNOWLEDGEMENT

I would like to express my gratitude and

indebtedness to Prof. Dr. K. Uma Head Of the Department, Miss.

Kusuma, Asst Professor, Dept of Management, MLR institute of

technology, Affiliated to JNTU UNIVERSITY Hyderabad, for their

guidance, valuable suggestions and constant encouragement

throughout my work.

I am thankful to all my faculty members, Head of thedepartment for providing all the necessary facilities and

encouragement for the present work.

B. Pavan kumarRegd No: 10R21E0035

MLR Institute of Technology

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INDEXS.No CHAPTER NAME CONTENTS Page No.

I INTRODUCTION

7 - 9

1.1 OBJECTIVES OF THESTUDY

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1.2 NEED OF THE STUDY

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1.3 SCOPE OF THE STUDY

111.4 LIMITATIONS OF THESTUDY

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II RESEARCHMETHODOLOGY

13 - 16

2.1

PRIMARY DATA 14

2.2

SECONDARY DATA 142.3

STATISTICAL TOOLS 14

2.4

HYPOTHESIS 15 - 16

III INDUSTRIES PROFILE

16 - 50

IV DATAANALYSIS &

INTERPRETATION52 - 56

QUESTIONNAIRE

v FINDINGS 62

BIBLIOGRAPHY 63

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Chapter I

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Introduction

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Pharmaceutical Industry profile

The Indian Pharmaceutical Industry today is in the front rank of Indias science-based industries with wide ranging capabilities in the complex field of drugmanufacture and technology. It ranks very high in the third world, in terms of

technology, quality and range of medicines manufactured. From simpleheadache pills to sophisticated antibiotics and complex cardiac compounds,almost every type of medicine is now made indigenously.

Playing a key role in promoting and sustaining development in the vital field ofmedicines, Pharma Industry boasts of quality producers and many unitsapproved by regulatory authorities in USA and UK. International companiesassociated with this sector have stimulated, assisted and spearheaded thisdynamic development in the past 53 years and helped to put India on thepharmaceutical map of the world.

The pharmaceutical industry has shown tremendous progress in terms ofinfrastructure development, technology base creation and a wide range ofproduction. Even while undergoing restructuring, it has established its presenceand determination to flourish in the changing environment. The industry nowproduces bulk drugs belonging to all major therapeutic groups. Strong scientificand technical manpower and pioneering work done in process development havecontributed to this. Total production of bulk drugs and formulations during 1997-98 is estimated at Rs. 26280 million and Rs. 120680 million respectively. Thegrowth rate has been around 15% for bulk drugs and 20% for formulations duringnineties. The performance on the export front is also noteworthy, clocking agrowth rate of more than 20% in 1997-98. Nevertheless, the scope to increase

the volume of exports is tremendous.

SUMMARY

This report has been made keeping in mind the Pharmaceutical i ndus t r y , i t sgrowth rate as compared to the g lobal Pharmaceut ica l Indust ry .India's US$ 3.1 billion pharmaceutical industry is growing at t h e r a t e o f 1 4p e r ce n t p e r y e a r . I t i s o n e o f t h e l a r ge s t a n d m o s tadvanced among the developing countries. The Pharmaceutical sector is highlyfragmented with more than20 ,0 00 re gis ter ed un its . I t ha s ex pa nd eddrast ical ly in the last two decades. The leading 250 pharmaceutical

companies control 70% of the market with market leader holding nearly 7% ofthe market share. It is an extremely fragmented market with severe pricecompetition and government price control. Then, we look at the market andgrowth scenario of Pharmaceutical companies in India which brings usto research on MATRIX PHARMALABS.

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Pharmaceutica l industry dev elops , produ ces, and mark ets drugslicensed for use as medications. Pharmaceutical companies can deal ingeneric and/or brand medications. They are subject to a variety of laws andregulations regarding the patenting, testing and marketing of drugs. The mainaim of a particular

Pharmaceutical Industrys to develop research and distribute drugs inorder to provide health care for the people in the soc iety . ThePharmaceutical Industry l ike other indu str ies is sub jec ted to fol lowcer ta in ru les and regu la t ions . The

Pharmaceutical Industry n e e d s t o f o l l o w r u l e s a b o u tp a t e n t , m a r k e t i n g as we ll as testing o f d rugs that are schedu ledto come to the market as medicines. Since the inauguration of the

Pharmaceutical Industry in the 19th century, it has covered a long way and now it

has become one of the most influential and successful industry in the world

Drug Discovery:

Drug Discovery is a process through which potential dr ugs a re des igned ordi sc ov er ed . I t ha s be en ob se rv ed in th e pa st that most of the drugswere invented by means of isolating the active component from remedieswhich are traditional in nature or through a n o t h e r k i n d o f d i s c o v e r y k n o w n a s s e r e n d i p i t o u s d i s c o v e r y .

Drug Development:

This process is taken forward after the discovery is done and a thing isiden tified as a po tentia l d rug . The deve lopment takes placeimmediately after that as the component is turned into a medicine. Sothis is also considered as a very important process and has greatimportance in the Pharmaceutical Industry. For the first time ever, in 2006, globalspending on prescription drug stopped $643 billion, even as growth slowedsomewhat in Europe and No r t h A m e r i c a .

Russia, South Korea and Mexico outpaced that market, growing a huge81percent .US profi t growth was maintained even whi lst other top

industries saw slowed or no growth. Despite this, the pharmaceuticalindustry is and has been for years the most prof i table of al lbus inesses in the U.S. In the annua l Fortune 500 survey , thepharmaceutica l industry topped the l is t o f the most profi tableindustries, with a return of 17%on revenue.

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1.1: OBJECTIVES OF THE STUDY

To evaluate the devices presence and sales in the market

To understand the knowledge of chemists on the device

demonstration, and their level of education to the patient

To compare the performance of devices from Dr. Reddys, Cipla and

Aurobindo to its competitors

To gather feedback of chemist on usage of Placebo Device

Demonstration kit placed in special counters for supporting the cause

of education the patient on usage of devices.

1.2:NEED OF THE STUDY

To understand and make them realize that devices play a vital role in

the management of airway diseases

To check the chemist understanding on demonstration of devices and

what else to be done for them to enhance their business in respiratory

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Sample size is confined only to 200 counters across Hyderabad

There may be respondent bias, as many retailers showed their

unwillingness to fill the questionnaire citing shortage of time

Chapter II

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RESEARCH METHODOLOGY

To carry out the objectives of the study, both the primary and secondary

data is collected from different sources.

2.1: Primary data

To conduct the market survey and in order to get the sales values, a

questionnaire was formulated and administered in HYDERABAD.

Questionnaire:

In this method questionnaire is sent to the persons or employees concernedwith a request to answer the questions and return the questionnaire. A

questionnaire consists of no of questions printed in a definite order. The

respondents have to answer the questions on their own.

2.2: Secondary data

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Secondary data is collected from different sources:

Websites of Dr.Reddys, Cipla, Aurobindo and other pharmaceutical

companies.

Journals and magazines are a part of sources for secondary

information

2.3: Statistical tool

Correlation: It is to measure the relationship which exists between the

variables under study for research activity.

2.4: Hypothesis

Hypothesis testing means subjecting a hypothesis to an appropriate empiricalscrutiny and statistical test to determine its validity. a researcher has to do anumber of things as per requirements for testing a hypothesis. Hypothesis testingis of 2 types. That are

1. Null hypothesis(Ho)

2. Alternative hypothesis (H1)

Hypothesis testing:

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Type of decision H0 true H0 false

Reject H0 Type I error ( ) Correct decision (1- )

Accept H0 Correct decision (1- ) Type II error ( )

The null hypothesis is specifically formulated for testing for possible rejection ornullification. Hence the name null hypothesis. It is accompanied by an alternativehypothesis

T-test

The t-statistic was introduced in 1908 by William Sealy Gosset.. Since hepublished his finding under a pen name student, it is known as students t-test. Itis suitable for testing the significance of a sample mean or for judging thesignificance of difference between the means of two samples, when the samplesare less than 30 in number and when the population variance is not known.When two samples are related the paired t0test is used. The t-test can also beused for testing the significance of the co-efficient of simple and partial

correlations.

Formula:

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http://en.wikipedia.org/wiki/T-statistichttp://en.wikipedia.org/wiki/William_Sealy_Gossethttp://en.wikipedia.org/wiki/T-statistichttp://en.wikipedia.org/wiki/William_Sealy_Gosset


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Where s is the sample standard deviation of the sample and n is thesample size. The degrees of freedom used in this test is n 1

Chi-square test

it is used to make a comparison between two or more nominal variables. unlikethe other tests of significance, the chi-square is used to make comparisonsbetween frequencies rather than between mean scores.

where

2 = Pearson's cumulative test statistic, which asymptotically approachesa 2 distribution.Oi= an observed frequency;Ei= an expected (theoretical) frequency, asserted by the null hypothesis;n = the number of cells in the table.

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http://en.wikipedia.org/wiki/Standard_deviation#Estimationhttp://en.wikipedia.org/wiki/Chi-square_distributionhttp://en.wikipedia.org/wiki/Chi-square_distributionhttp://en.wikipedia.org/wiki/Chi-square_distributionhttp://en.wikipedia.org/wiki/Chi-square_distributionhttp://en.wikipedia.org/wiki/Chi-square_distributionhttp://en.wikipedia.org/wiki/Standard_deviation#Estimationhttp://en.wikipedia.org/wiki/Chi-square_distribution


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Chapter III

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Company Profile

Dr. Reddy's Laboratories Ltd:

Established in 1984, Dr. Reddys Laboratories (NYSE: RDY) is an emergingglobal pharmaceutical company.

As a fully integrated pharmaceutical company, our purpose is to provideaffordable and innovative medicines through our three core businesses:

Pharmaceutical Services and Active Ingredients, comprising our ActivePharmaceuticals and Custom Pharmaceuticals businesses;

Global Generics, which includes branded and unbranded generics;and

Proprietary Products, which includes New Chemical Entities (NCEs),Differentiated Formulations, and Generic Biopharmaceuticals.

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Our products are marketed globally, with a focus on India, US, Europe andRussia. Dr. Reddys conducts NCE research in the areas of metabolic disorders,cardiovascular indications, anti-infectives and inflammation.

Our strong portfolio of businesses, geographies and products gives us an edge

in an increasingly competitive global market and allows us to provide affordablemedication to people across the world, regardless of geographic and socio-economic barriers.

Dr.Reddys CEO,Dr. K. Anji Reddy:

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Dr. K. Anji Reddy (a Bachelors of Science in Pharmaceuticals & FineChemicals from Bombay University, and a Ph.D in Chemical Engineeringfrom the National Chemical Laboratory, Pune) is the Founder-Chairman ofDr. Reddys. He served in the state-owned Indian Drugs andPharmaceuticals Limited from1969 to 1975, was Founder-Managing

Director of Uniloids Ltd from 1976 to 1980 and Standard Organics Limitedfrom 1980 to 1984, before founding Dr. Reddys in 1984.

Under Dr. Anji Reddys leadership, Dr. Reddys has become a pioneerand a trendsetter in the Indian Pharmaceutical industry. It turned theIndian bulk drug industry from import-dependent in the mid-80s to self-reliant in the mid-90s and, finally, into the export-oriented industry that it istoday.

Dr. Reddys was the first company to begin drug discovery research inIndia in 1993 and has led the industry in turning from copycats into

innovators. Dr. Reddys was listed on the New York Stock Exchange inApril 2001 (RDY) the first non-Japanese Asian pharmaceutical companyto be listed on the NYSE. The present turnover of the company is inexcess of 1 Billion U.S. dollars.

Dr. Reddy is a serving member of the Prime Ministers Council on Trade &Industry, Government of India. He is also a member of the Board ofGovernors of the Institute of Chemical Technology, University of Mumbai.

He is the Chairman of the Institute of Life Sciences, a public-privatepartnership initiative, set up on the campus of the University ofHyderabad, the first of its kind in the country. Dr. Reddy serves on theboard of the Hyderabad Eye Research Foundation and also on that of theVision Research Foundation, Chennai.

The Naandi Foundation, a non-profit development institute that strives

towards the eradication of poverty, has Dr. Reddy as its Chairman. He isalso Founder-Chairman of Dr. Reddys Foundation, the social arm of Dr.Reddys, which acts as a catalyst of change towards achievingsustainable development.

Dr. Reddy is a Fellow of the Indian National Academy of Engineering anda member of the General Body of the Birla Institute of Technology &Science, Pilani (Rajasthan).

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Dr. Reddy has been the recipient of several awards and honors. Notableamong them are the Sir P.C. Ray award, twice conferred on Dr. Reddy bythe Indian Chemical Manufacturers Association in1984 and 1992, and theFederation of Asian Pharmaceutical Associations (FAPA) FAPA-Ishidate

Award for Pharmaceutical Research in 1998.

He was voted Businessman of the Year by Indias leading businessmagazine Business India in the year 2001. Dr. Reddy is a recipient of thePadmashri Award in year 2001, conferred on him by the Government ofIndia for his distinguished service in the field of Trade & Economic Activityand Industry.

In recognition of his pioneering work and introduction of affordablemedicine, the Chemtech Foundation bestowed on him the Achiever of theYear award in the year 2000 and the Hall of Fame award in 2005, for his

Entrepreneurship, Leadership and thrust towards Innovation.

History:

Dr. Reddy's Laboratories Ltd. is one of India's leading pharmaceutical companieswith global ambitions. The company has departed from the Indianpharmaceutical market mainstream of copying patented drugs to pursue thedevelopment of its own--patentable--molecules. As such, the company hasalready achieved success with a number of promising anti-diabetic molecules. Atthe same time, Dr. Reddy's is pursuing a share of the lucrative, but highlycompetitive, U.S. generics market, including the higher-margin "branded generic"market. Dr. Reddy's operates through several strategic business units, including:

Branded Finished Dosages; Generic Finished Dosages; Bulk Actives; CustomChemicals; Biotechnology; Diagnostics; Critical Care; and Discovery Research.A leader in its domestic market, the company is also active on the internationalscene, which accounted for 64 percent of the company's total sales of Rs 18billion ($392 million) in 2003. North America contributed 32 percent of sales,while Russia added 28 percent. The rest of the company's international revenueswere generated through the Asian, African, and South American markets. Dr.Reddy's is led by founder and Chairman Dr. Anji Reddy and CEO (and Reddy's

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son-in-law) G.V. Prasad. Dr. Reddy's Laboratories was the first Asianpharmaceutical company, excluding Japan, to list on the New York StockExchange.

Bulk Actives to Generics in the 1980s :

In 1970, the Indian government, then led by Indira Ghandi, abrogated lawsrespecting international pharmaceutical patents. The move, meant to reduce thecost of providing healthcare to India's large and exceedingly poor population, hadthe effect of supercharging the country's pharmaceutical sector. With a longhistory in process chemistry, and a large and highly educated pool of scientists,the sector quickly became experts at reverse-engineering, and then copying, thedrugs developed by the world's large multinationals.

The new industry quickly became one of the world's most energetic markets--bythe 1990s, there were more than 20,000 companies operating in India's

pharmaceuticals industry. Indian producers were able to produce drugs and theircomponents for a fraction of the cost of their Western counterparts, and quicklyfound an enormous demand throughout the developing world.

Dr. Anji Reddy, the son of a well-to-do turmeric farmer in Andra Pradesh in thesouth of India, was one of the early entrants into the new and fast-growingmarket. Reddy traveled to Bombay to pursue pharmacology studies, then went

on to earn a Ph.D. in chemical engineering. Reddy then went to work for state-owned pharmaceutical company IDPL. At the time IDPL had been reliant onRussian technology; yet the company quickly turned the tables, gainingexpertise--and eventually providing that to Russia itself.

Reddy remained with IDPL into the early 1970s. The change of law and the riseof new opportunities in the pharmaceutical industry, however, encouraged him toset up his own business, and in the mid-1970s, Reddy founded a company forproducing and selling bulk actives--the basic ingredients of drug compounds--topharmaceutical manufacturers. Reddy's clientele soon featured a host of nationaland multinational companies, such as Burroughs Wellcome and others.

In the early 1980s, however, Reddy sought to aim higher and establish himselfas a manufacturer of finished products. In 1984, Reddy founded Dr. Reddy'sLaboratories, using $40,000 of his own, backed by a bank loan for $120,000.Reddy jumped into the market of producing copies, taking advantage of the 1970law. As he told Forbes: "We are products of that. But for that, we wouldn't behere. It was good for the people of India, and it was good for this company."

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Reddy's grew quickly, adding a large number of formulations, and achievingstrong local success with its NISE range of painkillers. The company also hadsuccess with its copy of Bayer's antibiotic ciprofloxacin and, especially, withAstraZeneca's omeprazole, which, under the trade name Losec, had become theworld's largest-selling drug. That drug provided fortune for Dr. Reddy's as well,

as Reddy told the Financial Times: "After Astra, I think I must be the largestproducer in the world."

Meanwhile, Reddy's took advantage of India's low wage and production costs toboost its production of bulk actives. By 1986, the company prepared to expandstill further, and listed its stock on the Bombay exchange. In that year, also, thecompany began its first exports of bulk actives, including methyldopa.

The company achieved another crucial milestone in 1987 when it gained U.S.FDA approval for its ibuprofen formulation. That approval, which was coupledwith the all-important FDA certification of its factory, marked the start of the

company's international formulations exports.

Risking on Research in the 1990s:

By the early 1990s, Reddy's, like its Indian counterparts, boasted a wide range of

"copied" drugs in its portfolio. International sales were also becoming anincreasingly important part of the company's total revenues, a trend boosted bythe company's entry into the Russian market in 1991. That country later grew intoone of the company's primary export markets.

Reddy himself, however, by then joined by son-in-law and future CEO G.V.Prasad, recognized that continued pressure from multinational drug companies,with political backing from their domestic governments, coupled with India'sdesire to join the World Trade Organization, would eventually lead to the re-imposition of respect for international drug patents. At the same time, competitionamong Indian manufacturers--with as many as 100 companies producing

knockoffs of the same drug preparation--had become increasingly heavy, makingit harder to generate profits. Meanwhile, the restriction-free market in India hadled to a mass exodus of the country's highly regarded researchers and scientists.

These factors led Dr. Reddy's to a dramatic strategic shift. In 1992, Reddyfounded Dr. Reddy's Research Foundation and determined to lead his companythrough the transition from copier to pharmaceutical innovator. By 1993, thecompany's new research and development wing was operational, and it set to

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work performing "drug discovery" work in a variety of fields, including metabolicdisorders, such as diabetes, and cancer treatments, among others.

Reddy's shift initially met with skepticism from the Indian community. As Reddytold the Financial Times: "I made a statement in Bangalore in 1993. I said: 'Don't

think that because we don't have millions of dollars we cannot invent new drugs.Don't shy away from this.' But nobody had the conviction that an Indian companycould discover anything."

Nonetheless, for its research and development effort, Reddy's adopted astandard practice among even the largest multinationals, that of developing"analogue" preparations of existing drugs. By slightly altering the composition ofa molecule or preparation, Reddy would be able to present a new drug, whichwas sufficiently different chemically to achieve a separate patent.

Going Global in the 21th Century:

The year 1997 marked a new era for Dr. Reddy's. In that year, the U.S. FDAadopted new rules, designed to encourage the growth of the generic drugsmarket in the United States, which provided a six-month exclusivity period for thefirst company to gain approval to market newly available drugs in a generic form.Dr. Reddy's decided to get in on the action--as an estimated $60 billion of drugswas expected to outgrow their patents over the next ten years--and in 1997 thecompany filed an abbreviated new drug application (ANDA, used for registering adrug in its generic formula) for a generic version of the popular anti-ulcermedication Zantac.

Buoyed by its early success, Dr. Reddy's moved to expand its operations at the

turn of the century. In 1999, the company made a new acquisition, buying upAmerican Remedies Limited, based in Chennai, boosting its formulationscapacity. That year, also, the company set up a research and developmentsubsidiary, Reddy US Therapeutics, in Atlanta, Georgia, placing part of its drugdiscovery effort closer to the U.S. market.

In 2000, the company made another important acquisition, this time of CheminorDrugs Limited, which enabled Dr. Reddy's to claim the number three spot among

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Indian pharmaceutical companies. That year, the company launched thecommercial distribution of its first generics in the United States. Back home, thecompany's research efforts had paid off with the filing of an Investigational NewDrug Application for an anti-cancer molecule developed in the company's labs.

Dr. Reddy's global ambitions now took it to the New York Stock Exchange, wherethe company listed its stock in 2001, becoming the first Asian pharmaceuticalcompany outside of Japan to do so. The company clearly revealed its ambitions,as Reddy told Business Week: "We want to be a truly innovative companydiscovering and marketing drugs the world over." That year, the company scoreda new success in its research activities, licensing a second-generation anti-diabetic molecule to Novartis in a deal worth some $55 million. Meanwhile, onthe generics front, the company was lifted when its application for a 40mggeneric version of the popular anti-depressive Prozac was awarded a 180-dayexclusivity period. That period generated some $56 million--nearly all profit--forthe company.

By 2002, the Indian government had agreed to re-introduce patent enforcementin the pharmaceutical industry, starting in 2005. Although some observersquestioned whether the company would maintain the political will to enforce thenew rules, Dr. Reddy's emerged as one of only a handful of Indian companiescapable of independent research. Indeed, the company had continued to build upits research capacity. In 2001, it had created a new subsidiary, AurigeneDiscovery Technologies, dedicated to the biotechnology sector.

The year 2002 also marked the company's first overseas acquisition, when itpaid 9 million to acquire the United Kingdom's BMS Laboratories Ltd. and itsmarketing and distribution subsidiary Meridian Healthcare Ltd. That purchaseenabled the company to expand into the U.K.--and ultimately European--genericsmarket.

At the end of 2002, Dr. Reddy's scored a new victory in the U.S. market, when itsuccessfully defeated lawsuits lobbied by Pfizer to prevent the Indian company'smarketing of its own variant of the pharmaceutical giant's Novasc. The companythen began preparations to introduce its version of the drug in 2003. Yet the newcompound was expected to mark a new step for the company, as it becamedetermined to enter the higher-margin branded generics category.

Dr. Reddy's backed this change in strategy with a new portfolio of drugs,including the filing of an ANDA for fexofenadine HCI (better known as Allegra,from Aventis) in April 2003. In July of that year, the company scored a newvictory when it was granted tentative FDA approval to develop and marketgeneric versions of the Bristol Myers Squibb drug Serzone. Dr. Reddy's

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appeared well on its way to achieving its goal of becoming a globalpharmaceutical company.

Principal Subsidiaries:

Aurantis Farmaceutica Ltda (Brazil; 50%); AurigeneDiscovery Technologies Inc. (U.S.A.); Aurigene Discovery Technologies Limited;Cheminor Drugs Limited; Compact Electric Limited; Dr. Reddy's Exports Limited(22%); Dr. Reddy's Farmaceutica Do Brazil Ltda.; Dr. Reddy's Laboratories (EU)Limited (U.K.); Dr. Reddy's Laboratories (Proprietary) (South Africa); Dr. Reddy'sLaboratories (UK) Limited; Dr. Reddy's Laboratories Inc. (U.S.A.); DRLInvestments Limited India; Kunshan Rotam Reddy Pharmaceutical Co. Limited(China; 51%); OOO JV Reddy Biomed Limited (Russia); Pathnet India PrivateLimited (49%); Reddy Antilles N.V. (Antilles); Reddy Cheminor S.A. (France);Reddy Netherlands B.V.; Reddy Pharmaceuticals Hong Kong Limited; ReddyPharmaceuticals Singapore; Reddy US Therapeutics Inc.; Zenovus Biotech

Limited.

Principal Competitors:

RPG Enterprises; GlaxoSmithKline ConsumerHealthcare Ltd.; East India Pharmaceutical Works Ltd.; Cipla Ltd.; ConceptPharmaceuticals Ltd.; Khandelwal Laboratories Ltd.; Dabur India Ltd.

Branded Generics:

Our Branded Generics portfolio offers over 200 products in the major therapeuticareas of gastro-intestinal, cardiovascular, pain management, oncology, anti-infectives, paediatrics and dermatology. Brands like Omez, Ciprolet, Nise, Enam,

Ketorol, Exifine and Cetrine enjoy leadership positions in several key markets,including India, Romania, Venezuela, Russia & the CIS countries.

Our 2,000 plus representatives, armed with technology enabled devices andsupported by a well integrated back-end service deliver value to our customerson every call. Deep customer relationships, quality medicines and consistentlydelivered promise make us a trusted brand across the world.

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Unbranded Generics:

In the unbranded generics space, we have capitalized on every opportunity tobring our high-quality products to more people around the world. A synchronizedsupply chain that leverages our strong product development capabilities, state-

of-the-art manufacturing and vertical integration with our own APIs has created acreditable track record of successful Day 1 launches, with significant marketshares in all our key markets. Our transparent and strong relationships withpharmacy chains, insurance funds and other distributor networks help us deliverupon our promise to customers and patients globally.

Our generics offerings deliver quality at cost-effective prices in the highlyregulated markets of the United States, UK and Germany. In the US, we rankamong the top 12 generic companies, with 34 product families being marketedand a large pipeline pending approval. In the UK, we have more than 30products in the market. Our acquisition of betapharm, Germany's 5th largest

generics company, further consolidated our presence in the European Union(EU), with 145 products in the market

Vision:

Dr. Reddys is functioning on the principles of Viable Vision. This vision hasbeen translated into a two-pronged strategy; where one focus is to ensure wideproduct availability. The other is to develop products more efficiently throughfocused project management techniques. Quality by Design is one suchtechnique.

Quality by Design (QbD) is a quality concept that deals with a systematicapproach to development. It begins with predefined objectives, emphasisesproduct and process understanding, involves process control, and is based onsound science and quality risk management.QbD works on the principle that quality should be built-in to products deliberately.In order for this to take place a thorough understanding of the product andprocess by which it is developed and manufactured is required. At all times, there

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should be absolute clarity on the risks involved in manufacturing the product andhow best to mitigate them.

As a process QbD must be implemented in clear, defined and quantifiablephases. The groundwork for implementing QbD lies in documentation andtechnical upgradation. Every level of the production process needs to be well-documented.

Once the basics are in place, processes such as Design of Experiment (DoE),

Failure Modes and Effects Analysis (FMEA), and Process AnalyticalTechnologies (PAT) need to be implemented.

MISSION:

To empower under-privileged youth through sustainable livelihoods.

OUR VALUES:

Quality We pursue excellence in whatever we do. Integrity We practise

honesty and transparency in our actions under all circumstances.

Respect for the Individual We value every individual who we work withand for - nurturing an inclusive and trusting culture.

Innovation and Continuous Learning We foster a culture of innovation andlearning to continuously respond to the changing social and livelihoodneeds.

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Collaboration and Teamwork We seek to collaborate and work togetherwith all stakeholders to enhance value of all that we deliver Frugality

We believe that we must make every rupee spent count for the larger

mission and practise frugality as a way of life.

Cipla Laboratories Ltd.

Cipla, is a prominent Indian pharmaceutical company, best-known outside its

home country for manufacturing low-cost anti-AIDS drugs for HIV-positive

patients in developing countries. Founded by Khwaja Abdul Hamied as The

Chemical, Industrial & Pharmaceutical Laboratories, Cipla makes drugs to treat

cardiovascular disease, arthritis, diabetes, weight control, depression and many

other health conditions, are atorvastatin, amlodipine, fluoxetine, venlafaxine

hydrochloride and metformin. Recently, Cipla sold the manufacturing rights of its

high-end emergency contraceptive pill, I-pill, to its pharma field counterpart

Nicholas Piramal (Piramal Healthcare) for Rs. 95 million. Cipla earned a revenue

of total Rs. 33 million (approx.)

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http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Pharmaceutical_companyhttp://en.wikipedia.org/wiki/Pharmaceutical_companyhttp://en.wikipedia.org/wiki/AIDShttp://en.wikipedia.org/wiki/Khwaja_Abdul_Hamiedhttp://en.wikipedia.org/wiki/I-pillhttp://en.wikipedia.org/wiki/Nicholas_Piramalhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Pharmaceutical_companyhttp://en.wikipedia.org/wiki/AIDShttp://en.wikipedia.org/wiki/Khwaja_Abdul_Hamiedhttp://en.wikipedia.org/wiki/I-pillhttp://en.wikipedia.org/wiki/Nicholas_Piramal


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Apart from its presence in the Indian market, Cipla also has an export market

and regularly exports to more than 150 countries in regions such as North

America, South American, Asia, Europe, Middle East, Australia, and Africa.

For the year ended 31 March 2007 Ciplas exports were worth approximately Rs.

17,500 million. Cipla is also considerably well-known for its technological

innovation and processes for which the company received know-how loyalties to

the tune of Rs. 750 million during 2006-07. Cipla has been approved by

regulatory bodies such as:

World Health Organization

Food and Drug Administration (FDA), USA

Therapeutic Goods Administration (TGA), Australia

Pharmaceutical Inspection Convention (PIC), Germany

National Institute of Pharmacy (NIP), HungaryT

Cipla CEO, Khwaja Abdul Hamied,

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Khwaja Abdul Hamied, the founder of Cipla, was born on October 31,1898. The fire of nationalism was kindled in him when he was 15 as hewitnessed a wanton act of colonial highhandedness. The fire was to blaze

within him right through his life.In college, he found Chemistry fascinating. He set sail for Europe in 1924and got admission in Berlin University as a research student of "TheTechnology of Barium Compounds". He earned his doctorate three yearslater.

In October 1927, during the long voyage from Europe to India, he drew upgreat plans for the future. He wrote: "No modern industry could have beenpossible without the help of such centres of research work where men areengaged in compelling nature to yield her secrets to the ruthless search ofan investigating chemist." His plan found many supporters but no

financiers. However, Dr Hamied was determined to being "a small wheel,no matter how small, than be a cog in a big wheel."

History;

Cipla is born

In 1935, he set up The Chemical, Industrial & PharmaceuticalLaboratories, which came to be popularly known as Cipla. He gave thecompany all his patent and proprietary formulas for several drugs andmedicines, without charging any royalty. On August 17, 1935, Cipla wasregistered as a public limited company with an authorised capital of Rs 6

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lakhs.

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The search for suitable premises ended at 289, Bellasis Road (the presentcorporate office) where a small bungalow with a few rooms was taken onlease for 20 years for Rs 350 a month.

Cipla was officially opened on September 22, 1937 when the first productswere ready for the market. The Sunday Standard wrote: "The birth ofCipla which was launched into the world by Dr K A Hamied will be a redletter day in the annals of Bombay Industries. The first city in India cannow boast of a concern, which will supersede all existing firms in themagnitude of its operations. India has lagged behind in the march ofscience but she is now awakening from her lethargy. The new companyhas mapped out an ambitious programme and with intelligent directionand skillful production bids fair to establish a great reputation in the East. "

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Mahatma Gandhi visits Cipla;

Mahatma Gandhi visits Cipla (July 4th 1939)

July 4, 1939 was a red-letter day for Cipla, when the Father of the Nation,Mahatma Gandhi, honoured the factory with a visit. He was "delighted to visitthis Indian enterprise", he noted later. From the time Cipla came to the aid ofthe nation gasping for essential medicines during the Second World War, thecompany has been among the leaders in the pharmaceutical industry inIndia.


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VISION:

To heal and to become the biggest and the most admired pharmaceuticalcompany in INDIA

MISSION:

Cipla commits itself to endeavour to satisfy our customers' needs in everymanner possible: through excellent service, by developing and marketing aneffective, safe, quality product and by offering our product at a price affordable toall patients.

We further commit ourselves to contributing to continued medical education andresearch into new drug delivery systems in the belief that this contribution willimprove technical know-how and ultimately benefit all patients .

It is our dream that through our policy of dedication and commitment we willcreate an environment whereby Cipla will come to be recognised as thepreferred partner in medicine.

VALUES:

At Cipla our values are camaraderie and team spirit, to be inspired andpassionate about what we do. We have a desire to win the business and we

operate with respect and integrity. We strive to dazzle our customers with greatservice and care.

We go the extra mile to make it better for those we serve as customers and thepublic who use our products.

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On October 31, 1939, the books showed an alltime high loss of Rs 67,935.That was the last time the company ever recorded a deficit.

In 1942, Dr Hamied's blueprint for a technical industrial research institutewas accepted by the government and led to the birth of the Council ofScientific and Industrial Research (CSIR), which is today the apex researchbody in the country.

In 1944, the company bought the premises at Bombay Central and decidedto put up a "first class modern pharmaceutical works and laboratory." It was

also decided to acquire land and buildings at Vikhroli. With severe importrestrictions hampering production, the company decided to commencemanufacturing the basic chemicals required for pharmaceuticals.

In 1946, Cipla's product for hypertension, Serpinoid , was exported to theAmerican Roland Corporation, to the tune of Rs 8 lakhs. Five years later, thecompany entered into an agreement with a Swiss firm for manufacturingforomycene.

Dr Yusuf Hamied, the founder's son, returned with a doctorate in chemistryfrom Cambridge and joined Cipla as an officer in charge of research and

development in 1960.

In 1961, the Vikhroli factory started manufacturing diosgenin. This heraldedthe manufacture of several steroids and hormones derived from diosgenin.


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Aurobindo Pharma Limited.

Aurobindo Pharma was born of a vision. Founded in 1986 by Mr.P.V.Ramaprasad Reddy, Mr. K.Nityananda Reddy and a small, highly committed

group of professionals, the company became a public venture in 1992. Itcommenced operations in 1988-89 with a single unit manufacturing semisynthetic penicillins (SSPs) at Pondicherry.

Aurobindo Pharma had gone public in 1995 by listing its shares in various in thecountry. The company is the market leader in semi-synthetic penicillin drugs. Ithas a presence in key therapeutic segments like SSPs, cephalosporins, antiviralsCNS, cardio-vascular, gastroenterology, etc. Over the years, the AurobindoPharma has evolved into a knowledge driven company. It is R&D focused, has amulti-product portfolio with multi-country manufacturing facilities.

Aurobindo Pharma created a name for itself in the manufacture of bulk actives,its area of core competence. After ensuring a firm foundation of cost effectiveproduction capabilities and a clutch of loyal customers, the company has enteredthe high margin speciality generic formulations segment, with a global marketingnetwork.

The formulation business is systematically organised with a divisional structure,and has a focused team for each key international market. Aurobindo believes ingaining volume and market share in every business/segment it enters.

Aurobindo has invested significant resources in building a mega infrastructure for

APIs and formulations to emerge as a vertically integrated pharmaceuticalcompany. Aurobindos five units for APIs and four units for formulations aredesigned for the regulated markets.

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Aurobindo CEO, Mr. N. Govindarajan.

Aurobindo Pharma Limited is pleased to announce the appointment of Mr. N.Govindarajan as Chief Executive Officer (APIs & CRAMS) with effect from 7thOctober 2010.

Mr. N. Govindarajan will oversee Active Pharmaceutical Ingredients (APIs)Operations and CRAMS development business at Aurobindo. He will bereporting to the Managing Director of the Company.

Mr. Govindarajan is an Engineer by training from Annamalai University andhaving almost two decades of experience across a variety of domains such asBulk Drugs, CRAMS, and Finished Dosages & Biotechnology.

Prior to joining Aurobindo Pharma, Mr. Govindarajan served as the ManagingDirector & CEO of Shasun Pharmaceuticals Limited and has been instrumentalin Shasun expanding its horizons beyond India and as one of the frontrunners inthe Indian CRAMS space.

Speaking on the occasion, Mr. Ramprasad Reddy, Chairman, AurobindoPharma, said, "We are happy to welcome Mr. N. Govindarajan as an integral partof the Aurobindo Pharma family. He brings with him extensive and diverse

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experience, which we believe will help Aurobindo Pharma to augment its positionin the market as leaders in pharmaceutical manufacturing."

HISTORY:

1986

The Comp. was incorporated on 26th December as a Private Limited company &was converted into a Public Limited Comp. with effect from 30-4-1992. TheComp. is registered with the Registrar of Companies, Andhra Pradesh atHyderabad.

The chief promoters of the Company are Shri P.V. Ramaprasad Reddy & Shri K.Nityananda Reddy. Aurobindo Pharma Limited is one of leading manufacturersof life saving anti-biotic bulk drugs in India with excellent track record ofprofitability & growth.

The Comp. has developed inhouse technology for manufacture of the bulk drugsas well as formulations. The Comp. is one of largest manufacturers of Ampicillinand Cloxacillin in India.

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1992

Another unit was also set up for manufacture of CMIC Chloride, a bulk drugintermediate at Pashamylaram, near Hyderabad. Through another Comp.namely, Chaitanya Organics Pvt. Ltd., which is now being merged withAurobindo Pharma Limited.

The Comp. issued Bonus Shares in the ratio of 1:1 in May, in the ratio of 2:1 inJune, 1993 & in the ratio of 7:20, in November 1994. The Comp. follows the

Mercantile System of Accounting and recognises Income & Expenditure onAccrual basis.

1993

The Comp. has set up two more units during the year, viz.,is Bulk drug unit atBollaram, near Hyderabad. is Formulations unit at Kukatpally, near Hyderabad.

The Comp. is setting up a Bulk Drug cum Formulation Plant to produce sterileBulk Drugs like Ampicillin Sodium [Steriles] IP/BP, Cloxacillin Sodium [Steriles]IP/BP, & cephalosporins [Steriles] Bulk Drugs & Formulations in the dosageforms like sterile powder injectables, small volume parenterals, Capsules &Tablets.

1994

The installed capacity of Pondicherry Unit of Comp. is increased from 204 TPA to300 TPA during the current year .The Bollaram unit is for manufacture of anti-biotic bulk drugs, namely Cloxacillin, & Dicloxacillin mainly for exports.

The Comp. has set up a separate block in the same premises during the current

year, 1994-95 for manufacture of high value drugs namely Astemizole,Domeperidone, Famotidine & Omeprazole, with an installed capacity of 9 TPA.

The Kukatpally unit is for manufacture of pharmaceutical formulations with aninstalled capacity of 360 lakhs tablets & 480 lakhs capsules per annum.

During the current year the Comp. has increased the installed capacity ofmerged Comp. Chaitanya Organics Pvt. Ltd., from 120 TPA to 144 TPA. Further

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a new bulk drug intermediate namely DCMIC Chloride is also manufactured inthis unit from April. The Comp. has also expanded the above unit by setting up aseparate block for manufacture of Norfloxacillin & Pefloxacillin with an installedcapacity of 60 TPA. The Comp. proposed to acquire two generators of 250 KVAcapacity each as standby arrangement.

The Comp. has entered into domestic formulations market in 5 States and plansto launch in other states shortly. The Comp. has agency set-up at Srilanka,Thailand, Russia and Nigeria for marketing its products. It proposes to set up itsown marketing offices at Hongkong, Moscow & Nigeria to promote bulk drugsales.

The Comp. is a member of Patancheru Effluent Treatment Plant Limited &Jeedimetle Effluent Treatment Plant. All the Assets & Liabilities of M/s. ChaitanyaOrganics Pvt. Ltd. will be taken over by M/s. Aurobindo Pharma limited witheffect from 1st April, on completion of amalgamation formalities.

1995

In January, Videocon International & Videocon Appliances sold a tranche ofAurobindo shares to the public at a premium of Rs 180.

1997

Glaxo [Indias], the Indian subsidiary of UK-based multinational, is understood tobe negotiating with the Hyderabad-based Aurobindo Pharma for an alliance tomeet its global bulk drug requirements. The annual capacities now stand at 300

million of capsules & 840 tonnes of bulk drugs. The Comp. proposes tomanufacture fourth generation cephalosporins such as 7-ACA, cephalexin,cephatoxime & cephazolin.

1998

AUROBINDO Pharma Ltd is setting up two wholly-owned subsidiaries in the US& Hong Kong to increase its presence in the international market.

The Comp. is one of largest bulk manufacturers of semi-synthetic penicillin[SSPs] products such as ampicilin and Amoxycillin. It is the world fourth largest

producer of ampicillins and fifth largest producer of amoxycillins. The Comp. hasalso launched new formulations like auronim Suspension in the paediatricsegment.

The Comp. has obtained the shareholders permission to invest $2,00,000 in theshare capital of Aurobindo Pharma [Miamis] Inc in USA and $150,000 in theshare capital of Aurobindo Pharma [Hong Kongs] Pte Ltd.

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1999

The Hyderabad-based Aurobindo Pharma had received in-principle approvalfrom the Board of Industrial & Financial Reconstruction [BIFRs] in March to buythe plant.

APL is today the most cost-efficient producer of SSPs in India & a low costinternational producer of other value added bulk drugs and drug intermediaries.

Aurobindo currently manufactures three types of drugs including cephalosporin-based formulations, drugs for gastroenterology and pain-related products.

The Comp. proposes to deploy the issue proceeds to part-finance its R&D thrust& the growth of its formulations business. APL plans to meet the further fundsrequirement for its capital expenditure programme, if any, through internalaccruals. The board of directors has allotted 5,51,000 equity shares of Rs.10each at a premium of Rs.480 per share by private placement on preferentialbasis to FIIs, FIs, MFs & bodies corporate etc.

2000

Aurobindo Pharma limited a major producer of semi-synthetic penicillins in thecountry, proposes to set up two joint venture companies in the US tomanufacture cephalosporins & non-cephalosporins. Aurobindo Pharma is settingup two joint ventures for formulations in the US, with an investment of $12million. As per the scheme of Amalgamation equity shares of Aurobindo PharmaLimited will be exchanged to the shareholders of Sri Chakra Remedies Limitedfor every 100 equity shares held by them.

2001

Hyderabad based Aurobindo Pharma has restructured its managementresponsibilities in view of major growth initiatives to be taken to create a platformfor penetrating attractive global markets. P V Ramaprasad Reddy, formermanaging director, has been appointed executive chairman, while K NityanandaReddy, former joint managing director & co-promoter, has been appointedmanaging director, APL informed the Bombay Stock Exchange on July 4.

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Aurobindo Pharma Ltd today announced the launch two more drugs-- Efavirenz[Viranzs] & Nelfinavir [NELVEXs]-- for treatment of AIDS.

2002

Three existing Directors, Mr Srinivas Lanka, Mr A J Kamath & Mr A Siva RamaPrasad have stepped down from the directorship, thus making room forappointment of independent external directors. Accordingly, their resignationswere accepted. While Mr Srinivas Lanka will be considered for reappointment asnon-executive independent Director, Mr A J Kamath will assume theresponsibility of group financial advisor. Further, it is planned to retain the

services of Mr A Siva Rama Prasad for group operations.

2003

The Board of Directors of Aurobindo Pharma Ltd has approved the appointmentof Dr K A Balasubramanian as an additional director on the Board of Directors ofcompany. Dr Balasubramanian shall be an independent, non-executive director.Aurobindo informed BSE that Citadel Aurobindo Biotech Ltd, a 50:50 Jointventure company introduced Aztreonam a Monabactam Betalactam antibiotic forfirst time in the Indian Pharma Market with a brand name 'TREONAM'.

Aurobindo Tongling [Datongs] pharmaceuticals Ltd, China , a JV between APL &Shanxi Tongling Pharmaceuticals co. has set up for manufacture ofpharmaceutical products for local market.

With a view to manufacture Pen G, a raw material essential for production ofsemi-synthrtic pencillin, Aurobindo has infused Rs 59cr in a flagshipAurobindo[Datongs] Pharma Ltd.

Aurobindo Pharma has launched second joint venture Comp. in US for purposeof Research & Development. Allots 950,000 equity shares to promoters/directorsby way of conversion of warrants

Board approves the issue on a preferential basis, of an aggregate upto3,100,000 equity shares of Rs.5/- each at a price of Rs.302/- per equity share[including a premium of Rs.297 per equity shares], totalling up to Rs.93.62 cr

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Company ropes in Merlion India Fund 1, Mauritius, for allotting 31 lakh equityshares on a preferential basis at a price of Rs 302 per share, including apremium of Rs 297 per share, totalling Rs 93.62 crore

2004

Ms P. Suneela Rani, has sold 6,80,000 equity shares of Rs 5 each of company,constituting 1.4 per cent of equity of its current paid-up equity of Rs 24.2 crore.These shares were sold in the open market from December 23-31 last year

Aurobindo Pharma Ltdhas announced that it has received its first Certificate ofSuitability [CoSs] approval from the European Directorate for Quality Medicines[EDQMs] for its product in the therapeutic segment of gastroenterology.

Aurobindo Pharma Ltd has informed that the members at the EGM of Comp.held on December 26, 2003 have unanimously approved the following specialresolution : 'Issue of equity shares under preferential allotment guidelines ofSEBI'. Further, the Comp. has also informed that delisting of securities of Comp.from Ahmedabad Stock Exchange was approved w.e.f. January 15, 2004.

2005

USFDA part of Department of health & human science approves UNIT VIII facilityas a site to manufacture APIs for US Market.

Aurobindo AIDS drug receives US FDA clearance

Aurobindo Pharma gets EDQM approval for Flucloxacillin Sodium

Aurobindo Pharma receives approval for Sertraline Hydrochloride Tablets

Aurobindo Pharma receives approval for Cephalexin Capsules by US FDA

Aurobindo receives final approval of Mirtazapine Orally Disintegrating Tablets

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2006

Aurobindo Pharma receives final approval of Mirtazapine ODT 45mg for USmarketAurobindo Pharma receives final approval of Mirtazapine ODT 45mg forUS market Aurobindo Pharma Ltd has announced that the US FDA has granted

tentative approval for Company Simvastatin Tablets USP 5 mg, 10 mg, 20 mg,40 mg & 80 mg

Aurobindo receives US FDA approval for Didanosine [Chewables] Tablets-Aurobindo Pharma Ltd has announced that it has received the marketingauthorization approval from Medicines Evaluation Board [MEBs],NETHERLANDS for Mirtazapine 15, 30 & 45 mg orally disintegrating tabletscontaining the active ingredient Mirtazapine.

Aurobindo Pharma Ltd has appointed Mr. A.Mohan Rami Reddy as Comp.Secretary of Company. Aurobindo Pharma receives final approval for

SIMVASTATIN tablets from USFDA. Aurobindo arm acquires Dutch firmPharmacin.

2007

Aurobindo Pharma Ltd has received one more approval from USFDA forCefadroxil capsules 500 mg. Aurobindo Pharma Ltd has announced that onJune 13, 2007 the Comp. unveiled their new Logo & Corporate Identity at aceremony in Hyderabad.

2008Aurobindo Pharma Ltd has announced that the Comp. has received an approvalfrom the US Food and Drug Administration to market its 300mg CefdinirCapsules in the US market. The drug falls under the Anti-bacterial segment & isa generic equivalent of Abbott Laboratories, OMNICEF.

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Aurobindo Pharma Ltd has appointed Mr. K Raghunathan as an AdditionalDirector of Comp. at the Board Meeting held on January 30, 2008.

Aurobindo Pharma Ltd has announced that the Comp. has been awarded ARVcontract worth Rs 70 crores for 3 products which are WHO / USFDA pre-qualified

by National Aids Control Organization [NACOs].

VISION & MISSION:

VISION:

"To become Asia's leading and one among the top 15 generic Pharmacompanies in the world, by 2015"

Mission:

Aurobindo's mission is to become the most valued Pharma partner for the WorldPharma fraternity by continuously researching, developing and manufacturing awide range of pharmaceutical products complying to the highest regulatorystandards

Values:

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BUSINESS CARE:

Business care can be defined as a continuous monitoring and improving ofperformance indicators.

Operational Excellence: is a continuous journey of excellence whereineach and every employee can see the flow of value to the customer and fix thatflow when it fails to deliver.

Demonstrate excellence in business and technical processes. Driving down cost of manufacturing

o Improving equipment utilizationo Discarding non-value adding (NVA) activitieso Improving manpower deployment

Improving Process , people and equipment safety Solving workplace problems and defects with long term focus and based

on sound analysis. Positively delighting customers with consistently superior products Promoting ergonomical and eco-friendly way of working.

Stakeholder Orientation: Being responsive to a group or individual whoare/is interested in the achievement of the firm's objectives

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Defining and implementing SLA (Service Level Agreement) with keystakeholders (such as Customers (internal and external), employees,owners or shareholders, community and government, environment andsuppliers)

Being Sensitive to customers (internal and external)

Providing necessary information to stakeholders Being fair and forthright in dealing with regulatory agencies. Accepting and providing feedback and information from stakeholders Learning from competitors and experts in acquiring best practices To wish employees on their birthdays. To reply to mails in time.

Quality, Innovision: A measure of excellence or a state of being free fromdefects. Discovering the present and future Business opportunities .

Carrying out Initiatives in AQL (Acceptable Quality Level), YieldImprovement, Energy saving, Preventive Maintenance and Training

Encouraging creativity, ideation and innovation in planning and execution

of work Using proven tools and techniques for superior results Not re-inventing the wheel but building on other well-established

procedures and processes Consistently following and improving CGMP in work spheres Clarity of task to be ensured while communicating to team members.

PEOPLE CARE:

It deals with the core philosophy of the management of human resources suchas Talent Development, Talent Recognition, and Talent Welfare.

Fairness, humility and respect for individuals: Appreciating eachothers talent, ideas and treating all individuals in a consistently humble, fair andequal manner

Respect to all employees/ workers publicly and also in private interactions Not playing favoritism and personal bias

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Not being over-controlling, stifling juniors and suppressing ideas Not withholding information in work related matters. Desist from using abusive language to anyone. Judging the abilities and achievement of subordinates Offering seat to people who come to meet us at our office.

Being humble, approachable and non-hierarchical in communicating Accept/invite personnel with a smile. Care for colleagues. If they don't feel good, ask, "How are you now?" No-blame culture Respecting all employees, judging their abilities

Teamwork, synergy: is the capability of people within and among groups tocontinuously improve the performance

Improving delegation of appropriate activities to subordinates Supporting talent in colleagues Encouraging rational arguments and resolution of problems Establishing a climate of trust Being fair and empathetic , listening with understanding, being

approachable and non-hierarchical; encouraging informal interactions withrespect for protocol

Being transparent in sharing information with team members. Conducting review meetings to encourage subordinates to collaborate

Applied Learning: Emphasis on Learn by doing that empowers andupgrades skills of employees.

Learn from one's tasks, action, misses and experience in general. Adopting a coaching and mentoring attitude towards one's subordinates Being open to learning from new media (internet, TV, journals) and

applying concepts learnt in work situations. Effective documentation of one's learning for use by organization Learning from mistakes and avoid the same in future Having regular team meetings for about 30 mins.

ORGANIZATION CARE:

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It deals with the action and words of employees that leads in building a GreaterAurobindo.

Accountability: We own up responsibility and outcome leading to actualizingthe commitment at work

Encouraging a performance culture Responsibility and taking ownership of one's work Achieving goals within allotted time Responding in time to email (within one working day) and other queries (in

a time bound manner). Acceptance of genuine failures. Successes and failures to be equally weighed Work with commitment and passion.

Integrity: Steadfastness to honesty in our business transactions and interfaces.Its conscience and consistent action by choice

Walk before talk; preaches after practice Displaying courage of conviction; standing up for beliefs Displaying sanctity for data correctness; not misusing or misrepresenting

information Keeping promises, being reliable and dependable Not taking credit for work done by others Being punctual in reaching and attending one's work Not engaging oneself in personal telephonic conversations Not misusing office time for chit chatting Not playing safe on commitments, so as to always "over deliver" Not getting swayed by seniority, not diluting company's interests if

pressurized

Achievement : A strong desire and drive to focus on performance and desiredbusiness results

Pursues results with professionalism together with Employee Engagementand respect for systems/processes

Displaying persistent determination for results Encouraging a performance culture, giving feedback and raising the bar Not shifting responsibility for non-performance Not procrastinating

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Not transferring negative emotion from one situation to another Not requiring reminders for completing tasks Not being indecisive even when adequate data and authority exists

The Leading Pharmaceutical Companies within India:

Ranbaxy

Dr Reddy's Laboratories

Cipla

Sun Pharma Industries

Lupin Pharmaceuticals

Aurobindo Pharma

GlaxoSmithKline Pharma

Cadila Healthcare

Aventis Pharma

Ipca Laboratories

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Chapter IV51


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Data analysis and interpretation

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Recruitment & Selection Process

RECRUITMENT is Placing the RIGHT PERSON in RIGHT PLACE at RIGHTTIME.

Vacancy is known in two situations (generally):

An employee leaves and there is a vacancy created

Business Growth

The vacancy is intimated to the HR department by the concerned technicaldepartment.Ensure that judgment of abilities, experience and qualifications is made againstthe requirements of the position in question.

1. Defining the Requirement: - Decide what vacancy you have. If youneed to fill a new role quickly you might find it helpful to adapt one of themodels provided here:

o

Task analysis - Draw up a detailed list of tasks that the person willhave to do. This helps in determining the qualities andqualifications genuinely required for the job.

o Job description - Produce an outline of the broad responsibilities(rather than detailed tasks) involved in the job.

2. Selection : - Select your candidate being objective and unbiased.Choose the person who best fits your person specification.

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o Short listing - Review applications on the basis of the personspecification. Ensure that you select for interview those who matchthe specifications, regardless of age, sex, race etc, and that thespecifications are not themselves discriminatory.

o Interviews - Interview your short-listed candidates remembering

that your job is not only to assess the best candidate for the job, butalso to create a great impression of your organization.

3. Candidate assessments : - The interview will provide you with someinformation but check it out before offering a job.

o Ask the candidate to show you examples of previous work, do apresentation, a case study, some tests or full assessment. Testscan be done before the interview or after the interview. It dependson the number of candidates being interviewed and the type of job.

4. Making a Job Offer: - If you think you have found the right candidate,its time to makethe job-offer.

5. Induction: - Help your new recruit to settle in quickly and becomeproductive as soon as possible.

THE RECRUITMENT PROCESS

The recruitment process begins when you know you need someone new in theDepartment, either because an existing staff member has left, or because thereis new work to be done. It doesn't finish until after the appointment has beenmade.

The main stages are identified in the below flow chart

Identify Vacancy|

Prepare Job Description and person Specification|

Advertise|

Managing the Response|

Short-listing

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|References

|Arrange Interviews

|Conduct The Interview|

Decision Making|

Convey The Decision|

Appointment Action

Recruitment & Selection Process:

The diagram below represents the process on which we base our selection. Thisgives an overview to potential candidates as to the steps involved in becoming apart of the HBL team.

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Pre-Interview:

Preparation of recruitment /selection document for the position

Advertising

Preparing

advertisementMedia

selectionPositioning

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Response handling

Initial interview online or telephone.

Short-listing for interviews.nterview arrangement.

Sending emails or calling short listed candidates.

Interview details to the short listed candidates

During Interview HR interview

Technical interview Conducting tests [Aptitude / Mathematical /Analytical etc.]

Initial final list of candidates.

Reference check (if required)

Post-Interview:

Email or Telephone call to unsuccessful candidates

Technical Manager approval for a start up date.Email or Telephonecall to successful candidates

HRM prepares a letter of appointment

Recruitment Cycle Time:

To bring in more effectiveness in the recruitment process, HR would follow aspecific project deadline of 38 days (from the day it had received the approvedManpower Requisition) to hire a new employee.

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Questionnaire on Recruitment Process:Name Companys name Designation Date-

Note Please tick the appropriate option.1. What source you adopt to source candidates?a. Employee referralb. Campus recruitmentc. Advertisingd. Recruitment agenciese. Job portalsf. Other, pls specify

2. How many stages are involved in selecting the candidate?

a. 1b. 2c. 3d. 4e. More

3. Do you use any of the following tests during the process ofrecruitment?a. Writtenb. Aptitude

c. Group Discussiond. Personal Interviewe. Psychometric testf. Other, pls specify

4. How do you track the source of candidate?a. Manualb. Softwarec.Onlined.Windows. Xls

5. Apart from the HR Manager, who all from the otherdepartments are required to get involved in interviewingprocess?a. Salesb. Administrationc. HR Executives

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d. Other, pls specify

6. What is the average time spent by sales dept. during recruitment (eachcandidate)?

a. 10mins.b. 10 to 20mins.c. 20 to 30mins.d. More

7. What is the average time spent by HR dept. during recruitment (eachcandidate)?a. 10mins.b. 10 to 20mins.c. 20 to 30mins.d. More

8. What is the average time spent by Admin dept. during recruitment (eachcandidate)?a. 10mins.b. 10 to 20mins.c. 20 to 30mins.d. More

9. Do you follow different recruitment process for different grades ofemployees?a. No

b. Yes

10. What is the back out percentage of candidates after being offered?a.1-5b.5-10c.10-15d. 15-20

11. What percentage of candidates leave within the period of less than1- 3month?a.1-5

b.5-10c.10-15d. 15-20

12. What percentage of candidates leave within the period of less than3- 6month?a.1-5b.5-10

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c.10-15d. 15-20

13. What percentage of candidates leave within the period of less than 6-12month?

a.1-5b.5-10c.10-15d. 15-20

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Chapter V

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FINDINGS

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FINDINGS:

Only few counters are given the service of Placebo DeviceDemonstration Kit and they have found it immense help in

demonstrating the devices

Many Chemists have opined that Pharmaceutical Industry servicesare unique, and they have their own advantages.

The presence is poor at chemists, when compared to other companiesin other segments.

Its been observed that in respiratory segment, brand leader indevices as well as drugs, but Pharmaceutical Industry is also growinghealthy.

Its also revealed that sale of Pharmaceutical Industry devices is morecompared to other company devices.

Its patient education material on usage of devices is well accepted byall the patients and chemist found it impressive and they are very keenon extending to their patients.

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Bibliography:

Book Author Publication Year

Websites:

1. www.pharalimited.com

2. www.cipla.com.

3. www.drreddys.org.in4. www.aurobindo.in

5. www.google.com
http://www.drreddys.org.in/http://www.aurobindo.in/http://www.google.com/http://www.drreddys.org.in/http://www.aurobindo.in/http://www.google.com/

Documents

Pavan'z New IAR Final Report