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PROJECT REPORT

ON

“JOB ANALYSIS IN
TORRENT RESEARCH CENTRE”

PREPARED BY:
Ms. Dhara H Raval
ROLL NO. 45, MBA I (2006-2008)
AESPGIBM, GUJARAT UNIVERSITY.
ACKNOWLEDGEMENT

Every human being to whichever walk of life one belongs seeks success in whatever one does.
But one cannot earn success without help of some forces, which work in the background. I
would like to take this opportunity to give credit to all such forces, which helped me to achieve
success in my summer project study.

I express my sincere thanks to Mr. Hemang Desai, Assistant General Manager HR (TRC), who
permitted me to carry out my work on this topic and also guided and supported me through out
the endeavor.

I was fortunate to have a guide like Ms. Nisha Parikh, Assistant Manager HR (TRC), for
providing valuable guidance from the beginning of the project till the end, and without whose
guidance and support the project would not have been possible.

I am also grateful to the entire HR Team of TRC for their valuable inputs.

I am also thankful to all the employees in the Support Departments who supported me by
sparing their valuable time, provided me timely response and helped me to collect the data.

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INDEX

Sr. No. TITLE Page No.

1. INDIAN PHARMACEUTICAL SECTOR 4


• Introduction
• Economic Value
• Classification of Indian Pharma Industry
• Scope & Importance
• Current Scenario
• Future Scenario
• SWOT Analysis
• Key Statistics of Indian Pharma Market
• India’s Market Share
• Future Estimated R&D Cost
• Need for speedy and low cost R&D
2. TORRENT PHARMACEUTICALS LIMITED 15
• History
• Mission, Vision & Values
• Corporate Profile
• Financial Results
• Torrent Research Centre (TRC)
3. HUMAN RESOURCE PERSPECTIVE 22
• TPL: “We care for employees”
• Corporate Social Responsibility

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• HR Departmental Structure in TRC
• HR Work Areas
4. PROJECT UNDERTAKEN AT TRC 29
• Definitions
• Purpose
• Process
• Contents
5. PROJECT METHODOLOGY 34
• Study Methodology
• Study Objective
• Study Design
• Sources of Data
• Study sample size
• Study Instrument
• Scope of the study
6. LIMITATION OF THE STUDY 37
7. RECOMMENDATIONS 37

8. BIBLIOGRAPHY 38

9. ANNEXURES (I to IX) 39

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1. INDIAN PHARMACEUTICAL SECTOR

• INTRODUCTION

In the words of Richard Gerster, the famous economist and activist from Switzerland, Indian
pharmaceutical industry can be defined as a success story providing employment for
millions and ensuring that essential drugs are available at affordable prices to the vast
population of Indian sub-continent.
The Indian pharmaceutical industry has witnessed a growth rate of about 10% over the last
few years and is expected to touch US$ 12 billion by 2010. Pharmaceutical industry has
given employment to approximately 2.86 million people and has around 20,053 units.
Globally, India is 4th in terms of volume (8% of world’s production), 13th in terms of value,
and 17th in terms of pharmaceutical export value. The drugs and pharmaceuticals exported
are worth over US$ 3.8 billion.
India produces bulk drugs related to various therapeutic areas. Indian pharmaceutical
industry manufactures over 400 bulk drugs and roughly 60,000 finished medicines used in
different formulations.
India is emerging as a global leader in the area of outsourced clinical research and contract
manufacturing & research. Contract research is increasing at the rate of 25% per year, and
is expected to touch US $380 billion by 2010.

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The highly fragmented Indian pharmaceutical industry has around 30,000 players, out of
which 330 are in organized sector.
Indian pharmaceutical industry exports its products to more than 200 countries, including
highly regulated markets of Europe, Japan, USA and Australia. The Good Manufacturing
Practices (GMP) developed by the industry facilitates the production of different dosage
forms.

• ECONOMIC VALUE

The Indian pharmaceutical industry, which is now meeting over 95% of the country’s
pharmaceutical needs, was almost non-existent before 1970. With the compound annual
growth of 19.8% the industry has grown from Rs.4 billion in 1970 to Rs.290 billion in 2003.
The pharma sector has shown tremendous growth over the years. About 250 Indian
pharmaceutical companies hold 70% of the market share with top players controlling about
7% of the market share.
On 1st January 2005, the Government of India issued patent ordinance according to which
the Indian pharma companies can no longer produce patented drugs.
So now the companies have started exploring new business opportunities, including
contract research (drug discovery and clinical trials), co-marketing alliances and contract
manufacturing.
A few years ago, investment in R&D was as low as 0.001% of the total R&D worldwide, but
now companies are focusing on drug discovery and R&D. They are spending over 5% of
their turnover on R&D e.g. Torrent Pharmaceuticals Ltd. (5.8%), Wockhardt (8%), Cipla
(4%) and Cadila (4.45%).

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The value of Indian Over-The-Counter Medicines (OTCs) market is over US$ 940 million
and is growing at the rate of 20% per year. There are about 61 US FDA approved plants in
India, which will help Indian companies grab the opportunity of contract manufacturing.

• CLASSIFICATION OF INDIAN PHARMACEUTICAL SECTOR

The Indian pharmaceutical industry can be classified into organized and unorganized
sectors. Accounting for over 70% of total sales, the organized sector has about 250
manufacturing and formulation units. On the basis of management control, the organized
sector can be further classified into MNCs and Indian companies.

On the basis of the product manufactured, the pharmaceutical industry can be


classified into:

o Bulk drugs: They are the key ingredients that form the basic raw material for the
manufacture of formulations.
o Formulation: Particular mixture of a bulk drug or a combination of different bulk drugs.
Formulations constitute nearly 81% and bulk drugs account for the remaining 19%.

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Indian pharmaceutical industry has about 2400 licensed manufacturers and more than
100,000 drugs.

On the basis of formulations, the pharmaceutical industry can further be classified


into:

o Prescription medicines: Also known as ethical formulations. They can be dispensed only
on the prescription from a qualified medical practitioner.
o Over-the-counter medicines: Also known as OTC formulations. They can be dispensed
even in the absence of prescription, e.g. analgesics, cough drug, etc.

On the basis of formulations patent, pharmaceutical industry can be classified as:

o Branded formulations: They are ethical formulations prepared using a bulk drug under
product patent and are marketed by a single pharmaceutical company.
o Generics: They are formulations that do not contain any patented bulk drug and can be
manufactured by more than one company.

• SCOPE & IMPORTANCE OF PHARMA SECTOR

Over the years pharmacy has grown in the form of pharmaceuticals sciences through
research and development processes. It is related to product as well as to services. The
various drugs discovered and developed are its products and the healthcare it provides
comes under the category of services.

Pharmacy involves all the stages that are associated with the drugs i.e. discovery,
development, action, safety, formulation, use, quality control, packaging, storage, marketing,
etc.

This profession has a large socio-economic relevance to the Indian economy. In India this
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sector is among the future economy drivers. It is committed to deliver high quality drugs and
formulations at an affordable price, so that majority of people can afford them. This
profession has a large socio-economic relevance to the Indian economy. In India this sector
is among the future economy drivers.
It is committed to deliver high quality drugs and formulations at an affordable price, so that
majority of people can afford them. The transformation of the sector from conventional
pharmacy to drug experts, which is both desired and necessary to reach the global
standards, has already made commendable progress.

Liberalization, privatization and globalization (LPG) have helped the Indian pharmaceutical
companies to achieve international recognition. It’s remarkable to note that today several
Indian pharma companies are approved by US FDA and are listed at NASDAQ.

The multibillion-dollar pharma industry grows mainly through knowledge wealth creation.
This sector has transformed a lot over the years. The big pharma companies that were there
about 15-20 years back are not in picture these days.

The analysis of Indian pharmaceutical sector shows that the innovative products, product
life cycle management and marketing management steps taken by the pharma companies
have led them to flourish. And the companies that refused to change their strategy lost the
race.

• INDIAN PHARMACEUTICAL SECTOR: CURRENT SCENARIO

According to the Economic Survey (2006-07), the pharmaceuticals industry had achieved a
turnover of about US$ 12 billion in 2005-06, and is expected to grow by 13% in 2007. Its
pharma export value reached about US$ 4.7 billion during 2005-06. Pharmaceutical industry
accounts for about 2.91% of total FDI into the country. The FDI in pharmaceutical sector is
estimated to have touched US$ 172 million, thereby showing a compounded annual growth
rate of about 62.6%.
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Drugs and pharmaceuticals sector is at 8th rank in India’s top 10 FDI attracting sectors.
According to the Economic Survey for the year 2006-07, the value of pharma output has
increased ten times over the last 15 years. From Rs. 50 billion in 1990 it has grown to
Rs.550 billion (US$ 12 billion) in 2005-06. Driven by growing number of pharmaceutical
units, increased knowledge skills, improved quality and increasing national as well as
international demand, India is now recognized as a leading global pharma player.

• INDIAN PHARMACEUTICAL SECTOR: FUTURE SCENARIO

The dream of Indian pharmaceutical companies for marking their presence globally and
competing with the pharmaceutical companies from the developed countries like Europe,
Japan, and United States is now coming true.
The new patent regime has led many multinational pharmaceutical companies to look at
India as an attractive destination not only for R&D but also for contract manufacturing,
conduct of clinical trials and generic drug research.
With market value of about US$ 45billion in 2005, the generic sector is expected to grow to
US$ 100billion in the next few years. The Indian companies are using the revenue
generated from generic drug sales to promote drug discovery projects and new delivery
technologies.
Contract research in India is also growing at the rate of 20-25% per year and was valued at
US$ 10-120million in 2005. India is holding a major share in world’s contract research
business activity and it continues to expand its presence.

Clinical Research Outsourcing (CRO), a budding industry valued over US$ 118 million per
year in India, is estimated to grow to US$ 380 million by 2010, as MNCs are entering the
market with ambitious plans.
By revising its R&D policies the government is trying to boost R&D in domestic pharma
industry. It is giving tax exemption for a period of ten years and relieving customs and
excise duties of all the drugs and material imported or exported for clinical trials to promote
innovative R&D.
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The future of Indian pharmaceutical sector is very bright because of the following factors:
o Clinical trials in India cost US$ 25 million each, whereas in US they cost between US$
300-350 million each.
o Indian pharmaceutical companies are spending 30-50% less on custom synthesis
services as compared to its global costs.
o In India investigational new drug stage costs around US$ 10-15 million, which is almost
1/10th of its cost in US (US$ 100-150million).

• SWOT ANALYSIS OF INDIAN PHARMA SECTOR

Strengths

o Cost effective technology

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o Strong and well-developed manufacturing base
o Clinical research and trials
o Knowledge based, low- cost manpower in science & technology
o Proficiency in path-breaking research
o High-quality formulations and drugs
o High standards of purity
o Non-infringing processes of Active Pharmaceutical Ingredients (APIs)
o Future growth driver
o World-class process development labs
o Excellent clinical trial centers
o Chemical and process development competencies

Weaknesses

o Low Indian share in world pharmaceutical market


o Lack of strategic planning
o Fragmented capacities
o Low R&D investments
o Absence of association between institutes and industry
o Low healthcare expenditure
o Production of duplicate drugs

Opportunities

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o Incredible export potential
o Increasing health consciousness
o New innovative therapeutic products
o Globalization
o Drug delivery system management
o Increased incomes
o Production of generic drugs
o Contract manufacturing
o Clinical trials & research

Threats

o Small number of discoveries


o Competition from MNCs
o Transformation of process patent to product patent (TRIPS)
o Outdated Sales and marketing methods
o Non-tariff barriers imposed by developed countries

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• KEY STATISTICS OF INDIAN PHARMA MARKET

o Annual Turnover Rs. 226 billion, Growth rate 5.2% and Exports Rs. 141 billion.
o Future projections Rs. 1200 billion (by McKinsey) by 2010.
o Share of World Pharma market 1.0% in value 8% in volume terms.
o Global ranking 13th in value terms 4th in volume terms.
o Number of Generic Brands over 60,000 in 60 therapeutic categories.
o Number of Pharma units-10,000 out of which approximately 300 in the organized sector.
o OTC (over the counter) market Rs. 35 billion and growth 18-20% per annum.
o Alternative medicine - Herbal / Ayurvedic market Rs. 38 billion.
o Per capita drug expenditure Rs. 220 per annum.

• INDIA’S MARKET SHARE

The growth of market share of Indian pharmaceutical companies in the domestic pharma
sector over the years is as follows:

Year Indian Companies MNCs


2001 68% 32%
2002 70% 30%
2003 74% 26%
2004 72% 28%
2005 73% 27%

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• FUTURE ESTIMATED R&D COST

The industry has begun to transform its business model into a networked structure, which in
effect is breaking apart the traditional pharma value chain. New model pharma companies are
adopting the network research model, which works on the basis of alliances and outsourcing to
multiple small and big research organizations and biotech companies.

In the network R&D model, the company will have the liberty to choose the right product at the
right price. Early target identification and validation will save considerable time and reduce the
risk of last stage failures. Collaborative R&D gives pharma companies a broader product
pipeline with stronger and wider therapeutic focus.

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• NEED FOR SPEEDY & LOW COST R&D

In India, the CROs (Contract Research Organizations) are better placed to render a speedy and
low cost R&D service. Indian population is marked by the existence of a spreading pool of
patients with urban lifestyle diseases and tropical diseases, who can be convinced easily for
clinical trials. Moreover, certain protocols for clinical trials require certain drugs to be tested on
such uncontaminated patients, or people who have not been subjected to any drugs.
Interestingly, India has a huge population, especially in the rural areas, that has had no access
to modern medical services. This may be matter of great concern amongst the country’s
medical fraternity, as it mirrors the poor penetration of drugs in India but for the CROs, this
provides a potential market for clinical trials of a wide range of untested drugs. All these aspects
ultimately help to save a considerable time in the development process of a new drug. Lower
cost is another hallmark of the Indian CROs. The cost of trials in India is 50 percent lower than
the US$20 million required in the US for the phase I study. It is 60 percent lower than the
US$50 million required for the phase II study. India also has a lower cost of hiring investigators,
nurses, computer operators and recruiting patients. Further, the estimated cost of patient
recruitment in the US could range from US$4,000 to US$10,000 per patient while in India these
costs are estimated to be lower by 50 percent.

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2. INTRODUCTION TO TORRENT PHARMACEUTICALS LTD.

HISTORY

It all began with the toil of one enterprising individual, Shri. U N Mehta, when he ventured on his
own to create history in the Indian Pharmaceutical Industry by implementing successfully the
concept of niche marketing. His journey, characterized by ups and downs, reached a milestone
in 1970, with the launch of Trinicalm Plus, an effective tranquilizer in the niche segment, central
nervous system (CNS).

The foundations for Torrent were laid when 'Trinity Laboratories' began operations under the
able guidance of Shri U N Mehta whose efforts are worthy of emulation.
'TRINITY' was renamed 'TORRENT' and with this not only did the company get a new name, it
also focused on establishing its own manufacturing facilities in the early 80s. Torrent
augmented its efforts with the expansion of its manufacturing capacity, emphasis on marketing
and creating business opportunities through focus on exports. Torrent Pharmaceuticals Limited
recorded a quantum leap in the year 1994. It has also been rated India's ninth best company
among capital-intensive companies in terms of ROCE in a study by ETIG-BCG in 2001.
In recognition of the consistent performance Torrent Pharmaceuticals Limited has been
receiving accolades from various quarters, such as the President's award for highest
pharmaceuticals exports of Rs. 1570 million in 1991-92. The Company that had a humble
beginning and has now grown to become one of the leading players in Pharmaceutical Industry.

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MISSION

We commit ourselves to total customer care by delivering world-class products and services.

VISION

To be the leader in the pharmaceutical industry.

VALUES

A set of core values continue to guide us through the process of transforming the conglomerate
into a high-performing and caring organization for our customers, employees, shareholders and
society.

• Improving quality of life of our customers, as we believe quality is a way of life.


• Creating value for our shareholders, for the trust bestowed on us.
• Building an empowered and ethical Torrent family, as the foundation for a bright
future.
• Responsibility towards the society and environment, as we owe our existence to
them.
• Being innovative in solutions, for being different, counts.

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• Striving for excellence in whatever we do, to follow the exclusive path to leadership.
• Flexibility and speed shall be our oars for navigating the turbulent seas.

CORPORATE PROFILE

The flagship company of Torrent group, Torrent Pharmaceuticals Limited, is a dominant player
in the therapeutic areas of cardiovascular (CV) and central nervous system (CNS) and has
achieved significant presence in gastro-intestinal, diabetology, anti-infective and pain
management segments.

To cater to new niche segments and sharpen its focus among customers, Torrent Pharma has
six marketing divisions, each catering to defined therapeutic segment. A 2300 strong field force
caters to around 2, 00,000 doctors across the country, which makes it rank 5th in terms of
market reach.

Torrent Pharma’s competitive advantage as a manufacturer stems from its world-class


manufacturing facilities. Torrent’s manufacturing plant at Chhatral has a capacity to
manufacture approx. 6,000 million Tablets, capsules and vials and 15000 kgs. of Bulk

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Drugs/API. Authorities from regulated markets like UK, Germany, Australia and South Africa
have already approved the facility.
Its manufacturing facilities comply with WHO, CGMP, MHRA and TGA norms and have
received ISO 9001, ISO 14001 and OHSAS 18001 (Occupational Health and Safety
Management System) and ISO/IEC- 17025 certifications. Torrent received an approval status
from the United States Food & Drug Agency (USFDA) for its API and formulations
manufacturing facilities (excluding the parenteral facility) located at Chhatral, in 2006.

Consequent to this, Torrent Pharma now expects approval of various ANDAs & DMFs (product
dossiers for generic drug products & related APIs) it has submitted to the Agency. This will pave
way for entry into the US market, which is biggest generic drugs market in the world.
Currently, Torrent Pharma has submitted 3 DMFs and 5 ANDAs to the USFDA for approval. It
has a development pipeline of 5 DMFs and 26 ANDAs.

With a view to cater to its growth requirements, Torrent Pharma commissioned a new
formulations manufacturing facility at Baddi, Himachal Pradesh, in November 2005. The facility
has a capacity to manufacture 3600 million tablets, 400 million capsules and 18 million Oral
Liquid bottles, per annum and would cater to the domestic formulations requirement.

In the International operations arena, Torrent Pharma exports to more than 50 countries around
the world with over 1000 product registrations. The international business has been broadly
divided into five zones - USA, Latin America, Russia and CIS, Western Europe and CEE and
Rest of the World (ROW). For its export excellence in International Business, Torrent Pharma
has won several prestigious export awards.

Torrent Pharma has now entered the advanced highly regulated international markets. Torrent
Pharma has incorporated Zao Torrent Pharma in Russia, Torrent Do Brasil Ltda in Brazil,
Torrent Pharma GmbH in Germany, Torrent Pharma Inc. in USA and Torrent Pharma
Philippines Inc. in Philippines. These wholly owned subsidiaries will become a springboard for
entry into several regulated and less regulated international markets.

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The Rs.1033 crores Torrent Pharma has a significant presence in more than 50 countries, in
addition to a strong position in the domestic market. With many of its products ranking among
the Top 200 brands, Torrent continues to be at the forefront of the Indian pharmaceutical
industry through research, innovation and breakthrough discoveries in the therapeutics areas of
Diabetology, Cardiovascular, Central Nervous System, Gastro-Intestinal, Anti-infective and Pain
management.

Torrent’s R&D Centre employs over 560 scientists in the areas of drug discovery and
development. Currently, Torrent has seven discovery projects in pipeline. It has filed 219
patents for NCEs in all major markets worldwide, of which 123 patents have been granted so
far.

FINANCIAL RESULTS OF TPL

Financial results for the year 2006-07. The consolidated sales of the company stood at Rs.
1292 crores, up by 29% from Rs. 1001 crores registered during previous year. Consolidated
sales outside India grew 43% from Rs. 431 crores in the previous fiscal to Rs. 615 crores during
the year. Continued impressive performances in Brazil and Russia coupled with improved sales
from Heumann Pharma GmbH & Co Generica KG, Germany (Heumann), were the major
drivers of this growth. The share of international sales in consolidated sales increased to 47%
from 43% in the previous year. The domestic formulation business registered sales of Rs. 557
crores as against sales of Rs. 444 crores during the previous year, registering a 25 % growth.

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Consolidated operating profits (PBDIT) were at a historic high of Rs. 156 crores, growing a
healthy 44% from the previous year. Consolidated net profit for the year jumped by 84 % at Rs.
94 crores as against Rs. 51 crores during the previous year, partly benefiting from the
exceptional charge of last year. The growth in net profit was also driven by strong profitability in
domestic and Brazil business.
For the quarter ended March 2007, the consolidated sales of the company grew by 36% to Rs.
337 crores from Rs. 248 crores in the corresponding period last year on the back of a robust
growth of 49% in International sales. This was further aided by 33% growth in the domestic
formulation business. Consolidated operating profits (PBDIT) of Rs. 45 crores grew by more
than 200% vis-à-vis Rs. 14 crores recorded in the corresponding quarter last year.

Adjusting for VAT spillover, the domestic formulation sales grew by 29 % during the year. This
growth rate was largely due to buoyant performance of the Diabetology, Neuro-Psychiatry and
Pain management portfolios, impact of field force expansion done in previous years, improved
doctor coverage and new introductions made during the year. Shifting of production for
domestic brands to Baddi, Himachal Pradesh has also bolstered margins for the year due to the
fiscal benefits by way of excise duty exemption and lower income tax.
During the year Brazilian operations clocked an aggressive growth of 44 % with sales of Rs.
167 crores up from Rs. 116 crores last year. Effective product promotion, expansion in doctor
coverage and focus on prescription generation is expected to maintain the growth momentum in
Brazil.

Russian market (including the CIS countries) delivered a noticeable performance with sales
moving up from Rs. 37 crores to Rs. 57 crores, a growth of 52% during the period. Entry into
CIS countries like Ukraine, Kazakhstan & Uzbekistan, among others, has been fuelling the high
top line growth and is becoming a significant market for future growth.

For the year under reference European operations (other than Heumann) registered a sale of
Rs. 39 crores as against revenue in the previous year of Rs. 48 crores resulting in a negative
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growth of 18%. This was mainly due to price erosion, less than expected generic substitution in
Lamotrigine and no major new product introduction.
During the year, Heumann operations posted sales of Rs. 268 crores compared with Rs. 169
crores for the previous period of 9 months. The German market has faced severe price erosions
partly off set by curbs on sales promotion spends during the course of the year. This is
expected to continue in the coming year, which will be partly cushioned by reducing
manufacturing costs by shifting product manufacturing to India.

Sales in Rest of the World markets, comprising less regulated countries of Africa & Asia moved
up by 38% from Rs. 49 crores to Rs. 68 crores. Extending the existing product portfolio of
domestic and other regulated markets like Europe and US will remain a key strategy for tapping
unexploited opportunities in these markets.
Up to March 07, the company has filed 6 ANDAs and 5 DMFs with US FDA as part of its US
operations. Approval for 3 ANDAs namely Metformin, Sertraline and Citalopram has already
been received. Torrent proposes to submit 14 ANDAs and 9 DMFs in the coming year. The
Company also received an approval status from the United States Food & Drug Agency
(USFDA) for its API and oral solid dosage formulations manufacturing facilities located at
Chhatral, about 40 kms from Ahmedabad in Nov 06.

Significant investments are being made to expand the existing R&D infrastructure. During the
year, the total revenue expenditure on R&D was 5.9% (previous year 5.8%) of consolidated net
sales and operating income. The strength of scientific staff has been increased to around 650.
The increase in R&D cost is mainly attributable to continuing build up of product pipeline for
regulated markets of US & EU. In the domestic market too, the R&D activities are expected to
provide the necessary impetus to introduction of new products in the coming years.
TORRENT RESEARCH CENTRE (TRC)

Torrent has established a modern research centre at a cost of US $ 40 million, the state-of-the-
art set up is equipped with sophisticated research infrastructure and a high caliber scientific
talent pool, scientists with cutting edge research management skills. Engaged in both
developmental and discovery research, our research team is geared up to play a crucial role in
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driving the future growth graph of Torrent. It is manned by more than 650 highly qualified
scientists, with a combined experience of over 2500 scientific man-years in Drug Discovery and
Development and a total manpower of around 900. Torrent Pharma has earmarked approx 7%
of sales year-after-year for R&D advancement.

Currently, the research pipeline has seven discovery projects in cardiovascular, diabetic and
CNS segment that have evoked international interest. TPL has so far filed 231 patents for NCE
covering all major markets for the potential products of which 129 patents are granted and 17
patents granted for generics and NDDS.

TRC has implemented International Quality Standards, and these have been approved by:
• Brazilian Sanitary Surveillance Agency accredited Torrent’s
R&D Centre with ANVISA; authorizing it to conduct Bioequivalence Studies in its 56 bedded
hospital.
• Good Laboratories Practices Certificate from Dutch Health Ministry
• ISO-IEC 17025:1999 for its facilities by National Accreditation Board for Testing and
Calibration Laboratories (NABL)
• OECD GLP Certified Facilities

International / National Alliances


Torrent Research Centre has formed alliances with the following institutions for collaborative
research:
International:
• Novartis Pharma AG, Switzerland.
• Chartehouse Therapeutics Ltd., U.K.
National:
• National Chemical Laboratory, Pune.

HUMAN RESOURCES PERSPECTIVE

Job Prospects In Pharma Sector


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To start a career in pharmacy, a candidate needs to opt for D.Pharma or B.Pharma after
completion of 12th class. Both PCB and PCM stream students can apply for these courses.
• D.Pharma: It’s a two-year diploma course in pharmacy.

• B.Pharma: It’s a four-year degree course in pharmacy.

Admissions to D. Pharma or B. Pharma are mostly on the basis of ranks obtained in entrance
exams conducted by the states or the university. After completion of B.Pharma one can go for
M.Pharma for specialization, and after that one may register himself/herself for post doctorate
degree or Ph. D.

The job opportunities that pharmacy courses offer are as follows:


• Pharmacist
• Drug Therapist
• Hospital Drug Coordinator
• Health Inspector
• Preparing Prescription to Patients
• Drug Inspector
• Chemical / Drug Technician
• Research Officer
• Pathological Lab.
• R&D
• Scientist
• Bio-tech Industries

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HUMAN RESOURCES IN TPL

TPL: “We Care For Employees”

No degree of technological advancement can be a substitute for the ingenuity of the human
mind. No longer is wealth creation, an outcome of material assets alone. Wealth is created
more out of the interface of knowledge and ideas than between capital and technology. And
what bigger source for the same than the deep recesses of the human mind. It takes a
developed and well managed manpower and not a machine, to learn from yesterday,
understand today and envision tomorrow.
Torrent values its human resource more than anything else. Torrent believes that its human
capital in the basis of its development. Engaging the best minds in the business, nurturing them
with care in a professional environment and bringing out the best in them is a continuous
endeavor with us at Torrent.
Today, the R&D Centre has transformed into a training ground for many new young scientists.
Its rich human capital coupled with high-tech equipments gives it a cutting edge in the field of
research and development. Efforts are on to provide scientists with opportunities to develop
their capabilities further through training and opportunity to take up further studies.

The efforts…
• To begin with, we hire best brains in the business; be it the areas of research, finance,
engineering, marketing, manufacturing, etc.
• Training is a vital component towards expanding the knowledge base of the employees.
Employees are exposed to the best practices in the business world through workshops
and overseas training.
• A holistic approach towards employee satisfaction stimulates us to address the issue of
quality of life of our employees. Noteworthy efforts in this regard were a comprehensive
health check- up campaign and a workshop aimed at development of the ‘Mind and
Soul’. The year 2001-2002 was celebrated as the “Year of the Child” of Torrent
employees, in which period various activities were conducted for children.

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• A sustained and superlative contribution of an employee is recognized through the
awarding of Torrentian Awards titles, which is part of the ‘Founder’s day’ each year. With
four awards to be given in the various categories, it is an event that everybody waits for.
CORPORATE SOCIAL RESPONSIBILITY

Torrent is one of the few corporates in Gujarat to have rendered commendable service and
contribution towards community welfare. Torrent believes that apart from achieving excellence
in its businesses, it should also strive to become a responsible corporate citizen. It is firmly
committed towards the betterment of the society. And Torrent has taken an initiative as a part of
the Corporate Social Responsibility with the name of “SPARSH”.

Realizing its commitment to society Torrent has been contributing to the goodwill of the
community. Torrent has at all times provided dependable products for its customers, as a good
reputation is a brand in itself.
In its pursuit to imbibe these values, Torrent aims at becoming a reliable and dependable
partner in nation building, rising to any occasion at times of crisis.

The efforts….
• Torrent donated Rs. 1 crore to the Prime Minister’s National Relief Fund to rebuild the
lives of Tsunami victims.
• Torrent was among the first to rush in aid immediately after the 2001 earthquake in
Gujarat. Torrent Power AEC and Torrent Power SEC restored power supply in the region in
double quick time. Torrent also helped in the construction of a fully equipped 60-bed
hospital in Kutch, the only one of its kind to be fully geared for psychological rehabilitation in
the region.
• Realizing the need for specialized hospitals, Torrent has established and manages
medical institutions such as the U. N. Mehta Institute of Cardiology and Research Centre.
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• Reconstructed Parimal Garden, Ahmedabad, from a neglected garden to a haven for
nature lovers and fitness enthusiasts.
• Torrent’s Public Health Awareness Campaign, the first of its kind in the country, received
the “Public Service Campaign” award.
• Torrent's other significant contributions include establishment and financial support to
dispensaries, health foundations, community centers and hostels for meritorious students.
HR Departmental Structure in TRC

H U M A N R E S O U R C E S S T

V i c e P r e s i d e n t - C o m m e r c i a l
M r . A j a y M e h t a

A G M - H R
H e m a n g D e s a i

M a n a g e r - H R A s s t . M a n a g e r - H R
S a m e e r P r i y a d a r s h i H e m a l G a j j a r

A s s t . M a n a A g s e s r t . - MH aR n A a sg s e t r . -M H a Rn a g eE r x -e Hc u R t i v e - H R
N e e r a j B h a N t ti s h a P a r i k Th B A G a u r a v S h a r m a

E x e c u t i v e - H R
E x e c u t i v e E x- eH c R u t i v e - E H x Re c u t i v e P - r iH y aR n k a S h a r m a
S n e h a l M Ae hg tn a y a W a nP i r i s t y K u r i a n

E x e c u t i v e T r a i n e e E x e c u t i v e - H R
B h a v e s h S i r o y a H e m a T h a k e r

E x e c u t i v e - H R
S h a n t y J o s e p h

The HR department at Torrent has a very conducive environment to work and the HR team is
very young and dynamic. The HR major functions in TRC are divided into 4 major categories
namely Recruitments, Performance Management System, Training & Development and
Employee Services, which are assigned to the four Assistant Managers.
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The unique feature of HR function, which is newly implemented, is its concept of Node HR.
Where four HR team members are the Node employees, and their role is to become a link
between the various Departments and HR, and provide HR support to all the departments.

HR Work Areas

Recruitment

They firmly believe that people provide them with the cutting edge. It is their constant endeavor
to attract, retain and develop the best talent; therefore, their recruitment procedures are
rigorous and comprehensive. TPL is a learning, growing and a vibrant organization, which
constantly harnesses people’s potential and emphasizes on continuous development of
individual. This has helped them to retain talented personnel in the organization.

Performance Management System

The company has a well – defined evaluation system based on the KRAs and KPIs i.e. Key
Result Areas and Key Performance Indicators. It provides direction and review for improvement
of employees’ skills and performance. The system recognizes merit, commitment and superior
performance. It acts as a vehicle for employee development and growth.

The reward and recognition mechanism is intricately linked to employees’ contribution and
deliverance. Annual increments and promotions bear a close linkage to performance as well as
competence. The increments are configured on the basis of Economic factor, Market factor and
Merit factor, as ascertained by the Company through a systematic approach.

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Training and Development

Training is one of the methods through which they look after the personal growth and self-
development of each employee. They do not believe in training for the sake of training only.
They believe in investing in Human Resources to curb the slide from excellence to mediocrity.
A number of in-house and external training programmes are organized in order to prepare the
individual for challenges and provide them an opportunity to improve their professional skills.

Employee Services

Provident Fund

All employees joining the Company become members of the Contributory Provident Fund
Scheme. Employee’s contribution towards P.F. is 12% of basic salary. The company also
contributes 12% of the basic salary of the Provident Fund. An amount equal to 3.67% of basic
salary out of Company’s share subject to statutory limit on salary is deposited with the Regional
Provident Fund Commissioner in the Employee’s Account under the Employee Pension
Scheme.

Gratuity

All employees are eligible for gratuity under The Payment of Gratuity Act, 1972. Accordingly,
gratuity is paid @15 days of basic salary for every completed year of service, subject to the
provisions of the Act. At Torrent, they administer the Gratuity Scheme through L.I.C. to ensure
concurrent benefit of Insurance apart from Gratuity Fund.

Superannuation

All employees in the Executive and above cadre are the members of Staff Superannuation
Scheme. The company contributes 5% and 10% of the basic salary for Executives and
Managers respectively. The scheme operates through L.I.C.
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Leave Policy

The company has a policy for sanctioned leaves during the year. The various leaves available
for an employee are Casual Leave, Privilege Leave, Sick Leave and Maternity Leave. The
leaves cannot be clubbed.

Medical Insurance

The company extends the benefit of medical insurance to all employees. The scheme provides
cover for employees, his/her spouse and his/her dependant children.
The insurance covers reimbursement of hospitalization expenses for illness/ diseases
contracted or injury sustained by the insured. The insurance company will pay the
insured person the amount of such expenses (Including maternity expenses).

Personal Accident Insurance

• The company insures the employees against the risk of Personal Accident. The amount
of insurance is equivalent to 100 monthly gross salaries.
• The insurance company pays to insured employee compensation on his/her death,
sustaining any injury or incapacity (temporary or permanent) due to an accident.
• The amount of compensation varies according to the nature of injuries sustained.
• If the employee sustains any bodily injury from an accident caused by external, violent
and visible means, he shall be entitled to the sum insured, depending on different
conditions.

Loan Facility

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The company shall provide loans at subsidized rate of interest for the following purposes:
• Purchase of vehicle
• Marriage / Education of self and dependant children
• Purchase of white goods
• Medical expenses of self, spouse, children and dependent parents.
• Housing loan

Other Facilities

• The company arranges for free to and fro commutation of the employees from
office to their residence.
• Subsidized canteen facilities are provided to all the employees.
4. PROJECT UNDERTAKEN AT TRC

The project undertaken by me was Job Evaluation / Job Analysis, and Competency Profiling of
the various positions in the Support Departments of TRC and preparation of a Job Evaluation
Module for the HR Departmental Policies Manual.

DEFINITIONS

Job is a collection of tasks and responsibilities that an employee is responsible to conduct.

Job Description is a written document that describes the duties, responsibilities, and general
tasks of a particular job. The primary purpose of a job description is to identify the essential
functions of the position.

Job Evaluation / Job Analysis includes purpose of the position, the position’s reporting
relationships, the qualifications, skills needed by the person to perform the job, the job
relationships, the decisions to be made by the incumbent on the position, as well as the job
description. While every position changes somewhat over time based on the abilities of the

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incumbent, the evaluation should be written in terms of the position itself, not the capabilities of
any individual.

• PURPOSE OF JOB ANALYSIS

The purpose of Job Analysis is to establish and document the 'job relatedness' of employment
procedures such as training, selection, compensation, and performance appraisal.
It is the most important input for the HR Department to the extent that it is essential for the
following:
A job analysis should be written when a new job is created or an existing job is modified.

The Human Resources perspective

Job Evaluation is the basis for several HR functions such as:

o Human Resource Planning


It helps in analyzing problems arising out of surplus or deficit in manpower and how to deal
with them. It ensures obtaining the quality and quantity of Human Resources for the
organization at the right time and at the right place.

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o Recruitment & Selection
Job evaluation can provide specific information about the skills, knowledge and abilities
required to perform successfully on the job. This information can be used to formulate job-
related selection criteria and screening tools such as interview questions. Final selection of
qualified people is based on job description as well as job evaluation.

o Performance Management System


Job evaluation can provide the information necessary to develop concrete performance
standards. It can create a detailed, objective description of the position that allows both the
supervisor and the employee to have a shared understanding and managing of the
performance of the job.

o Compensation Planning
Job evaluation helps in compensation planning by measuring compensation levels against
other employees in the company, against other employees in other companies in similar
positions, and against performance. It also helps by stating the activities to be performed by
the incumbent on the job and accordingly do compensation planning.
o Training and development
Job evaluation helps in training need analysis. It can assist in developing objectives,
standards and curricula for individual and group training required for the job.

o Career Management
Job evaluation can provide the understanding of a job and it's relation to other jobs needed
to initiate career ladder development of the incumbent.

The Organization perspective

o Organization Structure

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It deals with the structural aspects of the organization. It aims to analyze roles and
responsibilities so that collective effort can be explicitly organized to achieve specific ends.

o Ensuring that the work carried out by staff is aligned with the organizations mission.

The Employee perspective

o Responsibility and authority


It can be used to orient new employees the basic responsibilities and decision-making
authority they are assigned.

o Result Orientation
It helps the employees to have a basic idea of the activities they have to perform and the
end result or outcome expected.

o Working conditions
It helps in having an idea of the working conditions and the physical environment.

o Role set relationships


It helps the incumbent of the job to understand his/her reporting relationships, and other
internal/external persons, departments, agencies or organizations that the position interacts
with.
THE PROCESS

The process involves three major steps:

 Data Collection

o Preliminary Data

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Obtain all available documents about a job like Work Instructions, Training Manuals,
KRAs, Departmental Manual, Duty Statements and various other sources.

o Methodology
A structured approach can be used to find out information about job, the overall
purpose, main activities carried out, and responsibilities involved. The structured
approach could be any one or more or a combination of the following: -
(a) Questionnaire (structured or open-ended)
(b) Checklist
(c) Observation
(d) Interview (Supervisor’s and Incumbent’s)

o The time ladder could be used to corroborate the statements and will help analyzing the
facts for designing the job at a later stage.

o Rating Scales may be (not essential) incorporated in the questionnaire to chart-out


activity based on time spent on its performance and its importance.

 Preparation of Job Analysis


Preparing the job analysis as per the designed format.

 Validation
Ratify the same with the HOD of the respective department and the HR Head.

• CONTENTS OF JOB EVALUATION

Job Evaluation should be comprehensive and factual. There are no universal rules governing
the way a Job Evaluation should be written. However the suggested headings are as follows: -

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o General Information
o Job Reporting Relationships
o Basic Purpose / Objective
o Job Responsibilities and Decision-making
o Primary / Main Activities
o Secondary Activities
o Employee Interactions
o Employee Qualifications Experience
o Job Requirements through Competency Profiling (Knowledge, Skills and Abilities)

5. PROJECT METHODOLOGY

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Objective of Study

The purpose / objective of the project undertaken is to study and analyze the various jobs and
positions in the departments, and use it as a tool for Recruitments and Selection and also to
map the individual competencies with the requirements of the job, and provide the necessary
Training. Also to prepare a Job Evaluation of all the positions and file it in the HR Manual for
future reference.

Study Design

The project undertaken is a Descriptive Study. The project involves study of the existing
positions and its analysis.

Sources of Data (Inputs Used for Job Analysis)

• Organization charts
Provided a general picture of what departments exist and the hierarchy and formal
communication networks in the organization.

• Process charts
Provided more detailed analysis of specific jobs (inputs/outputs), showing how jobs are
interrelated.

• HR Employee Master
Provided the information about what are the positions and the incumbent employed on that
position at present, and details about the incumbent.

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Study Sample Size

The study was undertaken in all the Support Departments of TRC. The study included the Job
Analysis of all the positions till Managerial Level.
The support departments consist in all of 7 Departments, and the total numbers of positions for
which the Job Evaluation are prepared are 39.

Department wise JEs prepared are as follows: -

• Human Resource
o Assistant General Manager – 1
o Manager – 1
o Assistant Manager (T&D) – 1
o Assistant Manager (Employee Services) – 1
o Assistant Manager (PMS) – 1
o Assistant Manager (Recruitments) – 1
o Executives (Node HR) – 1
o Executives (T&D) – 2

• Commercial
o Managers – 2
o Assistant Managers – 3
o Executives – 3

• Administration
o Executives – 3

• Information Technology
o Manager – 1
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o Assistant Managers – 3
o Executive – 1

• Purchase
o Manager – 1
o Executive – 1

• Stores
o Assistant Manager – 1
o Executives – 4

• Engineering (Civil, Mechanical and Electrical & Instrumentation)


o Managers – 2
o Assistant Managers – 2
o Executives – 3

Study Instrument

The instrument used by me for preparing the JEs of various positions was a Structured
Interview of the incumbent presently on a position, by using a Structured Questionnaire for the
Interview.

• Structured Interview
Most widely used technique, based on a pre designed Structured Interview Questionnaire,
for the format refer Annexure III.

Scope of the study

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The study undertaken by me was limited just to the Support Departments, due to time
constraint. This study is a pilot test for the main project to be undertaken TRC wide for all the
Scientific Departments, which is going to be conducted by the Node HR employees.
This study is also going to be shared with the other locations of Torrent Pharma.

6. LIMITATION OF THE STUDY

The main and the only limitation for my study was Time Constraint, due to which I was not able
to undertake the study in the scientific departments, and also not prepare JEs for the positions
above Managerial Level.

7. RECOMMENDATIONS

I worked with TRC HR department for 2 months, and I made certain observations there, which
could improve the HR team’s efficiency.

• Due to lack of scientific knowledge in Recruitment team members, they are much
dependent on the scientific department staff for recruitment and selection, this unnecessarily
lengthened the selection process. So I suggested that scientific staff to be taken in HR
team, or if the recruitment team is given training and knowledge about the scientific
processes, it will help them in being independent for recruitments and also decrease the
involvement of scientific staff. As a result of which the recruitment team members (Node
HR) are given the task of preparing the JEs of their respective departments.

• The Induction and Joining process at TRC is too long and there are too many
documents to be filled by the new employee, so it wastes a lot of time on both ends. So I
suggested that the External Induction process be shortened. And also that the documents to
be filled in by the new employee should be reduced and the other documents can be sent to
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the employee before hand so that when he / she arrives for joining gets them duly filled. As
a result of which, the documents such as Confidentiality Agreement and Offer Letter have
been dropped out from the joining documents list. And a thought is also being given for
sending some documents to be filled before hand by the new employee.

8. BIBLIOGRAPHY

• www.torrentpharma.com
• www.expresspharmapulse.com
• www.pharmabiz.com
• www.bioinformatics-india.com
• www.bioportfolio.com
• www.expresspharmaonline.com
• www.medindia.net
• www.coolavenues.com
• www.equitymaster.com
• www.globalinsight.com
• www.financialexpress.com
• www.citehr.com
• www.job-analysis.net
• www.managementhelp.org
• www.changingminds.org
• www.paq.com
• www.humanresources.about.com
• www.hrvillage.com

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• www.wikipedia.org
• Human Resources Guide magazine
• Bio Research magazine
• Torrent Pharma HR Manual
• Torrent Pharma Induction Manual

9. ANNEXURES
ANNEXURE I

JOB EVALUATION OVERVIEW

DEFINITIONS

A Job is a collection of tasks and responsibilities that an employee is responsible to


conduct.

Job Description is a written document that describes the duties, responsibilities, and
general tasks of a particular job. The primary purpose of a job description is to identify the
essential functions of the position.

Job Evaluation includes purpose of the position, the qualifications and skills needed by the
person to perform the job, the job relationships, the decisions to be made by the incumbent
on the position, as well as the contents of a job description. Job evaluation is a much
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broader term than job description. While every position changes somewhat over time based
on the abilities of the incumbent, the evaluation should be written in terms of the position
itself, not the capabilities of any individual.

The position or job evaluation serves as the official record of the work assigned by
management to an employee. Every employee should have a copy of their position
evaluation.

A Job Description/Evaluation should be written when there is a new position that is


introduced or there are modifications in the existing position.

1. OBJECTIVES

The baseline objective of job evaluation is to provide enough information in the right format
and language to be accurate, clear and useful to the employer.
Job Evaluation is one of the most important inputs from the HR Department to the extent
that it is essential for the following:

(a) The Human Resources perspective


Job Evaluation is the basis for several HR functions such as:

• Human Resource Planning – It helps in analyzing problems arising out of


surplus or deficit in manpower and how to deal with them. It ensures obtaining the
quality and quantity of Human Resources for the organization at the right time and at
the right place.

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44
• Recruitment & Selection – Job evaluation can provide specific information
about the skills, knowledge and abilities required to perform successfully on the job.
This information can be used to formulate job-related selection criteria and screening
tools such as interview questions. Final selection of people is based on job
evaluation.

• Performance Management System – Job evaluation can provide the


information necessary to develop concrete performance standards. It can create a
detailed, objective description of the position that allows both the supervisor and the
employee to have a shared understanding and managing of the performance of the
job.

• Compensation Planning – Job evaluation helps in compensation planning by


measuring compensation levels against other employees in the same company,
against other employees in other companies in similar positions, and against
performance. It also helps by stating the activities to be performed by the incumbent
on the job and accordingly do compensation planning.

• Training and development – Job evaluation helps in training need analysis. It


can assist in developing objectives, standards and curricula for individual and group
training required for the job.

• Career Management – Job evaluation can provide the understanding of a


position and it's relation to other positions, needed to initiate career ladder
management of the incumbent.

(b) The Organization perspective

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45
• Organization Structure – It deals with the structural aspects of the organization.
It aims to analyze roles and responsibilities so that collective efforts can be
organized to achieve specific ends. It helps to develop the structural management
hierarchy of the organization.

(c) The Employee perspective

• Responsibility and authority – It can be used to orient new employees with the
basic responsibilities, activities and decision-making authority they are assigned.

• Result Orientation – It helps the employees to have a basic idea of the activities
they have to perform and the end result or outcome expected.

• Working conditions – It helps in having an idea of the working conditions and the
physical environment.

• Role set relationships – It helps the incumbent of the job to understand his/her
reporting relationships, and other internal/external persons, departments, agencies
or organizations that the position interacts with.

THE PROCESS
Writing a job evaluation begins with collecting the facts concerning the job and then
summarizing them into a meaningful form.
The process involves three major steps:

1) Data Collection

Preliminary Data – Obtain all available documents about a job like Work Instructions,
Training Manuals, KRAs, etc. Sources of information for writing job evaluation may include
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46
organizational business plans, review of job-related information, and observation of work or
personal knowledge of the job.

o Methodology – Use a structured approach to find out information about job, the overall
purpose, main activities carried out, and responsibilities involved. The structured
approach could be any one or more or a combination of the following:

(e) Questionnaire
(f) Checklist
(g) Observation
(h) Interview

→ The time ladder could be used to corroborate the statements and will help
analyzing the facts for designing the job at a later stage.

TIME SPENT (%)


<10
10 – 30
30 – 50
50 – 70
70 – 90
>90

2) Preparation of Job Evaluation and HR Departmental Job Evaluation Manual

3) Validation
Ratify the same with the HODs.

2. CONTENTS OF JOB EVALUATION

Job Evaluation should be comprehensive and factual. There are no universal rules
governing the way a Job Evaluation should be written. However the suggested headings
are as follows: -

a) General Information
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47
The job title, department, level, location, function and the jobholder will be included
in job evaluation.

b) Job Relationships
The reporting relationships of the position as well as the relationships the position is
directly linked to, such as;
Superior(s), Peers or Subordinate(s)

c) Purpose
A brief definition of the position is given in order to obtain an overall description of
the role of the position, and an indication as to why the position is necessary within
the department or institution.

d) Job Responsibilities
Brief description of the responsibilities that the job is required to carry out. The
aim is to convey in two or three sentences a broad picture that will clearly identify
it from other jobs and the role and contribution of the jobholder towards achieving
the objectives of the organization.

e) Main Tasks
Describe each main task separately in short numbered paragraphs. It could be in the
order of frequency with which the tasks are performed, the chronological order; order
of importance or the time spent on each task and the management processes.

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48
Start with an active verb and distribute group related tasks under a single descriptive
heading to enable quick appreciation of the time spent on each task or range of
activities.
No attempt should be made to describe how tasks are carried out, but it is not out of
place to mention briefly the purpose or objectives of each task.

f) Delegations
This refers to the delegation of powers or authority, vested in a specific position
which is given to the incumbent so that that person may make decisions, act or
dispose of matters at his or her own particular level, without having to refer such
matter to a higher authority for a decision. It includes various decisions made by the
incumbent, individually as well as a part of the team.

g) Employee Interactions
The contacts list provides information about personal contacts outside the position’s
regular workgroup as well as the purpose of contacts. Describe contacts in terms of
the work relationship and explain the purpose of the contact as well as how regularly
contact is made. The contacts can be with external people, organizations or
agencies or they may be internal to the organization.

h) Employee Qualifications
This section deals with the incumbent’s ability to meet the requirements of the
specific position and should cover the following areas:
Skills, Competencies, Knowledge, Abilities & Experience.
A skill, competency, knowledge or ability is something the employee knows or can
do, that enables the employee to successfully perform the duties of the job.

ANNEXURE II

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INTERVIEW QUESTIONNAIRE (Scientific Departments)

Name: __________________________________________________
Department: __________________________________________________
Designation: __________________________________________________

1) To whom are you directly reporting?

1. _____________________
2. _____________________

2) Who are directly reporting to you?

1. _____________________
2. _____________________

3) Which other persons, departments, agencies or organizations do you interact with?

Internal: _________________________________________________
_________________________________________________

External: ________________________________________________
________________________________________________

4) What is the minimum qualification and experience required for this position?

5) What is the purpose or objective of this position?


The contribution of this role or position to the overall process/cycle.

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6) What are the primary tasks or duties you carry out? Describe them in order of importance or
frequency. How can results you achieve in the job be measured?

% Time spent/
Primary Tasks Extent of importance Measurement
Indices

7) What are the secondary or supporting activities you perform?

% Time spent/
Secondary Tasks Extent of importance Measurement
Indices

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8) Where does your work flow from? (Tick the right box and specify the details)
Outside the organization ____________________________
Another department ____________________________
Superior ____________________________
Colleagues ____________________________

9) Where does your work flow to? (Tick the right box and specify the details)
Outside the organization ____________________________
Another department ____________________________
Superior ____________________________
Colleagues ____________________________

10) What key decisions do you take for your function/department?

As the main decision-maker: ______________________________


______________________________________________________
______________________________________________________

As a contributor: ________________________________________
______________________________________________________
______________________________________________________

As a participant: ________________________________________
______________________________________________________
______________________________________________________

11) What are the hurdles/blocks in achievement of your key job objectives or accomplishing your key
tasks?

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ANNEXURE III

INTERVIEW QUESTIONNAIRE (Support Departments)

Name: __________________________________________________
Department: __________________________________________________
Designation: __________________________________________________

1) To whom are you directly reporting?

1. _____________________
2. _____________________

2) Who are directly reporting to you?

1. _____________________
2. _____________________

3) Which other persons, departments, agencies or organizations do you interact with?

Internal: _________________________________________________
_________________________________________________

External: ________________________________________________
________________________________________________

4) What is the minimum qualification and experience required for this position?

5) What is the purpose or objective of this position?


The contribution of this role or position to the overall process/cycle.

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6) What are the primary tasks or duties you carry out? Describe them in order of importance or
frequency. How can results you achieve in the job be measured?

Primary Tasks

7) What are the secondary or supporting activities you perform?

Secondary Tasks

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8) What key decisions do you take for your function/department?

As the main decision-maker: _______________________________


______________________________________________________
______________________________________________________

As a contributor: _________________________________________
______________________________________________________
______________________________________________________

As a participant: _________________________________________
______________________________________________________
______________________________________________________

9) What are the hurdles/blocks in achievement of your key job objectives or accomplishing your key
tasks?

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JOB TITLE DEPARTMENT

FUNCTION DESIGNATION

REPORTS TO LOCATION

REPORTEES-Direct Indirect

ANNEXURE IV

JOB EVALUATION (TRC)

Work Work
Inflow Outflow
from: to:

JOB PURPOSE
Summarize why does this job exist and its contribution to the overall business of the company.

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56
KEY RESULT AREAS/PRIMARY ACTIVITIES
Main activities or responsibilities of the job and the end result the job is expected to achieve.

SECONDARY ACTIVITIES
The other ancillary activities to the primary activities performed.

DECISION MAKING AUTHORITY


Kinds of decisions made by the position as;

Main decision-maker

Contributor

Participant

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ROLE SET MEMBERS
Persons, departments, agencies or organizations that the position interacts with, other than the
position reports to and its reportees.

Internal

External

QUALIFICATION

TOTAL EXPERIENCE (yrs.)

HURDLES IN ACHIEVEMENT OF KEY JOB OBJECTIVES

COMPETENCY PROFILING (ASK)


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Knowledge Skills Abilities

APPROVALS

Name ____________________________ Name ____________________________


Desg. ____________________________ Desg. ____________________________
Date ____________________________ Date ____________________________

ANNEXURE V

COMPETENCY PROFILING

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SKILLS ABILITIES

Self Management Skills Positive thinker


Challenge seeker Strategic thinker
Customer oriented Open to change
Quality commitment Ability to stretch
Resourceful Handling Ambiguity
Self-motivated Learning attitude
Analytical Reasoning Judgmental
Methodical Innovative
Result Oriented Problem solving
Ownership Creativity
Sincerity Foresight
Focused Emotional Stability
Fair Initiator
Firm Perseverance
Proactive Enthusiasm
Time Consciousness Empathy
Organized Inquisitive
Versatile
Self Confidence
Interpersonal Skills(people related skills) Honesty & Integrity
Communication Skills
Adaptable
Assertive
Rapport Building
Receptive
Develops others
Team player
Ethical
Independent
Networking skills
Risk-taker
Diplomatic
Coaching & Mentoring
Personal Effectiveness (Developing oneself,
achieving results, and solving problems.
Planning, organizing, and managing your own
time and work)
Leadership
Meticulous
Negotiating
System Orientation (ability to appreciate,
implement, initiate systems)

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ANNEXURE VI
(Sample Job Evaluations)

JOB EVALUATION (TRC)

JOB TITLE Systems DEPARTMENT IT


Analyst/Softw
are
DESIGNATION Developer
Assistant Manager LOCATION TRC

REPORTS TO Manager REPORTEES Project Trainees

JOB PURPOSE
Summarize why does this job exist and its contribution to the overall business of the
company.

Involvement in SDLC (Software Development Life Cycle) for automation of manual


business processes carried on in TRC, it involves analysis, designing, coding,
implementation and training the clients for the software. Maintenance of the software
developed.

a.

61
KEY RESULT AREAS/PRIMARY ACTIVITIES
Main activities or responsibilities of the job and the end result the job is expected to
achieve.

• Implementation of approved IT policies & procedures in assigned area.

Software Analysis
• Problem-solving and planning for a software solution.
• Understanding user’s AS-IS and TO-BE process.
• Gather information about the software from the market.
• Conduct meetings with the end users/clients to gather information about their
requirements in the software.

Software Designing
• Selection of the software and database platforms.
• Designing the database, screen layout, process diagram and pseudo code.
• Developing a prototype model of the software.
• Generation of reports (SRS) on the basis of user requirements.
• Documentation of all the information about the software.
• Documentation and version controlling.

Software Coding
• Preparation of the software on the basis of the design. It involves writing,
testing, and maintaining the source code of computer programs, which is written in
a programming language.

Software Implementation and Testing


• Testing the developed software on the end users/clients to check its
correctness, security, efficiency, compatibility and its usability. It is done to reveal
quality
related information about the product with respect to the context in which it is
intended to operate.

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62
SECONDARY ACTIVITIES
The other ancillary activities to the primary activities performed.

• Maintenance of the software, it involves changes in the software to correct


defects and deficiencies found during field usage as well as the addition of new
functionality to improve the software's usability and applicability, enhancing and
optimizing the deployed software.
• Providing technological support to the users of the software.
• Leading project trainee team for maintenance and enhancement of in-house
developed software.
• Imparting training for the use of the developed software to the users/clients.
• Sharing the knowledge within the IT team for any new software implemented in
TRC.

DECISION MAKING AUTHORITY


Kinds of decisions made by the position as;

Main decision-maker
• Operational issues relating to the softwares deployed.
• In implementation of the software.

Contributor
• Suggesting the users/clients for automation of the process.
• Evaluation of the new software to be purchased and analyze its functionality.
• Project allocation and setting the time lines among the team members.

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63
ROLE SET MEMBERS
Persons, departments, agencies or organizations that the position interacts with, other
than the position reports to and its reportees.

Internal
• All Departments of TRC.

External:
• Head Office (IT & HR Departments).
• Plants (Indrad & Baddi and Other Overseas) for the Document
Management System.
• Vendors of the outsourced softwares.

QUALIFICATION

• Bachelor of Engineering (IT/Computers) / M.C.A.

EXPERIENCE (yrs.)

• Experience of 2 to 4 yrs. as Systems Analyst/ Software Developer.

HURDLES IN ACHIEVEMENT OF KEY JOB OBJECTIVES

• Client response
• Change request in the software from the users.

COMPETENCY PROFILING (ASK)

Knowledge Skills Abilities

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64
• Knowledge of • Customer oriented • Strategic thinker
company’s goals & • Analytical • Ability to stretch
plans. Reasoning • Foresight
• Knowledge of • Methodical • Judgmental
Business Processes. • Team Player • Problem solving
• Knowledge of IT • Coaching & • Handling Ambiguity
structure of the Mentoring • Learning attitude
organization.
• System Orientation
• Knowledge of
(ability to appreciate,
SDLC.
implement, initiate
• Knowledge of systems)
Database.
• Communication
• Knowledge of
• Software testing at
object oriented
various stages.
programming
language.
• Knowledge of
software development
platforms.
• Knowledge of
software quality.

APPROVAL

Functional Head: ______________________ Date: _________ Signature: _________

HR Head : ______________________ Date: _________ Signature: _________


ANNEXURE VII
JOB EVALUATION (TRC)

a.

65
JOB PURPOSE
Summarize why does this job exist and its contribution to the overall business of the
company.
JOB TITLE Head HR DEPARTMENT HR
The role of the Head HR is imperative to the needs of the changing organization and
thus driving the organization
DESIGNATION in becoming
Assistant General more adaptable, growth-oriented
LOCATION TRC and
customer-centric. Manager
To integrateTO
REPORTS the HR activities, provide strategic
VP (Commercial) leadership and support
REPORTEES on
Manager (1)
organizational and human resources
Director (TRC) development and
Direct growth. AMs (4)
To strengthen the role of HR and establish HR as a strategic business function by
aligning the HR processes to Business Goals Indirect Executives
and by introducing structure, (7) and
systems
procedures.

KEY RESULT AREAS/PRIMARY ACTIVITIES


Main activities or responsibilities of the job and the end result the job is expected to
achieve.

• Facilitating organizational change and capability building initiatives to support


business strategy and organizational development and growth.
• Providing strategic HR support to all Functional Heads and Director.
• Designing, developing and implementing Retention policies and strategies.
• Establishing smooth communication channels across all the departments, to
facilitate inter departmental activities.
• Providing technical support and direction to the HR Team for the smooth
functioning of various HR subsystems.
• Enhancing the efficiency level of HR Team by ensuring structure, systems and
procedures.
• Ensuring the smooth implementation and compliance of Organizational Policies.
• Managing recruitment for key positions.
• Ensuring uniform and Competitive Compensation Levels across the
Organization.
• Ensuring harmonious and professional relationships across all locations, for
smooth functioning of inter-locational processes.

DECISION
SECONDARY MAKING AUTHORITY
ACTIVITIES
Kinds of decisions made by the
The other ancillary activities position
to the as;activities performed.
primary

Main
• decision-maker
Being a facilitator to organization developmental and growth activities, by
•bringing
Defining the role of
in paradigm theinHR
shift HRTeam members.
systems.
• Issues bearing
Establishing financial
TPL implications.
as a Brand, through Industry Academia Interface initiatives.
• HR matters external to TRC.
• Approvals for matters resulting in policy deviations.
a.
Contributor
• Designing organization structure and roles of various departments.
• Policy decisions affecting the larger mass.
66
ROLE SET MEMBERS
Persons, departments, agencies or organizations that the position interacts with, other
than the position reports to and its reportees.

Internal
• Director, GMs and AGMs
• Functional Heads

External
• HO (HR, Finance and Procurement Departmental Heads)
• Plant (HR Head)
• Statutory Bodies
• Academic Institutions
• Training /Recruitment Consultants

QUALIFICATION
• PG in HR (full time) from any premier B School, recognized by the company.

EXPERIENCE (yrs.)
• Experience of 12 to 15 years.

HURDLES IN ACHIEVEMENT OF KEY JOB OBJECTIVES

• Lack of clear Business Plan.


• Lack of clearly defined Corporate Policies.
• Lack of support for HR on strategic level.
• High importance to recruitment and data related to existing and left manpower.
• High organizational inertia to change.
• Lack of appreciation for the role of HR as a catalyst to change.
• Procedural delays.
• Young and less experienced team.

COMPETENCY PROFILING (ASK)

Knowledge Skills Abilities

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67
• Knowledge of Company’s • Leadership • Strategic thinker
goals and plans. • Challenge seeker • Adaptable to
JOB• TITLE Executive-Node
Knowledge of Product • HR DEPARTMENT
Analytical HR
change
Development. • Proactive • Foresightedness
• Thorough knowledge
DESIGNATION Executive
of • LOCATION
Focused • TRCDecision-maker
HR concepts. • Communication • Innovator
• Well-versed
REPORTS TO with existing Manager
Assistant • REPORTEES
Assertive • None
Problem solving
& relevant Labor Laws. • Counseling • Initiator
• Knowledge of latest HR • Coaching &
concepts and practices. Mentoring
• System
Orientation (ability to
appreciate,
implement, initiate
systems)

APPROVAL

Functional Head: ______________________ Date: _________ Signature: _________

HR Head : ______________________ Date: _________ Signature: _________

ANNEXURE VIII
JOB EVALUATION (TRC)

JOB PURPOSE
Summarize why does this job exist and its contribution to the overall business of the
company.

The objective of this role is to become a link between the various Departments and HR,
and provide HR support to all the departments.

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68
KEY RESULT AREAS/PRIMARY ACTIVITIES
Main activities or responsibilities of the job and the end result the job is expected to
achieve.

• Eliciting all the HR related issues of the respective department and


reporting it to the concerned person in HR, and ensuring that it is resolved.
• Assisting in designing, developing and implementing Manpower plan,
Organization structure and recruitment policies, methods and procedures as per the
HR strategy.
• Managing the recruitments of all positions in TRC as per the
Manpower plan, by mapping and analyzing the requirements of the Departmental
Heads.
• Resourcing people for current and future requirements, including
fresher and experienced manpower.
• Organizing the preparation of Job Descriptions and Competency
Profiling, to support the Training & Development function.
• Formulating KRAs / KPIs of the various business functions so as to
assist in Performance Management System.

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69
SECONDARY ACTIVITIES
The other ancillary activities to the primary activities performed.

• Managing Reference Check of the new joinees.


• Managing Relocation Reimbursement.
• Maintaining of MIS.
• Managing bills of Reliance’s VC.
• Managing bills of Recruitment Consultants.
• Managing bills of the Student Computer.
• Managing the Probation Confirmation Process

(Activities are allotted on a rotation basis)

DECISION MAKING AUTHORITY


Kinds of decisions made by the position as;

Main decision-maker
• Sourcing and selection of candidates.

Contributor
• Designing Manpower plan, Organization structure and Recruitment policies.

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70
ROLE SET MEMBERS
QUALIFICATION
Persons, departments, agencies or organizations that the position interacts with, other
than the position reports to and its reportees.
• PG in HR (full time).
Internal
• All Departments
EXPERIENCE (yrs.) of TRC.

• Experience of 1 to 2 yrs.
External
• HO (HR & Admin Departments)
• Plant-Indrad (HR Department)
• Recruitment Consultants
• Reliance for using its services

COMPETENCY PROFILING (ASK)

Knowledge Skills Abilities

• Knowledge of • Communication • Judgmental


Company’s goals and • Proactive • Foresight
plans. • Negotiation • Inquisitive
• Thorough • Methodical • Ability to stretch
knowledge of the • Customer oriented • Open to change
business processes. •
• Time Empathy
• Knowledge of Consciousness
various HR functions.
• Receptive
• Knowledge of
• Analytical
recruitment process.
Reasoning
• Basic knowledge of
computers.

APPROVAL

Functional Head: ______________________ Date: _________ Signature: _________

HR Head : ______________________ Date: _________ Signature: _________

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71
JOB TITLE Finance Manager DEPARTMENT Commercial

DESIGNATION Manager LOCATION TRC

REPORTS TO VP (Commercial) REPORTEES Assistant Managers


Direct (2)
Indirect Executives (3)
Assistant (1)

ANNEXURE IX
JOB EVALUATION (TRC)

JOB PURPOSE
Summarize why does this job exist and its contribution to the overall business of the
company.

Developing, monitoring and controlling the resources, planning of cash flows and
financial budgeting. Ensuring targets are met and expenses and revenues are accruing
as per plan. Monitoring of discrepancies, reporting to management and taking
appropriate action.

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72
KEY RESULT AREAS/PRIMARY ACTIVITIES
Main activities or responsibilities of the job and the end result the job is expected to
achieve.

• Compiling, monitoring, and controlling the overall TRC Budget and developing
cash flow projections and the departmental budgets.
• Quarterly analyzing the variances and trends in budgets, expenses, forecasts,
and financial reports by monitoring and evaluating the expenditures relative to
budget projections and reporting the same.
• Drive the entire team towards cost control for significant of all controllable costs
and periodical reviews with actual vs. targeted costs.
• Supervising and directing the work of personnel involved in detailed accounting
entries, internal financial reporting, taxation, costing and insurance functions.
• Ensuring monthly Period End Closing of Finance and Costing in SAP.
• Supervising the preparation of the routine MIS and Statutory Information and
submitting the report to the respective department and the Statutory Authorities.
• Supervising the DOA (Delegation of Authority) compliance by checking whether
the appropriate authority releases the payments and other commitments.
• Complying with the Internal Audit Requirements of all the payment related
issues.

SECONDARY ACTIVITIES
The other ancillary activities to the primary activities performed.

• Coordinating with other Departments in TRC and other Locations for collection
of data regarding MIS, Costs and Budget.
• Supporting the PDG Heads for preparation and reporting of MIS, Budget
Forecast, Cost Estimates and Cash Flow Forecast.
• Providing support to central MIS team for the TRC related issues.

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73
DECISION MAKING AUTHORITY
Kinds of decisions made by the position as;

Main decision-maker
• Decisions regarding all payment related issues.
• All operational issues.

Contributor
• Preparation of Budget and allocation to various Departments.
• Preparation of plan of Delegation of Authority.
• Implementation of Policies.
• Deciding of structure and duties within the Department.

ROLE SET MEMBERS


Persons, departments, agencies or organizations that the position interacts with, other
than the position reports to and its reportees.

Internal
• All Departments

External
• HO (Finance and Procurement)
• Plant (Finance)
• Insurance Agency

QUALIFICATION
• Master of Commerce
• ICWA

EXPERIENCE (yrs.)
Total Experience of 13 years.
• With TRC since 4.5 years.

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74
HURDLES IN ACHIEVEMENT OF KEY JOB OBJECTIVES

• Coordination with HO.

COMPETENCY PROFILING (ASK)

Knowledge Skills Abilities

• Knowledge of • Analytical • Strategic thinker


company’s goals & Reasoning • Open to change
plans. • Methodical • Ability to stretch
• Knowledge of the • Result Oriented • Judgmental
business processes. • Fair • Foresight
• Knowledge of • Time
Technological Systems. Consciousness
• Knowledge of • Adaptable
Organization Hierarchy.
• Independent
• Leadership
• Meticulous
• Negotiating
• System Orientation
(ability to appreciate,
implement, initiate
systems)

APPROVAL

Functional Head: ______________________ Date: _________ Signature: _________

HR Head : ______________________ Date: _________ Signature: _________

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