PROJECT REPORT ON RECRUITMENT AND SELECTION on Pharmaceutical Industry

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

B.PAVAN KUMAR Regd 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

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: 10R21E0035 MLR Institute of Technology

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 the department for providing all the necessary facilities and encouragement for the present work.

B. Pavan kumar Regd No: 10R21E0035 MLR Institute of Technology

S.No I 1.1 1.2 1.3 1.4 II 2.1

CHAPTER NAME INTRODUCTION

INDEX

CONTENTS

Page No.

7-9 OBJECTIVES OF THE STUDY 10 NEED OF THE STUDY 10 SCOPE OF THE STUDY 11 LIMITATIONS OF THE STUDY RESEARCH METHODOLOGY 11 13 - 16

PRIMARY DATA 2.2 SECONDARY DATA 2.3 STATISTICAL TOOLS 2.4 HYPOTHESIS III IV INDUSTRIES PROFILE

14 14 14 15 - 16 16 - 50

DATAANALYSIS & INTERPRETATION 52 - 56 QUESTIONNAIRE

FINDINGS BIBLIOGRAPHY

62 63

Chapter I

Introduction

Pharmaceutical Industry profile

The Indian Pharmaceutical Industry today is in the front rank of Indias sciencebased industries with wide ranging capabilities in the complex field of drug manufacture and technology. It ranks very high in the third world, in terms of technology, quality and range of medicines manufactured. From simple headache 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 of medicines, Pharma Industry boasts of quality producers and many units approved by regulatory authorities in USA and UK. International companies associated with this sector have stimulated, assisted and spearheaded this dynamic development in the past 53 years and helped to put India on the pharmaceutical map of the world. The pharmaceutical industry has shown tremendous progress in terms of infrastructure development, technology base creation and a wide range of production. Even while undergoing restructuring, it has established its presence and determination to flourish in the changing environment. The industry now produces bulk drugs belonging to all major therapeutic groups. Strong scientific and technical manpower and pioneering work done in process development have contributed to this. Total production of bulk drugs and formulations during 199798 is estimated at Rs. 26280 million and Rs. 120680 million respectively. The growth rate has been around 15% for bulk drugs and 20% for formulations during nineties. The performance on the export front is also noteworthy, clocking a growth 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 n d u s t r y , i t s g r o w t h r a t e a s c o m p a r e d t o t h e g l o b a l P h a r m a c e u t i c a l Industry. India's US$ 3.1 billion pharmaceutical industry is growing at t h e r a t e o f 1 4 percent per year. It is one of the largest and most advanced among the developing countries. The Pharmaceutical sector is highly fragmented with more than2 0 , 0 0 0 r e g i s t e r e d u n i t s . I t h a s e x p a n d e d d r a s t i c a l l y i n t h e l a s t t w o decades. The leading 250 pharmaceutical companies control 70% of the market with market leader holding nearly 7% of the market share. It is an extremely fragmented market with severe price competition and government price control. Then, we look at the market and growth scenario of Pharmaceutical companies in India which brings us to research on MATRIX PHARMALABS.

Pharmaceutical industry d e v e l o p s , p r o d u c e s , a n d m a r k e t s drugs licensed for use as medications. Pharmaceutical companies can deal in generic and/or brand medications. They are subject to a variety of laws and regulations regarding the patenting, testing and marketing of drugs. The main aim of a particular Pharmaceutical Industrys to develop research and distribute drugs in order to provide health care for the people in the society. The Pharmaceutical Industry like other i n d u s t r i e s i s s u b j e c t e d t o f o l l o w certain rules and regulations. The Pharmaceutical Industry n e e d s to follow rules about p a t e n t , m a r k e t i n g as well as testing of drugs that are scheduled to 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 d r u g s a r e d e s i g n e d o r d i s c o v e r e d . I t h a s b e e n o b s e r v e d i n t h e p a s t that most of the drugs were invented by means of isolating the active component from remedies which are traditional in nature or through a n o t h e r k i n d o f discovery known as serendipitous discovery.

Drug Development:
This process is taken forward after the discovery is done and a thing is identified as a potential drug. The development takes place immediately after that as the component is turned into a medicine. So this is also considered as a very important process and has great importance in the Pharmaceutical Industry. For the first time ever, in 2006, global spending on prescription drug stopped $643 billion, even as growth slowed somewhat in Europe and N o r t h A m e r i c a . Russia, South Korea and Mexico outpaced that market, growing a huge81 percent .US profit growth was maintained even whilst other top industries saw slowed or no growth. Despite this, the pharmaceutical industry is and has been for years the most profitable of all businesses in the U.S. In the annual Fortune 500 survey, the pharmaceutical industry topped the list of the most profitable industries, with a return of 17%on revenue.

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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 To check the satisfaction levels at chemists on various services offered by Dr. Reddys, Cipla and Aurobindo

1.3: SCOPE OF THE STUDY

The study helps in gaining the knowledge about sales per month of the inhalers, devices of Dr. Reddys, Cipla and Aurobindo

The study helps to compare the performance of devices from Dr. Reddys, Cipla and Aurobindo to its competitors.

The work also helps in understanding the knowledge of chemists on the device demonstration, and their level of education to the patient.

1.4: LIMITATIONS OF THE STUDY

Study territory is confined only to selected counters of Hyderabad

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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
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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 concerned with 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 empirical scrutiny and statistical test to determine its validity. a researcher has to do a number of things as per requirements for testing a hypothesis. Hypothesis testing is of 2 types. That are 1. Null hypothesis(Ho) 2. Alternative hypothesis (H1)

Hypothesis testing:

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Type of decision Reject H0 Accept H0

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

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

The null hypothesis is specifically formulated for testing for possible rejection or nullification. Hence the name null hypothesis. It is accompanied by an alternative hypothesis

T-test
The t-statistic was introduced in 1908 by William Sealy Gosset.. Since he published his finding under a pen name student, it is known as students t-test. It is suitable for testing the significance of a sample mean or for judging the significance of difference between the means of two samples, when the samples are 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 be used for testing the significance of the co-efficient of simple and partial correlations.

Formula:

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Where s is the sample standard deviation of the sample and n is the sample 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. unlike the other tests of significance, the chi-square is used to make comparisons between frequencies rather than between mean scores.

where 2 = Pearson's cumulative test statistic, which asymptotically approaches a 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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Chapter III

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Company Profile

Dr. Reddy's Laboratories Ltd:

Established in 1984, Dr. Reddys Laboratories (NYSE: RDY) is an emerging global pharmaceutical company. As a fully integrated pharmaceutical company, our purpose is to provide affordable and innovative medicines through our three core businesses: Pharmaceutical Services and Active Ingredients, comprising our Active Pharmaceuticals 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 and Russia. 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 affordable medication to people across the world, regardless of geographic and socioeconomic barriers.

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

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Dr. K. Anji Reddy (a Bachelors of Science in Pharmaceuticals & Fine Chemicals from Bombay University, and a Ph.D in Chemical Engineering from the National Chemical Laboratory, Pune) is the Founder-Chairman of Dr. Reddys. He served in the state-owned Indian Drugs and Pharmaceuticals Limited from1969 to 1975, was Founder-Managing Director of Uniloids Ltd from 1976 to 1980 and Standard Organics Limited from 1980 to 1984, before founding Dr. Reddys in 1984. Under Dr. Anji Reddys leadership, Dr. Reddys has become a pioneer and a trendsetter in the Indian Pharmaceutical industry. It turned the Indian bulk drug industry from import-dependent in the mid-80s to selfreliant in the mid-90s and, finally, into the export-oriented industry that it is today. Dr. Reddys was the first company to begin drug discovery research in India in 1993 and has led the industry in turning from copycats into innovators. Dr. Reddys was listed on the New York Stock Exchange in April 2001 (RDY) the first non-Japanese Asian pharmaceutical company to be listed on the NYSE. The present turnover of the company is in excess 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 of Governors of the Institute of Chemical Technology, University of Mumbai. He is the Chairman of the Institute of Life Sciences, a public-private partnership initiative, set up on the campus of the University of Hyderabad, the first of its kind in the country. Dr. Reddy serves on the board of the Hyderabad Eye Research Foundation and also on that of the Vision 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 is also Founder-Chairman of Dr. Reddys Foundation, the social arm of Dr. Reddys, which acts as a catalyst of change towards achieving sustainable development. Dr. Reddy is a Fellow of the Indian National Academy of Engineering and a member of the General Body of the Birla Institute of Technology & Science, Pilani (Rajasthan). 21

Dr. Reddy has been the recipient of several awards and honors. Notable among them are the Sir P.C. Ray award, twice conferred on Dr. Reddy by the Indian Chemical Manufacturers Association in1984 and 1992, and the Federation of Asian Pharmaceutical Associations (FAPA) FAPA-Ishidate Award for Pharmaceutical Research in 1998. He was voted Businessman of the Year by Indias leading business magazine Business India in the year 2001. Dr. Reddy is a recipient of the Padmashri Award in year 2001, conferred on him by the Government of India for his distinguished service in the field of Trade & Economic Activity and Industry. In recognition of his pioneering work and introduction of affordable medicine, the Chemtech Foundation bestowed on him the Achiever of the Year 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 companies with global ambitions. The company has departed from the Indian pharmaceutical market mainstream of copying patented drugs to pursue the development of its own--patentable--molecules. As such, the company has already achieved success with a number of promising anti-diabetic molecules. At the same time, Dr. Reddy's is pursuing a share of the lucrative, but highly competitive, 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; Custom Chemicals; Biotechnology; Diagnostics; Critical Care; and Discovery Research. A leader in its domestic market, the company is also active on the international scene, which accounted for 64 percent of the company's total sales of Rs 18 billion ($392 million) in 2003. North America contributed 32 percent of sales, while Russia added 28 percent. The rest of the company's international revenues were 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 22

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

Bulk Actives to Generics in the 1980s :

In 1970, the Indian government, then led by Indira Ghandi, abrogated laws respecting international pharmaceutical patents. The move, meant to reduce the cost of providing healthcare to India's large and exceedingly poor population, had the effect of supercharging the country's pharmaceutical sector. With a long history in process chemistry, and a large and highly educated pool of scientists, the sector quickly became experts at reverse-engineering, and then copying, the drugs developed by the world's large multinationals. The new industry quickly became one of the world's most energetic markets--by the 1990s, there were more than 20,000 companies operating in India's pharmaceuticals industry. Indian producers were able to produce drugs and their components for a fraction of the cost of their Western counterparts, and quickly found an enormous demand throughout the developing world.

Dr. Anji Reddy, the son of a well-to-do turmeric farmer in Andra Pradesh in the south of India, was one of the early entrants into the new and fast-growing market. 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 stateowned pharmaceutical company IDPL. At the time IDPL had been reliant on Russian technology; yet the company quickly turned the tables, gaining expertise--and eventually providing that to Russia itself. Reddy remained with IDPL into the early 1970s. The change of law and the rise of new opportunities in the pharmaceutical industry, however, encouraged him to set up his own business, and in the mid-1970s, Reddy founded a company for producing and selling bulk actives--the basic ingredients of drug compounds--to pharmaceutical manufacturers. Reddy's clientele soon featured a host of national and multinational companies, such as Burroughs Wellcome and others. In the early 1980s, however, Reddy sought to aim higher and establish himself as a manufacturer of finished products. In 1984, Reddy founded Dr. Reddy's Laboratories, 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 1970 law. As he told Forbes: "We are products of that. But for that, we wouldn't be here. 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 achieving strong local success with its NISE range of painkillers. The company also had success with its copy of Bayer's antibiotic ciprofloxacin and, especially, with AstraZeneca's omeprazole, which, under the trade name Losec, had become the world'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 largest producer in the world." Meanwhile, Reddy's took advantage of India's low wage and production costs to boost its production of bulk actives. By 1986, the company prepared to expand still further, and listed its stock on the Bombay exchange. In that year, also, the company 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 coupled with 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 an increasingly important part of the company's total revenues, a trend boosted by the company's entry into the Russian market in 1991. That country later grew into one 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's desire to join the World Trade Organization, would eventually lead to the reimposition of respect for international drug patents. At the same time, competition among Indian manufacturers--with as many as 100 companies producing knockoffs of the same drug preparation--had become increasingly heavy, making it harder to generate profits. Meanwhile, the restriction-free market in India had led 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, Reddy founded Dr. Reddy's Research Foundation and determined to lead his company through the transition from copier to pharmaceutical innovator. By 1993, the company's new research and development wing was operational, and it set to 24

work performing "drug discovery" work in a variety of fields, including metabolic disorders, such as diabetes, and cancer treatments, among others. Reddy's shift initially met with skepticism from the Indian community. As Reddy told 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 company could discover anything." Nonetheless, for its research and development effort, Reddy's adopted a standard practice among even the largest multinationals, that of developing "analogue" preparations of existing drugs. By slightly altering the composition of a molecule or preparation, Reddy would be able to present a new drug, which was 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. FDA adopted new rules, designed to encourage the growth of the generic drugs market in the United States, which provided a six-month exclusivity period for the first 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 drugs was expected to outgrow their patents over the next ten years--and in 1997 the company filed an abbreviated new drug application (ANDA, used for registering a drug in its generic formula) for a generic version of the popular anti-ulcer medication 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 up American Remedies Limited, based in Chennai, boosting its formulations capacity. That year, also, the company set up a research and development subsidiary, Reddy US Therapeutics, in Atlanta, Georgia, placing part of its drug discovery effort closer to the U.S. market. In 2000, the company made another important acquisition, this time of Cheminor Drugs Limited, which enabled Dr. Reddy's to claim the number three spot among 25

Indian pharmaceutical companies. That year, the company launched the commercial distribution of its first generics in the United States. Back home, the company's research efforts had paid off with the filing of an Investigational New Drug 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, where the company listed its stock in 2001, becoming the first Asian pharmaceutical company outside of Japan to do so. The company clearly revealed its ambitions, as Reddy told Business Week: "We want to be a truly innovative company discovering and marketing drugs the world over." That year, the company scored a new success in its research activities, licensing a second-generation antidiabetic molecule to Novartis in a deal worth some $55 million. Meanwhile, on the generics front, the company was lifted when its application for a 40mg generic version of the popular anti-depressive Prozac was awarded a 180-day exclusivity period. That period generated some $56 million--nearly all profit--for the company.

By 2002, the Indian government had agreed to re-introduce patent enforcement in the pharmaceutical industry, starting in 2005. Although some observers questioned whether the company would maintain the political will to enforce the new rules, Dr. Reddy's emerged as one of only a handful of Indian companies capable of independent research. Indeed, the company had continued to build up its research capacity. In 2001, it had created a new subsidiary, Aurigene Discovery Technologies, dedicated to the biotechnology sector. The year 2002 also marked the company's first overseas acquisition, when it paid 9 million to acquire the United Kingdom's BMS Laboratories Ltd. and its marketing and distribution subsidiary Meridian Healthcare Ltd. That purchase enabled the company to expand into the U.K.--and ultimately European--generics market. At the end of 2002, Dr. Reddy's scored a new victory in the U.S. market, when it successfully defeated lawsuits lobbied by Pfizer to prevent the Indian company's marketing of its own variant of the pharmaceutical giant's Novasc. The company then began preparations to introduce its version of the drug in 2003. Yet the new compound was expected to mark a new step for the company, as it became determined 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 new victory when it was granted tentative FDA approval to develop and market generic 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 global pharmaceutical company.

Principal Subsidiaries:
Aurantis Farmaceutica Ltda (Brazil; 50%); Aurigene Discovery 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's Laboratories (UK) Limited; Dr. Reddy's Laboratories Inc. (U.S.A.); DRL Investments Limited India; Kunshan Rotam Reddy Pharmaceutical Co. Limited (China; 51%); OOO JV Reddy Biomed Limited (Russia); Pathnet India Private Limited (49%); Reddy Antilles N.V. (Antilles); Reddy Cheminor S.A. (France); Reddy Netherlands B.V.; Reddy Pharmaceuticals Hong Kong Limited; Reddy Pharmaceuticals Singapore; Reddy US Therapeutics Inc.; Zenovus Biotech Limited.

Principal Competitors:
RPG Enterprises; GlaxoSmithKline Consumer Healthcare Ltd.; East India Pharmaceutical Works Ltd.; Cipla Ltd.; Concept Pharmaceuticals Ltd.; Khandelwal Laboratories Ltd.; Dabur India Ltd.

Branded Generics:
Our Branded Generics portfolio offers over 200 products in the major therapeutic areas of gastro-intestinal, cardiovascular, pain management, oncology, antiinfectives, 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 and supported by a well integrated back-end service deliver value to our customers on every call. Deep customer relationships, quality medicines and consistently delivered 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 to bring our high-quality products to more people around the world. A synchronized supply chain that leverages our strong product development capabilities, stateof-the-art manufacturing and vertical integration with our own APIs has created a creditable track record of successful Day 1 launches, with significant market shares in all our key markets. Our transparent and strong relationships with pharmacy chains, insurance funds and other distributor networks help us deliver upon our promise to customers and patients globally. Our generics offerings deliver quality at cost-effective prices in the highly regulated markets of the United States, UK and Germany. In the US, we rank among the top 12 generic companies, with 34 product families being marketed and a large pipeline pending approval. In the UK, we have more than 30 products 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 has been translated into a two-pronged strategy; where one focus is to ensure wide product availability. The other is to develop products more efficiently through focused project management techniques. Quality by Design is one such technique.

Quality by Design (QbD) is a quality concept that deals with a systematic approach to development. It begins with predefined objectives, emphasises product and process understanding, involves process control, and is based on sound 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 and process by which it is developed and manufactured is required. At all times, there 28

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

As a process QbD must be implemented in clear, defined and quantifiable phases. The groundwork for implementing QbD lies in documentation and technical upgradation. Every level of the production process needs to be welldocumented. Once the basics are in place, processes such as Design of Experiment (DoE), Failure Modes and Effects Analysis (FMEA), and Process Analytical Technologies (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 with and for - nurturing an inclusive and trusting culture. Innovation and Continuous Learning We foster a culture of innovation and learning to continuously respond to the changing social and livelihood needs. 29

 Collaboration and Teamwork We seek to collaborate and work together with 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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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 he witnessed 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 1924 and got admission in Berlin University as a research student of "The Technology of Barium Compounds". He earned his doctorate three years later. In October 1927, during the long voyage from Europe to India, he drew up great plans for the future. He wrote: "No modern industry could have been possible without the help of such centres of research work where men are engaged in compelling nature to yield her secrets to the ruthless search of an 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 & Pharmaceutical Laboratories, which came to be popularly known as Cipla. He gave the company all his patent and proprietary formulas for several drugs and medicines, without charging any royalty. On August 17, 1935, Cipla was registered 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 present corporate office) where a small bungalow with a few rooms was taken on lease for 20 years for Rs 350 a month. Cipla was officially opened on September 22, 1937 when the first products were ready for the market. The Sunday Standard wrote: "The birth of Cipla which was launched into the world by Dr K A Hamied will be a red letter day in the annals of Bombay Industries. The first city in India can now boast of a concern, which will supersede all existing firms in the magnitude of its operations. India has lagged behind in the march of science but she is now awakening from her lethargy. The new company has mapped out an ambitious programme and with intelligent direction and skillful production bids fair to establish a great reputation in the East. "

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 visit this Indian enterprise", he noted later. From the time Cipla came to the aid of the nation gasping for essential medicines during the Second World War, the company has been among the leaders in the pharmaceutical industry in India. 34

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 institute was accepted by the government and led to the birth of the Council of VISION:and Industrial Research (CSIR), which is today the apex research Scientific body in the country. To1944, the company bought the premises at Bombay admiredand decided In heal and to become the biggest and the most Central pharmaceutical company in "first class modern pharmaceutical works and laboratory." It was to put up a INDIA also decided to acquire land and buildings at Vikhroli. With severe import restrictions MISSION: hampering production, the company decided to commence manufacturing the basic chemicals required for pharmaceuticals. Cipla commits itself to endeavour to satisfy our customers' needs in every In 1946, Cipla's product for hypertension, Serpinoid , was and marketing manner possible: through excellent service, by developingexported to the an American Roland Corporation, to the offering our lakhs. Five price affordable effective, safe, quality product and bytune of Rs 8 product at ayears later, the to company entered into an agreement with a Swiss firm for manufacturing all patients. foromycene. We further commit ourselves to contributing to continued medical education and Dr Yusuf Hamied, drug delivery systems in the belief that this contribution research into new the founder's son, returned with a doctorate in chemistry will from Cambridge know-how Cipla as an benefit all patients improve technicaland joined and ultimatelyofficer in charge of. research and development in 1960. In 1961, dream that through our policy of dedication and commitment we It is our the Vikhroli factory started manufacturing diosgenin. This heralded will the manufacture of several steroids and hormones derived from diosgenin. create an environment whereby Cipla will come to be recognised as the preferred partner in medicine.

VALUES:
At Cipla our values are camaraderie and team spirit, to be inspired and passionate 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 great service and care. We go the extra mile to make it better for those we serve as customers and the public who use our products.

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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. It commenced operations in 1988-89 with a single unit manufacturing semi synthetic penicillins (SSPs) at Pondicherry. Aurobindo Pharma had gone public in 1995 by listing its shares in various in the country. The company is the market leader in semi-synthetic penicillin drugs. It has a presence in key therapeutic segments like SSPs, cephalosporins, antivirals CNS, cardio-vascular, gastroenterology, etc. Over the years, the Aurobindo Pharma has evolved into a knowledge driven company. It is R&D focused, has a multi-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 effective production capabilities and a clutch of loyal customers, the company has entered the high margin speciality generic formulations segment, with a global marketing network. The formulation business is systematically organised with a divisional structure, and has a focused team for each key international market. Aurobindo believes in gaining 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 pharmaceutical company. Aurobindos five units for APIs and four units for formulations are designed 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 7th October 2010. Mr. N. Govindarajan will oversee Active Pharmaceutical Ingredients (APIs) Operations and CRAMS development business at Aurobindo. He will be reporting to the Managing Director of the Company. Mr. Govindarajan is an Engineer by training from Annamalai University and having almost two decades of experience across a variety of domains such as Bulk Drugs, CRAMS, and Finished Dosages & Biotechnology. Prior to joining Aurobindo Pharma, Mr. Govindarajan served as the Managing Director & CEO of Shasun Pharmaceuticals Limited and has been instrumental in Shasun expanding its horizons beyond India and as one of the frontrunners in the Indian CRAMS space. Speaking on the occasion, Mr. Ramprasad Reddy, Chairman, Aurobindo Pharma, said, "We are happy to welcome Mr. N. Govindarajan as an integral part of 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 position in 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. The Comp. is registered with the Registrar of Companies, Andhra Pradesh at Hyderabad. The chief promoters of the Company are Shri P.V. Ramaprasad Reddy & Shri K. Nityananda Reddy. Aurobindo Pharma Limited is one of leading manufacturers of life saving anti-biotic bulk drugs in India with excellent track record of profitability & growth. The Comp. has developed inhouse technology for manufacture of the bulk drugs as well as formulations. The Comp. is one of largest manufacturers of Ampicillin and Cloxacillin in India.

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1992
Another unit was also set up for manufacture of CMIC Chloride, a bulk drug intermediate at Pashamylaram, near Hyderabad. Through another Comp. namely, Chaitanya Organics Pvt. Ltd., which is now being merged with Aurobindo Pharma Limited. The Comp. issued Bonus Shares in the ratio of 1:1 in May, in the ratio of 2:1 in June, 1993 & in the ratio of 7:20, in November 1994. The Comp. follows the Mercantile System of Accounting and recognises Income & Expenditure on Accrual basis.

1993
The Comp. has set up two more units during the year, viz.,is Bulk drug unit at Bollaram, near Hyderabad. is Formulations unit at Kukatpally, near Hyderabad. The Comp. is setting up a Bulk Drug cum Formulation Plant to produce sterile Bulk Drugs like Ampicillin Sodium [Steriles] IP/BP, Cloxacillin Sodium [Steriles] IP/BP, & cephalosporins [Steriles] Bulk Drugs & Formulations in the dosage forms like sterile powder injectables, small volume parenterals, Capsules & Tablets.

1994
The installed capacity of Pondicherry Unit of Comp. is increased from 204 TPA to 300 TPA during the current year .The Bollaram unit is for manufacture of antibiotic 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 an installed capacity of 360 lakhs tablets & 480 lakhs capsules per annum. During the current year the Comp. has increased the installed capacity of merged 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 in this unit from April. The Comp. has also expanded the above unit by setting up a separate block for manufacture of Norfloxacillin & Pefloxacillin with an installed capacity of 60 TPA. The Comp. proposed to acquire two generators of 250 KVA capacity each as standby arrangement. The Comp. has entered into domestic formulations market in 5 States and plans to 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 its own marketing offices at Hongkong, Moscow & Nigeria to promote bulk drug sales. The Comp. is a member of Patancheru Effluent Treatment Plant Limited & Jeedimetle Effluent Treatment Plant. All the Assets & Liabilities of M/s. Chaitanya Organics Pvt. Ltd. will be taken over by M/s. Aurobindo Pharma limited with effect from 1st April, on completion of amalgamation formalities.

1995
In January, Videocon International & Videocon Appliances sold a tranche of Aurobindo shares to the public at a premium of Rs 180.

1997
Glaxo [Indias], the Indian subsidiary of UK-based multinational, is understood to be negotiating with the Hyderabad-based Aurobindo Pharma for an alliance to meet its global bulk drug requirements. The annual capacities now stand at 300 million of capsules & 840 tonnes of bulk drugs. The Comp. proposes to manufacture 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. has also launched new formulations like auronim Suspension in the paediatric segment. The Comp. has obtained the shareholders permission to invest $2,00,000 in the share capital of Aurobindo Pharma [Miamis] Inc in USA and $150,000 in the share capital of Aurobindo Pharma [Hong Kongs] Pte Ltd.

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1999
The Hyderabad-based Aurobindo Pharma had received in-principle approval from the Board of Industrial & Financial Reconstruction [BIFRs] in March to buy the plant. APL is today the most cost-efficient producer of SSPs in India & a low cost international producer of other value added bulk drugs and drug intermediaries. Aurobindo currently manufactures three types of drugs including cephalosporinbased 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 funds requirement for its capital expenditure programme, if any, through internal accruals. The board of directors has allotted 5,51,000 equity shares of Rs.10 each at a premium of Rs.480 per share by private placement on preferential basis to FIIs, FIs, MFs & bodies corporate etc.

2000
Aurobindo Pharma limited a major producer of semi-synthetic penicillins in the country, proposes to set up two joint venture companies in the US to manufacture cephalosporins & non-cephalosporins. Aurobindo Pharma is setting up two joint ventures for formulations in the US, with an investment of $12 million. As per the scheme of Amalgamation equity shares of Aurobindo Pharma Limited will be exchanged to the shareholders of Sri Chakra Remedies Limited for every 100 equity shares held by them.

2001
Hyderabad based Aurobindo Pharma has restructured its management responsibilities in view of major growth initiatives to be taken to create a platform for penetrating attractive global markets. P V Ramaprasad Reddy, former managing director, has been appointed executive chairman, while K Nityananda Reddy, former joint managing director & co-promoter, has been appointed managing 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 Rama Prasad have stepped down from the directorship, thus making room for appointment of independent external directors. Accordingly, their resignations were accepted. While Mr Srinivas Lanka will be considered for reappointment as non-executive independent Director, Mr A J Kamath will assume the responsibility 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 appointment of Dr K A Balasubramanian as an additional director on the Board of Directors of company. Dr Balasubramanian shall be an independent, non-executive director. Aurobindo informed BSE that Citadel Aurobindo Biotech Ltd, a 50:50 Joint venture company introduced Aztreonam a Monabactam Betalactam antibiotic for first 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 of pharmaceutical products for local market. With a view to manufacture Pen G, a raw material essential for production of semi-synthrtic pencillin, Aurobindo has infused Rs 59cr in a flagship Aurobindo[Datongs] Pharma Ltd. Aurobindo Pharma has launched second joint venture Comp. in US for purpose of Research & Development. Allots 950,000 equity shares to promoters/directors by way of conversion of warrants Board approves the issue on a preferential basis, of an aggregate upto 3,100,000 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 equity shares on a preferential basis at a price of Rs 302 per share, including a premium 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 of Suitability [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 special resolution : 'Issue of equity shares under preferential allotment guidelines of SEBI'. 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 facility as 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 US marketAurobindo Pharma receives final approval of Mirtazapine ODT 45mg for US 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 marketing authorization approval from Medicines Evaluation Board [MEBs], NETHERLANDS for Mirtazapine 15, 30 & 45 mg orally disintegrating tablets containing 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 firm Pharmacin.

2007
Aurobindo Pharma Ltd has received one more approval from USFDA for Cefadroxil capsules 500 mg. Aurobindo Pharma Ltd has announced that on June 13, 2007 the Comp. unveiled their new Logo & Corporate Identity at a ceremony in Hyderabad.

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

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Aurobindo Pharma Ltd has appointed Mr. K Raghunathan as an Additional Director of Comp. at the Board Meeting held on January 30, 2008. Aurobindo Pharma Ltd has announced that the Comp. has been awarded ARV contract 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 Pharma companies in the world, by 2015"

Mission:
Aurobindo's mission is to become the most valued Pharma partner for the World Pharma fraternity by continuously researching, developing and manufacturing a wide range of pharmaceutical products complying to the highest regulatory standards

Values:

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BUSINESS CARE:
Business care can be defined as a continuous monitoring and improving of performance indicators.

Operational Excellence: is a continuous journey of excellence wherein

each and every employee can see the flow of value to the customer and fix that flow when it fails to deliver.

Demonstrate excellence in business and technical processes. Driving down cost of manufacturing o Improving equipment utilization o Discarding non-value adding (NVA) activities o 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 who

are/is interested in the achievement of the firm's objectives 46

Defining and implementing SLA (Service Level Agreement) with key stakeholders (such as Customers (internal and external), employees, owners or shareholders, community and government, environment and suppliers) 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 from

defects. Discovering the present and future Business opportunities .

Carrying out Initiatives in AQL (Acceptable Quality Level), Yield Improvement, 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 such as Talent Development, Talent Recognition, and Talent Welfare.

Fairness, humility and respect for individuals: Appreciating each

others talent, ideas and treating all individuals in a consistently humble, fair and equal 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 to

continuously 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 with respect 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 and

upgrades 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 Greater Aurobindo.

Accountability: We own up responsibility and outcome leading to actualizing

the 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 desired

business results

Pursues results with professionalism together with Employee Engagement and 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 IV
51

Data analysis and interpretation

52

Recruitment & Selection Process

RECRUITMENT is Placing the RIGHT PERSON in RIGHT PLACE at RIGHT TIME. 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 technical department. Ensure that judgment of abilities, experience and qualifications is made against the requirements of the position in question. 1. Defining the Requirement: - Decide what vacancy you have. If you need to fill a new role quickly you might find it helpful to adapt one of the models provided here: o Task analysis - Draw up a detailed list of tasks that the person will have to do. This helps in determining the qualities and qualifications 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.

53

Short listing - Review applications on the basis of the person specification. Ensure that you select for interview those who match the specifications, regardless of age, sex, race etc, and that the specifications 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, but also to create a great impression of your organization. 3. Candidate assessments: - The interview will provide you with some information but check it out before offering a job. o Ask the candidate to show you examples of previous work, do a presentation, a case study, some tests or full assessment. Tests can be done before the interview or after the interview. It depends on 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 make the job-offer. 5. Induction: - Help your new recruit to settle in quickly and become productive as soon as possible.
o

THE RECRUITMENT PROCESS

The recruitment process begins when you know you need someone new in the Department, either because an existing staff member has left, or because there is new work to be done. It doesn't finish until after the appointment has been made. 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. This gives an overview to potential candidates as to the steps involved in becoming a part 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 Telephone call to successful candidates HRM prepares a letter of appointment

Recruitment Cycle Time:

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

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Questionnaire on Recruitment Process:

Name Companys name Designation DateNote Please tick the appropriate option. 1. What source you adopt to source candidates? a. Employee referral b. Campus recruitment c. Advertising d. Recruitment agencies e. Job portals f. Other, pls specify 2. How many stages are involved in selecting the candidate? a. 1 b. 2 c. 3 d. 4 e. More 3. Do you use any of the following tests during the process of recruitment? a. Written b. Aptitude c. Group Discussion d. Personal Interview e. Psychometric test f. Other, pls specify 4. How do you track the source of candidate? a. Manual b. Software c.Online d.Windows. Xls 5. Apart from the HR Manager, who all from the other departments are required to get involved in interviewing process? a. Sales b. Administration c. HR Executives

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d. Other, pls specify

6. What is the average time spent by sales dept. during recruitment (each candidate)? a. 10mins. b. 10 to 20mins. c. 20 to 30mins. d. More 7. What is the average time spent by HR dept. during recruitment (each candidate)? a. 10mins. b. 10 to 20mins. c. 20 to 30mins. d. More 8. What is the average time spent by Admin dept. during recruitment (each candidate)? a. 10mins. b. 10 to 20mins. c. 20 to 30mins. d. More 9. Do you follow different recruitment process for different grades of employees? a. No b. Yes 10. What is the back out percentage of candidates after being offered? a.1-5 b.5-10 c.10-15 d. 15-20 11. What percentage of candidates leave within the period of less than1- 3 month? a.1-5 b.5-10 c.10-15 d. 15-20 12. What percentage of candidates leave within the period of less than3- 6 month? a.1-5 b.5-10 59

c.10-15 d. 15-20 13. What percentage of candidates leave within the period of less than 6-12 month? a.1-5 b.5-10 c.10-15 d. 15-20

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Chapter V

61

FINDINGS

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FINDINGS:
Only few counters are given the service of Placebo Device Demonstration Kit and they have found it immense help in demonstrating the devices Many Chemists have opined that Pharmaceutical Industry services are unique, and they have their own advantages. The presence is poor at chemists, when compared to other companies in other segments. Its been observed that in respiratory segment, brand leader in devices as well as drugs, but Pharmaceutical Industry is also growing healthy. Its also revealed that sale of Pharmaceutical Industry devices is more compared to other company devices. Its patient education material on usage of devices is well accepted by all the patients and chemist found it impressive and they are very keen on extending to their patients.

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Bibliography:
Book Author Publication Year

Websites:
1. 2. 3. 4. 5.
www.pharalimited.com www.cipla.com. www.drreddys.org.in www.aurobindo.in www.google.com

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