A REPORT ON THE HUMAN RESOURCE

POLICY OF PHARMACEUTICAL
COMPANIES

BY

HARSH KUMAR SHARMA - 59

ADARSH AGARWAL - 55
RITU KUJUR - 05
NIKHIL SINGH - 58

XAVIER INSTITUTE OF SOCIAL SERVICE

RANCHI- 834001
2015
 TEAM
DESCRIPTION AND
COMPANIES

HARSH KUMAR SHARMA LUPIN

LTD.
ADARSH AGARWAL - CIPLA
RITU KUJUR DR. REDDY
NIKHIL SINGH - MANKIND
Pharmaceutical industry in India

The number of purely Indian pharma companies is fairly low. Indian

pharma industry is mainly operated as well as controlled by dominant
foreign companies having subsidiaries in India due to availability of
cheap labor in India at lowest cost. In 2002, over 20,000 registered drug
manufacturers in India sold $9 billion worth of formulations and bulk
drugs. 85% of these formulations were sold in India while over 60% of
the bulk drugs were exported, mostly to the United States and Russia.
Most of the players in the market are small-to-medium enterprises; 250
of the largest companies control 70% of the Indian market. Thanks to the
1970 Patent Act, multinationals represent only 35% of the market, down
from 70% thirty years ago.

Most pharma companies operating in India, even the multinationals,

employ Indians almost exclusively from the lowest ranks to high level
management. Homegrown pharmaceuticals, like many other businesses
in India, are often a mix of public and private enterprise.

In terms of the global market, India currently holds a modest 12%

share, but it has been growing at approximately 10% per year. India
gained its foothold on the global scene with its innovatively engineered
generic drugs and active pharmaceutical ingredients (API), and it is now
seeking to become a major player in outsourced clinical research as well
as contract manufacturing and research. There are 74 US FDA-
approved manufacturing facilities in India, more than in any other country
outside the U.S, and in 2005, almost 20% of all Abbreviated New Drug
Applications (ANDA) to the FDA are expected to be filed by Indian
companies. Growth in other fields notwithstanding, generics are still a
large part of the picture. London research company Global Insight
estimates that Indias share of the global generics market will have risen
from 4% to 33% by 2007. The Indian pharmaceutical industry has
become the third largest producer in the world and is poised to grow into
an industry of $20 billion in 2015 from the current turnover of $12 billion.
Globally, India ranks 3rd in terms of volume and 14th in terms of value.
According to Department of Pharmaceuticals, Ministry of Chemicals and
Fertilizers, the total turnover of India's pharmaceuticals industry between
2008 and September 2009 was US$21.04
billion. Mumbai, Hyderabad and Ahmadabad are the major
pharmaceutical hubs of India.While the domestic market is
worth US$13.8 billion as of 2013, and is expected to reach US$49 billion
by 2020.

The government started to encourage the growth of drug manufacturing

by Indian companies in the early 1960s, and with the Patents Act in
1970. However, economic liberalization in 90s by the former Prime
Minister P.V. Narasimha Rao and the then Finance Minister, Dr.
Manmohan Singh enabled the industry to become what it is today. This
patent act removed composition patents from food and drugs, and
though it kept process patents, these were shortened to a period of five
to seven years.

The lack of patent protection made the Indian market undesirable to the
multinational companies that had dominated the market, and while they
streamed out. Indian companies carved a niche in both the Indian and
world markets with their expertise in reverse-engineering new processes
for manufacturing drugs at low costs. Although some of the larger
companies have taken baby steps towards drug innovation, the industry
as a whole has been following this business model until the present.

India's biopharmaceutical industry clocked a 17 percent growth with

revenues of Rs.137 billion ($3 billion) in the 2009-10 financial year over
the previous fiscal. Bio-pharma was the biggest contributor generating
60 percent of the industry's growth at Rs.8,829 crore, followed by bio-
services at Rs.2,639 crore and bio-agri at Rs.1,936 crore.

India's health care sector is estimated to reach $197 billion by 2017-18.

HR Policies in Lupin Limited

COMPANY PROFILE

Lupin Limited is a transnational pharmaceutical company based

in Mumbai. It is the seventh-largest company by market
capitalization;and the 10th-largest generic pharmaceutical
company by revenue globally. Lupin is the fifth-largest generic
pharmaceutical company in the US by prescription-led market
share and 3rd largest Indian pharmaceutical company by
revenue. It has the distinction of being the fastest growing
generic pharmaceutical player in the US and Japan;, and is the
4th largest and the fastest growing generic pharmaceutical
player in South Africa.

VISION

"An Innovation Led,

Transnational Pharmaceutical Company

Areas of Work

1. Advanced Drug Delivery Systems

2. Generics Research
3. Lupin BioResearch Centre
4. Intellectual Property Management
5. Novel Drug Discovery & Development
6. Biotechnology Research

HR PHILOSOPHY
HR VISION

"To make Lupin ltd. as a Learning organization towards

sustained business performance through progressive talent
management."

HR MISSION
 1. To attract ,build and retain right talent at all levels.
2. To create and nurture performance culture through
continuous capability building, performance measurement
and leveraging IT.
3. To foster leadership at all levels through trust,
empowerment & openness.
4. To strengthen collaborative approach for Business
Excellence.
5. Promote a vibrant work culture based on innovation and
incentivize people based on productivity/outstanding
performance .

Outline of HR Department

Head - HR { Mr. DIWAKAR KAZA }

Head - IR

Head - OD

Head - Talent Aquistion

Manager - HR

Manager - IR

Manager - OD

Manager - TA Team

Manager - T&D

Executives - TM Team, TA Team

Executive - T&D, Payroll

WHISTLE BLOWING POLICY

Kaza decided to introduce a whistle-blower policy two
years ago, and felt the need for a uniform code
understood by employees worldwide.
 Policy has resulted in a vigilant employee force where
everyone is accountable.

Transparency helps companies to redefine processes and

make improvements.

Message To Employees:

We care about you, we are with you and you are not at
the mercy of anyone in the organization.

Some Issues & their Solutions:

Issue: Most individuals, after a few years of experience in the
research area, leave jobs to pursue further studies in order to
secure a PhD.

Solution:

Enabling a PhD degree for them while concurrently working

within the company definitely serves as a retention tool in the
long term.

Introduction of the PhD program at the Lupin Research Park.

Issue: Learning more and more is the need of an hour for a

scientist.

Solution: Building learning as an organisational value has

helped Lupin achieve the same with greater ease, as this
quality percolates to everyone.

An additional emphasis is laid on providing opportunities for

academic learning and participation in seminars etc.