Volume 14 Issue 2 December 2013
SrikakulamAP, India
Srikakulam
Inside
Formulations Srikakulam Plant (SEZ)
GLOBAL CONNECT14 NEWS DIARY26 UNWIND48
Elixir is edited and published by Corporate Communications for and on behalf of
Dr. Reddy’s Laboratories Limited, Road No 3, Banjara Hills, Hyderabad - 500034.
All news and articles are selected and suitably edited at the discretion of the editorial team.
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should not be printed or reproduced without the prior approval of Corporate Communications.
Designed by Wide Reach Advertising Pvt Ltd, Hyderabad.
Printed at Kala Jyothi Process Pvt Ltd, Hyderabad.
Contributors Malasri Roy Cover Story
Team Ukraine Global Connect Hugo García, Daniel Vargas and Janet García Unwind
Team Venezuela In First Person Aditi Vijay Thakkar PACE Update
SVS Chowdary Lakamsani From the Archives
Correspondents Krishna Vardhan Kontheti API Hyderabad Plant 1 Chanakya Kanta API Hyderabad Plant 2
Sridevi NB API Hyderabad Plant 3
Midhun MR API Hyderabad Plant 4 Kameswara Rao Ganti API Nalgonda Plant Dibya Jyoti Takoe API Srikakulam Plant
DK Hemanth Kumar Formulations Hyderabad Plant 1
Aaron Trevor D’Souza Formulations Hyderabad Plant 2 Rajat Bhogal Formulations Hyderabad Plant 3 Ravi Kumar Kukkala Formulations Yanam Plant
Shakambri Mohinder Formulations Baddi Plant 1 Santosh Kumar Mukhlal Formulations Vizag SEZ Plant Rohit Kumar Gupta Formulations Baddi Plant 2 Ramesh Gudepu Formulations Srikakulam Plant (SEZ) Sirisha Moparthi API HO Puja Dhillon Technology Development Centre Hyderabad 1 Sudeshna Mitra Biologics Piali B Proprietary Products Debashree Mukherjee IPDO Marissa Tauriello Bridgewater Mike McCorkle Shreveport Vishwas Muthyala Slough / Beverly Katie Hardcastle Mirfi eld Nirmesh Parmar Cambridge Janet Garcia Mexico Pankaj Phatak South Africa R Sreeraj Jamaica Marian Balasoiu Romania Valentina Polegeshko Ukraine E KVVH Vamsi Mohan Kazakhstan Maria Virginia Pompa Venezuela Preetha S Emerging Markets Jay Nair DRFHE Nishtha Taposh Global Generics India Aaron Trevor Dsouza Corporate Offi ce Rosanne Maria Mathias Leadership Academy Shweta Majumdar Aurigene Bengaluru Veerendra Patil Aurigene Hyderabad
Editor Malasri Roy
Sub Editor Shilpi Lathia
Production In-Charge SVS Chowdary LakamsaniEditor Malasri Roy
Editorial
For those of you who have not had the opportunity yet to visit the new Formulations plant in Srikakulam, India, our Cover Story gives you a look inside this new generation plant. With
futuristic designs vis-à-vis operations, material handling and
people management, the Formulations Srikakulam Plant (SEZ) will play a key role in meeting the growing demands of the US market. Read on to know more about how the eight building
blocks of sustainable operations (People, Safety, Quality,
Productivity, Availability, Environment, Engineering Excellence and Continuous Improvement) are being integrated in the design and operations of this state-of-the-art plant.
In our In First Person section, Richard Ballesteros, National Sales Manager Acute & Pediatric Lines in Venezuela, tells us how a chance meeting at Caracas airport in 2007 led him to join Dr. Reddy’s. Our Ukraine offi ce has had an eventful 2013 and is under the spotlight in this issue’s Global Connect. In Budding Photographers, take a look at some beautiful photographs shared by our colleagues from Basel and Cambridge. Did you know that our colleagues in Mexico are topnotch football players? Such is their enthusiasm that the number of employees from Production, QC, R&D, Finance, SCM, HR and ESD keen to represent the company has exceeded the limit allowed by the Workers League! Find out more about their achievements in our Unwind section.
Up Close & Personal brings to you some lesser known facts about Board Member Anupam Puri, while From the Archives takes you down memory lane to the earliest days of our very fi rst API manufacturing facility. Find out why Dr Anji Reddy chose to start operations there with Methyldopa, and his views on the ensuing success of the product. And fi nally, in The Last Word our Chairman shares his thoughts on organization design and practices that enable people to fl ourish.
We hope you enjoy reading this issue and look forward
to hearing from you at [email protected]. All of us at
Corporate Communications take this opportunity to wish
you a very happy and prosperous New Year 2014.
Regards,
Malasri RoyEditor
In this issue
Co
ver
Sto
ry 4
Glo
bal
Co
nn
ec
t 14
Fro
m t
he
Arc
hiv
es 5
4
Up
Clo
se &
Pe
rso
nal
56
In First Person 16
Welcome Aboard 18
Special Feature 20
News Diary 26
PACE Update 36
Parivartan Update 38
SMT Update 40
Brand New 42
Travelogue 45
CSR 46
Unwind 48
Budding Photographers 50
Brain Strain 57
The Last Word 58
4
Cover Story
Philosophy, Process and PeoplePutting our patients fi rst means giving them the best products possible at all times. This requires that we make our operations world class and sustainable, design our operating philosophy to refl ect our values, and create an empowered workforce. And when all these parameters are aligned, we have a futuristic manufacturing facility like the Formulations Srikakulam Plant (SEZ), the latest addition to our formulations facilities worldwide. Primarily aimed at manufacturing for the US market, this is a next generation plant which is technology driven and operates on the eight building blocks of sustainable operations, as has been explained in detail throughout the story.
InsideFormulations Srikakulam Plant (SEZ)
5
“The new Formulations Srikakulam Plant (SEZ) is going to primarily cater to the growing demand in the US market, and has been built with all the learning and aspirations for the next level of excellence in manufacturing. It is being commissioned ensuring that all eight pillars of execution get institutionalized. The manufacturing plant is based on the Self Managed Team (SMT) model, with a high level of automation. We look forward to getting this plant FDA inspected in the coming fi nancial year.”
Abhijit MukherjeePresident – Global Generics
“The OSD plant at SEZ is commissioned by
incorporating the learnings and experience that
we gained over the years, be it in unit operations,
material handling, people skills, etc. It employs
a number of futuristic design and system
considerations which may be considered as a
benchmark for us and others to emulate over a
period of time. The site will be a growing hub for
other non-sterile dosage forms too, apart from
the normal and differentiated oral solid dose
segment.”
Prabhakaran B NairVice President - Manufacturing
Divided into three segments Philosophy, Process and People, we take a look at what makes the Formulations Srikakulam Plant (SEZ) state-of-the-art and the role it will play in augmenting our Oral Solid Dosage (OSD) capacity. Built on the learnings derived from our older units, this plant has been designed with focus on a higher level of excellence in manufacturing capability.
The SEZ Operating Philosophy features new generation shop fl oor management practices like closed transfer systems, simplifi ed gowning, state-of-the-art equipment, and better time and people management to maximize output.
The processes followed at the plant are based on the maximum use of
automation, which means less manual
labor and more error free results. For
instance, at this plant there is no manual
recording of environmental conditions.
The automated control system controls
and monitors ventilation, lighting, power
systems, fi re and security systems of
the plant. Similarly, Safety, Health and
Environment (SHE) operations are
guided by an automated environment
monitoring system.
The Formulations Srikakulam Plant (SEZ)
follows the SMT (Self Managed Team)
way of working. Shop fl oor management
is fl at and open, and SMT members
here take ownership of their areas
and respective equipment, thus truly
enjoying a sense of empowerment.
Snapshots from Formulations Srikakulam Plant (SEZ)
6
Quality Control Team Engineering Team Production Team
Philosophy
“The Formulations Srikakulam Plant (SEZ) is the latest addition to enhance our Oral Solid Dosage (OSD) capacity. The plant employs the latest technology, fully leveraging our experience and knowledge of the OSD platform. Our research colleagues at IPDO and the Formulations teams worked in close partnership to give us a next-generation plant with 'paperless manufacturing' capability or eBPR, high degree of automation in manufacturing, packaging and warehousing operations, fully integrated (BMS, EMS) and intelligent HVAC systems, etc., being the notable few. The unit will predominantly manufacture for the US market and can easily be modularly expanded in phases as the demand grows. We have already received very positive and encouraging comments from our customers who have visited the site.”
Samiran Das Executive Vice President
Formulations Manufacturing Operations
Aligned with Sustainable OperationsIn the previous issue of Elixir we had taken stock of our journey of Operations Transformation with regard to the eight building blocks of sustainable operations, i.e., People, Safety, Quality, Productivity, Availability, Environment, Engineering Excellence and Continuous Improvement.
As the focus is to build a world class operation that is a source of competitive advantage, the Formulations Srikakulam Plant (SEZ) has been aligned with all the eight blocks right from the start.
7
Quality Assurance Team
“In the growth plan of Dr. Reddy’s, we have seen that tablets and capsules, i.e., Oral Solid Dosages form our strongest area of operations. The plant catering to the US market today is Formulations Hyderabad Plant 3, which is already a saturated plant. Therefore we needed to have an additional capacity to cater to the US market for fi ling new products, and also certain products earmarked for transfer to this facility. So this plant p lays a crucial role vis-à-vis catering to the North America Generics market, plus we are working on some new drug application molecules. I am confi dent that we are going to see fantastic growth, and in the next 3-5 years this plant should operate at a capacity of 6-8 billion tablets and capsules.
As far as automation is concerned, this is a new generation plant, state-of-the-art and futuristic, where we focus more on automation. This gives us consistency in terms of quality, well-defi ned processes, and ensures that we take care of all GMP aspects, as more automation brings with it higher levels of compliance. Here we do not have any open transfers of material. A lot of thinking has gone into coming up with the process fl ow design of the plant. The equipment was selected with a high level of automation as well as compliance in mind. The automation is in the process equipment, the air handling system, the water purifi cation system, and the Electronic Batch Processing Record (eBPR), which ensures 100% compliance and thus raises the confi dence level of regulatory bodies. Typically, in classical ways we have
been maintaining hard copies of usage logs, which do
not eliminate the chance of human errors. The eBPR
automatically generates logs of usage of equipment and
areas, and the activity cannot progress unless the area has
been allocated. The next stage that we are working on is
integrating packaging operations to the software from Werum.
On the people front, I admit that in the beginning even I was a bit apprehensive about the plant being run by SMT members. But today I am truly amazed at how well they manage plant operations! In fact, we had hired the fi rst batch of SMT members even before we started operations, and they just completed two years with us in November. The shop fl oor people were involved right from the time of equipment installation and had painstakingly installed the machines. So it is not surprising that they have developed ownership of the equipment, given that they were trained by the service engineers who
came for installation on
behalf of the machine
manufacturers and were
involved in writing the
Standard Operating
Procedures (SOPs). Today I
am confi dent that the SMT
model is THE model we
should follow.”
Atul Yeshwant SantPlant Head
Snapshots from Formulations Srikakulam Plant (SEZ)
8
Process
“At the beginning of this year, we articulated our Operations Philosophy in the form of 8 Building Blocks of sustainable operations. These building blocks are People, Safety, Quality, Delivery, Sustainability, Productivity, Engineering Excellence and Continuous Improvement.
In order to get the FTO organization aligned to 8 building blocks, each plant has articulated its priorities. Though FTO SEZ is a new facility and yet to start its commercial production, we still went ahead to align site with 8 BB methodology. The site leadership team has taken up essentially systems and processes implementation in all the key areas.
For example, in People block the plant is built around SMT way of working with young, enthusiastic and trained work force raring to go! Similarly on Safety block, the systems and procedures like work permit, JSA, LOTO, etc., are already in place. On Quality front, all the employees are being trained on GMP, respective unit operations and work procedures. On Engineering front, the plant is designed as a state of the art facility with sophisticated material handling & transfer systems/equipments, electronic batch records from dispensing through manufacturing and now being extended to packaging operations (paperless work) and this is the fi rst plant in India to have gone this far and that too right from Day 1 of the operations, built in safety & quality interlocks in the machines and capacity design to meet small to large batch sizes. And all these sophisticated systems and processes are designed by very professionals within the company who are training SMTs to operate and maintain the plant. The plant also has high end automation in terms of Building Management systems, Environmental monitoring systems, energy management systems. All these initiatives are designed to be consistently compliant to the current and forthcoming regulatory requirements.
I am sure as we implement remaining blocks, this plant is going to be one of our world class plants in terms of product, process, capability and culture, and would be a competitive edge.”
Atul DhavleVice President & Head
Operations Excellence & Continuous Improvement
Best Shop Floor PracticesThe degree of human intervention at this plant is very less, thus assuring accuracy and thereby compliance. This is the fi rst facility which has a central control room with communication networking with all machines. Thus any irregularity in equipment or pressure differentials is relayed to the supervisor of the respective area for immediate action.
“The focus at the site is basically towards sustainability to the changing
business scenario and the motto
here is quality beyond compliance.
Initiation of operations in GMP
environment right from day one
with SMT through extensive training
and dedication towards on-the-job
training
and
shaping
them for
complex
activities.
Today
I am proud
to say, we
have completed 140 Stock Keeping
Units (SKU) at the site, excluding
confi rmatory batches.”
Tushar Patil Head - Quality Assurance
9
“This plant is designed differently than our other Formulations units, as here we have opted for more automation and reduced the dependence of processes on people. The automation has been designed in such a way that there is less manual intervention and you get more accurate and precise results. Since this plant will be a USFDA plant supplying only to the US and Europe, the stringent quality norms pertaining to those specifi c markets have been used as parameters while designing this plant.
In the case of Air Handling Units (AHUs), we have systems called Environment Monitoring System (EMS) and Building Management System (BMS). In other units they take manual readings, but here the EMS records the conditions. This needs no manual intervention, nor can the records be changed. These temperatures and conditions are generated by the AHUs, which are monitored by the BMS. The BMS is the backend system while the EMS is the frontend system, which means that while the EMS shows the reading, the BMS controls the AHUs to show the required parameters of temperatures, Differential Pressure (DP), etc. This system leaves no doubt in the mind of the auditors about the degree of accuracy recorded.
Apart from that, in the BMS we have a fi re alarm system, attendance management system, canteen management system, and biometric access control, which helps
check contamination in the production areas, as doors
open only for authorized personnel. Each area has two
doors which are interlocked in such a way that when
you open one door, the other cannot be opened at the
same time. We have what
is called the ‘three corridor’
concept – the classifi ed or
the clean corridor, the process
area, and the service corridor.
All these aspects to control
contamination have been
taken care of in the design of
the automation system at this facility.
The CCTV cameras monitor activities
going on in every room, so in case
someone has left a door open and the
DP drops, after 10 minutes an alarm
goes off. Thanks to the camera you can
see where the door has been left open
and make an announcement on the PA system. This saves the time needed for someone from the outside to go through gowning and then go inside to close the door.
Regarding preservation of data, the CCTV camera keeps records for a month, while the EMS and BMS systems can store data for years together, so any analysis from the archives can be drawn up as and when needed. The extensive use of automation can also be seen at our warehouse, where we use the Werum MES system to generate Electronic Batch Production Records (eBPR), which eliminate the manual
recording process.”
Sameer ShindeHead – Engineering
Snapshots from Formulations Srikakulam Plant (SEZ)
10
“At this new unit we have used the learning from our Formulations Hyderabad Plant 3 effectively. The
team from here used to constantly interact with their counterparts at the Hyderabad plant (where I was
then), understanding the constraints with respect to material handling and other aspects. Once identifi ed,
the team at this unit then went to work on effectively removing those drawbacks from the very beginning
and ensuring ‘closed’ operations. Starting from dispensing onwards, the entire operation has been made
into a ‘closed loop’ operation. So there is no dust formation, and exposure level for the shop-fl oor
people has also been drastically minimized. Equipment design has been implemented in such a way
that the product does not get directly exposed to the people working on the
shop fl oor anywhere. That part has been taken care of, starting from sifting and
blending to compression and coating.”
Jagadeesha HSHead – Production
Process
“In the manual system of operation, people have to read the Standard Operating Procedure (SOP) and do the activity; but here since everything is online, the system does not allow you to go from A to B without following the exact process.This promotes a high degree of visibility, minimum manpower and error-free documents; and any deviation can be immediately addressed online. The PASX software used at the front end is by Werum, a German company. At the backend we have SAP. Implementation of these automated processes has been easy, as the software is people friendly and our new generation SMT members are fast and eager learners. We are the fi rst company in India to introduce this software, fi rst at our Formulations Hyderabad Plant 3, and now at this unit.The updating of stock happens online; in weighing there are controls, so no second checks are required; and for label generation there is no human intervention, as we are able to generate them through the system itself.
We affi x one label at the initial stages about the
material received in the
warehouse. Every container has a unique ID number; so
whenever an inventory is issued from the container, it is
updated on the container label, and the SAP too at the
backend. The locations are mapped into the warehouse
management system, so anyone can view the particular location in the system itself. Whether the status of the container is approved or quarantined, we can view on the hand devices. So the basic advantage at the receipt area and the storage area is that we don’t need to paste multiple labels. Also, for re-pasting labels again QC approval is not required, so we can minimize the movement of material and also save time and manpower. If one container goes to the dispensing area, the system will control so we can minimize human error with the PASX software. The Electronic Batch Production Record (eBPR) helps us create a paperless manufacturing facility and error-free documents. The Automated Storage and
Retrieval System (ASRS) gives benefi ts
like reduced inventory levels, accurate
tracking and space saving.”
Harinder Reddy Head – Warehouse
11
“Being a USFDA plant we need to adhere to the strictest compliance norms here, and the training
imparted to the SMT members lives up to that expectation. In Quality Control we have more than 50% of
our team members from the SMT pool. After having undergone stringent training we have many of them
becoming very good at analytical work. While the SMT members are quick learners, we must also give a
pat on the back to all the Hand Holding Team (HHT) members.”
Sivaraju Venu GopalHead – Quality Control
Snapshots from Formulations Srikakulam Plant (SEZ)
taken once we reach the facility, and it begins with Safety. This helps me a lot in developing the culture of safety among the people, as these safety values are getting integrated in their DNA. With great enthusiasm, however, comes the attitude of recklessness; so that is something that I have to closely monitor.
Under the purview of environment, in the coming one and a half years, I would
like our building to receive its ‘ISO 14001
EMS’ certifi cation and ‘Green Building’
rating.”
Siva Sankar MekaHead – SHE
“Being a new facility, Parivartan as an initiative has been very helpful for our site team members to integrate every work stream that is a part of this initiative. Everyone at this facility feels that he/she is a part of the safety integrated management system. From the very beginning, whenever any new person joined the plant after completion of SHE and Parivartan induction training, we request that he/she participate in any one work stream. And the response we get is very encouraging.
It is understood that the success of safety implementation depends on employee engagement. Every employee at this unit, from the Plant Head to those who join as SMTs, is part of the safety Parivartan integrated work stream. That means even the junior-most members play a role in making the rules. And, since they are part of the rule making process, it is natural that they will follow those rules too.
Another advantage that this unit enjoys is that since most of the shop fl oor people are new to the industry, they come here without
any preconceived
ideas about how to
manage safety. So they
see this as the way to
work in the industry.
Every morning we
have the ‘SMT Pledge’
12
“The working culture here at the FEZ is completely different from other Formulations plants. When we decided that this was going to be an SMT plant, there were apprehensions, especially from the
Senior Leadership Team, since this
is a USFDA-audit plant. So we did
the organizational design for the
entire plant differently, and carved
out an appropriate growth path for
SMT members for 5-6 years down
the line. Now I am happy to say
that after one year of recruiting and
training, the leaders are very happy
and all their initial apprehensions
have been completely allayed. So
much so that during the recent
Family Day celebrations for SMT
members who have completed two
years at the plant, our Plant Head
was very proud to announce, “This
is the way of running the plant.”
Ramesh GudepuManager – HR
People
Promoting an Open CultureBeing a new facility, the FTO SEZ offers the opportunity to establish a new work place culture where shop fl oor management is open and fl at rather than top down. SMT members are trained to be multi-skilled, which provides the fl exibility of shifting operators from one machine to the other. SMT members are wholly responsible for operation, cleaning and maintenance of their respective equipment and rooms. This includes removing scrap from process rooms so that housekeeping staff can take them away from common areas or corridors without having to enter the rooms. The intent is to promote the concept of “cleaning one process area per month” among all levels including managers, which in turn would lead to a sense of entitlement in the minds of operators. This is among the shop fl oor standing rules aimed at promoting an open culture.
SMT Members SMT Pledge
13
Family Day Celebrations In November 2013, the fi rst batch of SMT members who had joined FTO SEZ completed two years and transitioned out of Community Living. A get-together was organized at the unit to celebrate this event and parents of these SMT members were also invited. The Plant Head and Site Leadership Team welcomed the guests and each SMT member introduced his/her parents to the group. The Plant Head then addressed the parents and applauded the contribution made by the SMT members. The parents were also taken on a brief plant visit.
“When the SMT members joined I had met all these parents, and they had
expressed
their doubts
and fears. Now
I can only see
happiness on
their faces.
Many parents have told me that their children are
more comfortable at our Community Living than in
their houses. And that they are expecting the same
attention and care from us every time, even though
their children are out of Community Living. This
made the event very special for all of us.”
VSG SrinivasAssistant Manager – HR
Proud to be a Part of Dr. Reddy's “Before I became an SMT member at Dr. Reddy’s, I lacked self-confi dence, had no social etiquette and couldn’t speak a word of English. But over the last one and a half years, my life has changed completely. Today I am more confi dent with improved communication skills, I can handle all operations in the Packing Department, and am also studying for a Bachelor’s degree. But most importantly, I am able to help my family fi nancially. That makes a huge difference, as I come from an underprivileged background. As SMT members we also enjoy the work-life balance that Community Living provides us. This opportunity has come as a blessing both to me and my family.”
Mohan Durga Rao KallamSMT Member FTO SEZ
“The best thing that has happened to me as a part of the SMT family
here is that I am able to provide fi nancial
support to my family. I come from an
underprivileged background and here I am
being provided with a monthly salary as well
as the opportunity to study for a degree. I
work in the QC department and enjoy my
work very much. I also look forward to the
knowledge sharing session every evening
at the hostel. It is very helpful, as all of us
get together and talk about our learning experiences. Being a member
of the SMT family has helped me grow both professionally and
personally.”
Ramya Sri KukkalaSMT Member FTO SEZ
Malasri Roy
SMT MembersSMT Family Day
14
Global Connect
The fi rst thing that strikes you when you think of Ukraine is the ‘Yalta Conference’. Yalta is one of Ukraine’s most famous cities, where a historic conference was held in February 1945, at which Heads of Government Winston Churchill (UK), Franklin D Roosevelt
(USA) and Joseph Stalin (erstwhile
Soviet Union) discussed Europe’s post-
World War II reorganization.
From then to now, it has been a long
journey for Ukraine. The success of any
country comes from its people, and
Ukraine is no exception to this. Although
a relatively young country, it has a
long and rich history. After centuries
of struggle for independence, Ukraine
fi nally became an independent state on
24 August 1991, recognized by the world
as a sovereign nation. This dream was
realized largely due to the unrelenting
resilience of Ukrainian citizens, which is
aptly depicted by the famous poet and
writer Taras Shevchenko in his poem:
“Our soul shall never perish; freedom
knows no dying.”
One of Europe’s largest countries,
Ukraine is one of its less ‘discovered’
too. The word Ukraine means ‘land on
the edge’, although modern historians
Kiev – Capital City of Ukraine
Ukrainian Cuisine
Trembita
The Yalta Conference
Ukr
aine
15
Dr. Reddy’s in UkraineDr. Reddy’s ventured into Ukraine in 1996, and has since exhibited consistent
growth. The company rose in ranking from 39th in September 2012 to 25th in
September 2013. The company entered the OTC segment towards the end of 2010, which was further strengthened by the in-licensing of some brands.
Through its three business lines – OTC, RX and Oncology – Dr. Reddy’s
Ukraine promotes 24 brands, including market-leading mega brands like Cetrine, Ciprolet, Ketorol, Nise, Omez, Osetron, Senade and the recently
added Dolaren and Flucold.
This year has been very eventful at Dr. Reddy’s Ukraine. In July, the
60-member team moved to a new offi ce, which has been necessitated to prepare the organization to realize its growth aspirations. Inaugurated by Rajiv K Chander (Indian Ambassador to Ukraine) and MV Ramana (Executive Vice President - Emerging Markets), the state-of-the-art new offi ce will provide infrastructure support to our colleagues located in different parts of Ukraine. Speaking on the occasion, the Ambassador appreciated Dr. Reddy’s Ukraine for making quality pharmaceutical products available to the people of the country. The team is well set to move to a high growth trajectory, and has focused its eyes on achieving USD 100 million by FY’17.
translate it as ‘in-land’, or ‘homeland’. A traveller’s delight, Ukraine is a country
with a strong artistic and cultural heritage, with beautiful attractions
to explore – parks, reserves, castles, museums, art galleries, palaces and
cathedrals. The famous St. Sophia’s Cathedral in Kiev is one of the world’s oldest and most beautiful attractions.
Considered the ‘Breadbasket of the World’, Ukraine’s staple food is bread. The popular Ukrainian cuisine – rich in meat, mushrooms, fruits and vegetables – has infl uenced the cuisine of many other countries too, including German, Polish and Russian cuisine.
The Pharmaceutical IndustryThe pharmaceutical industry has been a major constituent of Ukraine’s economy, and has a great potential for further growth due to the country’s current lower healthcare spending than in other Central and Eastern Europe countries. In the last two years, the Ukrainian pharmaceutical market has shown strong growth, reaching pre-crisis
level in volume terms. Ukraine’s total
pharmaceutical market – considered
to be the second-biggest in the CIS – is
estimated to be USD 3.3 billion in 2013.
Imports constitute 70% of the Ukrainian
pharmaceutical market; however, local
producers have been steadily increasing
their share from 24% in 2008 to 29.2% in
2013, driven largely by higher demand
for cheaper substitutes produced by
local manufacturers. The distribution
sector is highly consolidated, with the
top fi ve players controlling 88% of the
market. However, the retail segment –
which constitutes 18,746 pharmacies –
is quite fragmented, with the top 10
retail chains controlling only 15% of
the market.
"We designed the new offi ce with two main objectives. First being to enhance overall productivity by promoting teamwork and cooperation amongst members, and second, make a very good impression on stakeholders who visit the offi ce."
MV RamanaExecutive Vice President - Emerging Markets
Team Ukraine
MV Ramana inaugurating the new offi ce
Olympic Stadium, Kiev
16
Please introduce yourself to our readers. I was born in Caracas 43 years ago. My wife, Bella Leal de Ballesteros, is a Public Accountant and Trust Administration Manager in a fi nancial institution. We have three beautiful kids: Daniel,
Sebastian and Camila. I am a Higher
Technician in Marketing Administration,
BBA and Masters in Marketing
Management, with 21 years experience
in the pharma industry.
Please take us through your journey with Dr. Reddy's since 2007.Although I was doing well at Sanofi -
Aventis, the work was stressful, and I
missed my family. In 2007, while waiting
for a fl ight at Caracas airport, I chanced
to meet the National Sales Manager of
Dr. Reddy’s, who was an old friend of
mine. He said a vacancy was available in
the company. I was able to get back to
my town and my family, as a Regional
Sales Manager. I was motivated by the
idea of working for a company that
was like a family and promised great
opportunities for people who worked
hard. I developed a good marketing strategy and commercial plan for Dr. Reddy’s. I participated in the project ‘Center of Transferences’ of the main drugstores of the country, which greatly increased our sales in pharmacies and strengthened our commercial alliances with big distributors. Showcasing our
work ethic and product quality, I helped
develop our company’s brand image in
the country’s medical and commercial
guilds. I have also helped in staff
development, with focus on business
vision, coaching, empowerment and
CRM development of every PSR. In
less than six years, our presence in
Venezuela has increased dramatically,
and Dr. Reddy’s is well known to several
Key Opinion Leaders and Key Business
Leaders here.
Please share a few signifi cant experiences since your association with Dr. Reddy’s. I have been able to boost our company’s
presence with the help of major
distributors here. Our participation
in the annual sales exhibitions of big
distributors has greatly increased the sales of our products to them. Dr. Reddy’s is perceived as a research-driven company that develops innovative products to meet patients’ needs. By developing a clinical research-based association with gastroenterologists, we have successfully promoted ZOVANTA to a $10 mn brand
in Venezuela. Our support to the KBL
doctors in AGA and Pan American
Gastroenterology Congresses has also
strengthened our presence in the highly
competitive Proton Pump Inhibitor (PPI)
market.
What has been your most memorable moment at Dr. Reddy's till date?Being made the National Sales Manager
is a great honour, which refl ects the trust
placed in me by the Country Manager
Jayadeep Shukla and MV Ramana.
Receiving the ‘Abhinandan’ Award in 2011
was also something very special.
What do you like the most about your job?I consider myself a trainer, guide and
advisor. Guiding the personal and
In 2007, while waiting for a fl ight at Caracas airport, Richard met a friend who was also the National Sales Manager of Dr. Reddy´s. Richard was looking for an opportunity that would help him move back to his hometown with his family, and the Regional Sales Manager vacancy at Dr. Reddy’s was just the opportunity he was looking for. Six years and many accolades later, today Richard is our National Sales Manager in Venezuela.
Richard BallesterosNational Sales Manager - Acute and Pediatric LinesVenezuela
People
17
In First Person
professional development of human
resources gives me priceless satisfaction.
I believe it is the main source of success
of every professionally managed
organization.
What is a typical workday like for you?
My workday begins with a cup of
coffee in the offi ce, or in a hospital
cafeteria, or a private clinic in search
for opportunities. I constantly
benchmark the competition and
devise counteractive strategies.
Communication with Jayadeep
happens on a daily basis; I also have
frequent phone calls, face-to-face or
web meetings and consultations with
the sales force, managers and various
departments. This ensures that I am
always at the time and place where
events happen. My wonderful sales
force is the reason why I enjoy fi eld work.
I always look forward to fi nding solutions
for their needs. Getting home at the end
of the day is something I look forward
to, as I get to see the happy faces of my
family, teach my children and spend time
with my wife. My greatest passion is to
encourage my children to imbibe a love
for studies, so that they may become
great professionals tomorrow.
What teamwork and motivation strategies, according to you, are the most effective?Motivating, to me, is a very personal principle. As managers, we must motivate our sales workforce to give their best, by providing a highly supportive environment and resources. Communication is another key channel. There are no lines that cannot unite our ideas, no matter the location, distance or time. We must always be communicative and remain focused on a common goal. We are all united under one general goal that is segmented into specifi c objectives by business unit, by manager, by representative, and by department.
What differentiates Dr. Reddy's from other pharma companies in Venezuela?In Venezuela, PSRs usually try to capitalize on the brand name to make a sale, rather than use their own potential as professionals. But at Dr. Reddy’s, we focus on being innovative. What we value in our sales force is the attitude of taking initiatives, seeking new opportunities, and developing individual potential. The management team always treats fi eldwork as a priority, ensuring that we reach our internal and external customers fi rsthand. Other companies here have a rigid, bureaucratic and vertical structure, with many channels of approval. This slows down the ability to explore opportunities in a highly dynamic
and competitive market. At Dr. Reddy’s,
communication between PSRs, ASMs,
RSMs, NSM, MM and CM is very fast and
direct. We have a common objective
that is constantly revised and redefi ned
in our monthly sales meetings. Our
scope of investment and business vision
are well defi ned and known to all.
What are your interests outside of work?Sharing a good meal with friends is a
passion. Watching movies, enjoying a
glass of wine and a chat with my wife,
and a game of basketball really relaxes
me. And like every good Venezuelan,
I love baseball. These days, since my
sons are also into soccer especially the
European one, I enjoy those games too.
Team Venezuela
Richard with his team
Richard with his family
18
...People
Michael has joined us as
Vice President and Head, RX Products. He is a graduate of the Drake University College of Pharmacy, USA. He is an
accomplished drug retail industry
leader who brings a wealth of experience in and knowledge of multiple pharmaceutical
categories (generic, branded,
specialty and vaccines) as well as healthcare business operations.
He joins Dr. Reddy’s from Walgreen Company, the largest drug
retailing chain in the United States, where he most recently served as Divisional Vice President of Generic Pharmaceuticals, and where he started an impressive 15-year career as a Staff Pharmacist.
Michael Allen
Welcome
Amit has joined us as Senior Director and Head – API Sales and Marketing, North America. He holds a Masters in Marketing Management from Narsee Monjee
Institute of Management Studies (NMIMS), Mumbai. He comes
with over 21 years of professional experience in the Sales and
Marketing function in Chemical and Pharmaceutical industries.
He has previously worked with organizations like E.Merck, Sun Pharma and Ranbaxy. Prior to
joining us, he was with Ranbaxy, heading the Marketing function for the API business.
Amit Kaptain
Dharini has joined us as Vice President and Head – Brand and Corporate Communications, Corporate Centre. She is a life sciences graduate with advanced management programs from ISB and Kellogg School of Management. She has a total of over 18 years of experience in advertising, Integrated Strategic & Marketing Communications, Media and handling Corporate Brands
with special focus on digital media. She has won several awards as an outstanding marketing professional in Asia and India. She joins us from Suzlon Group, where she was responsible for the Global Brand and Corporate Communications.
Dharini Mishra
Maneesh GandhiManeesh has joined us as Senior Director and Global Delivery Head, CPS. He holds a B.E. in
Petrochemical Engineering from
MIT, Pune, a Masters in Chemical
Engineering from Louisiana
Tech University and an MBA in
International Business & Finance
from Moore Business School,
University of South Carolina.
He comes with over 14 years
of professional experience in
Speciality Chemicals, Life Sciences, Process Engineering,
API Process Development, Scale-up, Tech Transfer and
Project Management. Prior to joining us, he was with IRIX
Pharmaceuticals, USA, as Director of Operations, with
responsibility for their Greenville site operations.
Ripan PuriRipan has joined us as Senior Director and Vertical Head – Super Speciality, GG India. He is a BA (Gold Medalist)
from University of Rajasthan
and an MBA from Institute
of Management Studies,
Ghaziabad. Prior to joining us,
he was heading the Primary Care
Franchise of Novartis Pharma
in India, which encompassed
the P&L responsibility of CVM
(Diabetes and Cardiovascular) and Respiratory Business.
He was a member of the Country Leadership Team and was
instrumental in the launch of Galvus, the top Oral Diabetes
brand in India. He had also been with MSD India (handling the
P&L responsibility of its Chronic Care business) and Sanofi -
Aventis (where he spearheaded the marketing of its allergy and
vaccines portfolio).
19
Sandeep has joined us
as Vice President and Head of Engineering & Projects -FTO, GG India. He holds a Bachelor’s
Degree in Mechanical Engineering from IIT
Roorkee and has an Executive Post Graduate
Diploma in Business Management from Coca
Cola University, Atlanta (jointly offered with Georgia Tech University, Atlanta,
USA). He also possesses ERP expertise in SAP–R3, specializing in functional modules such as PP and Project Management Systems. Prior to joining us, he was VP and Head of Projects & Engineering at Tata Consulting Engineers. Over the last 30 years, he has held important responsibilities in Engineering & Project Management, Technical and Quality Management, Manufacturing Operations and Business Development with leading companies like Hindustan Unilever, Coca Cola, Jacobs Engineering, National Dairy Development Board and Dabur.
Sandeep Puri
Aboard
Sanjay GhoshalSanjay has joined us as
Senior Director and Head – Packaging, IPDO. He has done his post
graduation in Packaging
from the Indian Institute of
Packaging, Mumbai and an
Advanced Post Graduation
in Packaging from
Loughborough University,
UK. He comes with 18
years of professional
experience. Prior to joining us, he was the Senior
Packaging Technology Leader for Unilever in Mumbai,
and was actively involved in Procurement, Designing,
Manufacturing and Marketing of packaging products for
Unilever in India and beyond.
Swapnil WadhwaSwapnil has joined us as Senior Director and Head - IT & BPE, Emerging Markets, Corporate Centre. He is a B.E. in Industrial Engineering from Nagpur University and MBA from Faculty of Management Studies (FMS), Delhi. He also holds Project Management Professional (PMP), IT Service Manager (ITSM) and many managerial certifi cations from Franklin Covey Institute and ISB, Hyderabad. He comes with 19 years of techno-functional experience in
Business Process Re-Engineering, Business Excellence, Total Quality Management, Lean, Organizational Change Management, Program Management, MySAP and Enterprise-wide Information Technology initiatives. Prior to joining us, he was with The Times of India Group as General Manager - Information Technology.
Business Process Re Engine
Srinivasa Rao has joined us as Senior Director - Regulatory Affairs, North America. He holds a Bachelor’s degree in Pharmacy from Annamalai University, Master’s degrees in Pharmacy from Long Island University and Birla Institute of Technology and Sciences, and a Doctor of Pharmacy from Shenandoah University. He is a Registered Pharmacist in the States of New Jersey, New York and Maryland. He joins us from Pfi zer, Inc., where he most recently served as Senior Director -
Regulatory Affairs for North and Latin America, with responsibility for leading the development and implementation of a regional regulatory affairs strategy for all generic pharmaceutical products.
Srinivasa Rao
Regulatory Affairs for North
Kumar has joined us as Vice President - Process Engineering (API), IPDO. He holds an M.Tech in Chemical Plant Design from NIE, Surahtkal, and a Ph.D in Chemical Engineering from IISc, Bangalore. He is also an MBA from National University of Singapore and holds a Diploma in Management of Human Resources. He holds certifi cations in Lean Sigma (Black Belt), Project Management Professional (PMP), Leadership Development and Pharmaceutical Quality
Improvement. He comes with 25 years of rich experience in Process Engineering, Re-engineering, New Product Introduction, Technology Transfer, R&D, Manufacturing, Operations, Large Scale Capital Projects, Lean Sigma, Process Analytical Technology, Validation, Academics and Management Consulting. Prior to joining us, he was with KBC Advanced Technology as Senior Management Consultant - Global Organizational Solutions.
Dr Seetharam Vijaya Kumar
Improvement He comes wit
20
The 5th Annual PSAI Excellence Awards 2013 was a grand celebration of the winning teams who contributed towards the company’s growth during FY’13.
Welcome address by Dr Ananthanarayanan
G V Prasad lighting the inaugural lamp
Special Feature
21
'PSAI Annual Excellence Awards 2013'
Team GG Supplies- API for 'Excellence in Customer Service'
The Awards Night opened with a
Safety Skit, which was followed by
a Welcome Address by
Dr Ananthanarayanan and G V Prasad.
The Awards were given under various
categories to the winning teams
drawn from PSAI including API Sales &
Marketing, API SCM, CTOs, CPS, PSAI
Regulatory Affairs, PSAI Finance and
other Cross-Functional Teams (CFTs).
The eight distinctive Award categories
were for Excellence in:
Team Loan Licensing QA for 'Excellence in Implementing Quality'
• Creating Business Impact
• Implementing Quality
• Project Execution
• Innovation
• SHE and Sustainability Initiatives
• Customer Service
• Collaboration and Teamwork
• Functional Excellence
There was also a special ‘Star’ Award category, which was awarded to the
‘CAP-6’ team.
Entertaining performances by the PSAI Internal Talent team spiced up the
evening. The show included an eclectic
mix of both classical and contemporary dance performances, of which the dance by the SMT group of CTOs garnered
maximum applause from the audience.
The efforts of the Organizing Committee and their team of dedicated volunteers ensured that this event was a night of
recognition, celebration and team spirit.
Team CTO SEZ for 'Excellence in Project Execution'
...Special Feature
'PSAI Annual Excellence Awards 2013'
Team CAP-6 accepting the 'Star Award'
Team SEZ SMT HR for 'Functional Excellence'Team Rizatriptan Launch Support for 'Excellence in Collaboration & Teamwork'
Team Power & Energy for 'Excellence in Sustainability Initiatives' Kaushik Ray felicitating the Internal Talent Team
Team PACE - CI for 'Functional Excellence'
Team CTO Bollaram SHE for 'Excellence in SHE Initiatives'
'PSAI Annual Excellence Awards 2013'
Team PET 6 for 'Excellence in Collaboration & Teamwork'
Team Prurisol PET 4 for 'Excellence in Innovation'
Team Mylan Account for 'Excellence in Customer Services'
Team Hydroxyzine Project for 'Excellence in Creating Business Impact' (Vinod Trivedi accepting the award on the team's behalf)
Team Decitabine API for 'Excellence in Creating Business Impact'
...Special Feature
25
Abhishek Jha and Taapshi Sharma
26
Dr. Reddy’s on ‘Forbes Asia Fab 50’ ListOur company features among the 12 Indian companies in the
‘Forbes Asia Fab 50’ list for 2013.
The honor was conferred on Satish Reddy at a special ‘Forbes Asia Fab 50’ awards ceremony held on
November 19 at Beijing, China.
This is the ninth year of the ‘Forbes Asia Fab 50’ list, which is brought out annually to recognize 50 companies from Asia with solid fi nancial track records coupled with great management and entrepreneurial skill.
Dr. Reddy’s Bags ‘UBM (CPhI) India Pharma Award 2013’At a function held at Mumbai on
December 2, our company won the
‘UBM (CPhI) India Pharma Award
2013’ in the ‘Operational Excellence
– Formulations’ category, for its
exemplary work in the areas of Cost
Optimization, Business Continuity
and Vendor Management Practices.
The jury, comprising industry
stalwarts, commended our
company’s ‘Program to Achieve Cost
and Capability Excellence’ (PACE)
and ‘Supplier Scorecard’ portal. The
award is an outstanding example of
the spirit of collaboration and team
work across functional as well as BU
boundaries at Dr. Reddy’s.
News Diary
Satish Reddy receiving the 'Forbes Asia Fab 50' award
The Dr. Reddy's Team with the 'UBM (CPhI) India Pharma Award 2013'
27
Recognition by RGCIOn October 19, Team Oncology and DRFHE were felicitated for their outstanding performance by Rajiv Gandhi Cancer Institute and Research Centre (RGCI), on the occasion of the latter’s Foundation Day. The award was received on behalf of Dr. Reddy’s by Alok Sonig, Amol Ingale, Jay Nair, Ashish Kumar, Dheeraj Sachdeva, Ritesh Rastogi, Sorabh Sharma, Dr KG Sharma and Tushar Makhija.
The recognition is the result of Team Oncology’s continuous engagement with RGCI through DRFHE training programs for various stakeholders like front-desk staff and nursing staff, as well as the Leadership team. From April 2012 to October 2013, the team conducted 36 soft skills programs, benefi ting 939 participants and also improving patient care in RGCI.
Dr. Reddy’s, the ‘Best Company in an Emerging Market’Our company has been
recognized as the ‘Best Company
in an Emerging Market’ by Scrip magazine.
The honor was conferred at the 9th
Annual ‘Scrip’ Awards ceremony held on November 21 at London.
Dr. Reddy’s IT BPE Team Bags VMware and CNBC Award for IT ExcellenceOn October 28, our IT BPE team received an award for ‘IT Excellence in Pharmaceuticals and Healthcare’ from VMware and
CNBC, for achieving business excellence through creation of technology frameworks, solutions and processes.
The award acknowledges contributions by enterprises and individuals across various verticals in India, who have demonstrated
leadership in the innovative use of IT for business growth and customer service.
The ‘Best Company in an Emerging Market’ trophy
Alok Sonig receiving the RGCI award
The Dr. Reddy's IT BPE team with the VMware and CNBC Award for IT Excellence
28
Global HR Meet 2013The ‘Global Human Resources Meet’ (GHRM) 2013 was held on September 27-29 at Hyderabad and Khandala. Designed around the theme of ‘Partnering for Growth’, the event saw participation from Management Council members and senior leaders from the business, apart from over 140 HR professionals from across geographies and businesses. The event was inaugurated by GV Prasad, who spoke about focusing on designing and enabling people practices in our organization.
Two different workshops – on ‘Good People Practices’ and ‘Process Simplifi cation’ – were organized on Day 1 at Hyderabad. The group was exposed to globally proven people practices in order to attract and retain better employees, build positive employee reputation and enhance employee growth.
With the purpose of encouraging employees to share their views and suggestions with the leadership, an ‘open house’ was organized on Day 2 with Saumen Chakraborty and Dr Chandrasekhar Sripada. It was followed
...News Diary
by a panel discussion on 'Best People Practices' with participation from senior leaders from the industry, including Dr Shalini Sarin (VP HR – Schneider Electric India), Divakar Kaza (President HR – Lupin Pharma) and Aarif Aziz (GM HR – General Electric).
The team then moved to Khandala for the next two days and participated in several fun-fi lled events, including team building and networking activities. The event concluded with the giving away of Annual GHRM Awards, followed by a gala dinner.
‘Meet the Experts’ Symposia in JamaicaWe have launched ‘Meet the Experts’ symposia, a fi rst-of-its-kind platform for General Practitioners to interact with local and international experts on some of the most common disease segments they face in their practice. In September, we hosted a program on ‘Hypertension Management’ with Dr Aram Chobanian (Dean Emeritus of the School of Medicine, Boston University), accompanied by a panel discussion amongst cardiologists and nephrologists. In October, we held a program on ‘The Changing Paradigms in the Management of Stroke and Myocardial Infarction’ with Dr Robert Chilton (Associate Professor of Medicine and Director, Cardiac Catheterization Laborator, University of Texas), accompanied by a panel discussion amongst cardiologists and endocrinologists. The programs were widely appreciated, and served us well in the promotion of our brands Resilo-H and Plagril. We intend to soon have a third program on ‘Current Trends in RTI Management with Anti-Infectives’.
Participants at the Global HR Meet 2013
Delegates at a symposium
29
Dr. Reddy’s at the 14th India-Russia Annual Summit October 22 was indeed a proud moment for our company, when Satish Reddy
and MV Ramana met and interacted with Dr Manmohan Singh, the Hon’ble Prime Minister of India, at Moscow, during the 14th India-Russia Annual Summit. The core
purpose of the Summit was to deepen the strategic partnership for global peace and
stability.
The President of the Russian Federation and the Prime Minister of India welcomed the continuing momentum of high-level bilateral contacts and intense dialogues
that had taken place during the year, between the National Security Councils, the Foreign Offi ces and the various Ministries and Departments of the two countries.
They discussed priority areas of bilateral cooperation and noted common positions
on current international and regional issues. Both sides stressed their continued commitment to promote and strengthen in every possible way their special and privileged strategic partnership.
Both the countries expressed their satisfaction at the record level of bilateral trade of over US $ 11 billion reached in 2012. They also underlined the signifi cant potential for cooperation in sectors such as oil and gas, pharmaceutical and medical industry, infrastructure, mining, automobiles, fertilizers, aviation, as well as in modernization of industrial facilities located in the two countries.
Our company entered Russia in 1991 during the Perestroika years and has stood the test of time by staying committed to the geography even during the 1998 fi nancial crisis, when most of the companies ceased operations. Today we are not only the largest Indian pharmaceutical company, but also the largest Indian private sector company in Russia. We are also among the fastest growing generic pharmaceutical companies in Russia.
The key therapeutic areas of focus in Russia include Pain, Anti-ulcerants, Anti-infectives, Laxatives and Anti-allergy. Some of the leading brands include Nise, Omez, Ketorol, Ciprolet and Senade. Dr. Reddy’s is No. 1 in the pain management segment in Russia, and our product Nise has been ranked as the most important pharmaceutical product in Russia.
As a part of the India-Russia Annual Summit, 10 selected business leaders of leading Indian companies in Russia across various industries were invited for an
interaction with Dr Manmohan Singh. Satish Reddy and MV Ramana were among
this select group. They gave a brief overview of our company to the Prime Minister
and highlighted our successful presence and signifi cant achievements in Russia for
over two decades. This certainly is a remarkable milestone for our company and
Team ‘Emerging Markets’. Our journey of innovation continues in Russia through
understanding unmet and under-met needs of the market and bridging the gap with
differentiated product offerings.
OMEZ, Ukraine’s Firm Favourite
Helping doctors to better serve
patients by innovating dosage
forms and running high-impact ‘Continuing Medical Education’ (CME) programs has made our brand Omez
(Omeprazole) the predominant antacid brand in Ukraine. With prescriptions more than doubling in two years, Omez now has 78% market share, and is ranked among the top-20 prescribed brands. Its popularity continues to grow, as doctors increasingly prefer it as a fi rst-line treatment for acid-related disorders. By introducing innovative dosage forms like Omez 40 and Omez DSR (the fi rst patient-friendly Omeprazole + Domperidone combination in sustained release form), Dr. Reddy’s has cemented its standing as a provider of quality and innovative medicines.
Behind this success is focused marketing and effective sales, achieved without any fi eld force
expansion. We have strong
relationships with Key Opinion
Leaders in gastroenterology, with
whose assistance we run CME
programs. In this FY, we are planning
75 sessions for 3000 GPs, and 47
sessions for 1,175 gastroenterologists.
Along with six national gastro
symposia and an international
symposium for gastroenterologists
last year, these efforts have positioned
us as a top global company providing
value-adding and knowledge-
based services to Ukraine’s medical
fraternity.
Satish Reddy and MV Ramana with Dr Manmohan Singh and other senior business leaders
30
October is Breast Cancer Awareness Month, which is an annual campaign to increase awareness of the disease
among women. Team Oncology
engaged in a slew of initiatives through
the month to spread awareness about
the disease:
Awareness being the key to early
detection in breast cancer, Team
Oncology supported ‘Awareness For
Life’ meetings for corporate audiences,
and spread awareness messages
through eminent oncologists.
Breast Health: Breast Health is a freely
available Android-based application
(downloadable from play store). It
is a good source of information for
people wanting to learn more about
breast cancer and health in general. Its
features include:
Knowing about breast cancer in detail (risk factors, symptoms and treatment options)
Tips for survivorsAssessing your risk and
recommendations
Recommendations for self-breast
examination, clinical breast examination
and mammography along with the
option to set reminders for checkups.
Locating the nearest centres in one’s city
with mammography facilities
Live Media: Aiming to reach more than
200000 people a day, Team Oncology
tied up with Live Media, a unique retail
channel with a presence across sectors
like hospitality, personal care, healthcare,
corporate, education and high-rise
buildings. Breast cancer awareness
messages from reputed breast cancer specialists were broadcast through 2500 screens across the country.
Indian Breast Cancer Resource (IBCR)
is a fi rst-of-its-kind project to collate and create an online repository (http://www.ibcr.in/) of published /
unpublished, geography-specifi c data
about breast cancer in Indian patients. It will host information collected from various sources on incidence,
prevalence, diagnosis, treatment and
outcomes in the disease area.
This initiative is led by Dr Sudeep
Gupta (Tata Memorial Hospitals, Mumbai) and Dr D Doval (Sr Consultant Medical Oncologist, Rajiv Gandhi Cancer Institute, New Delhi), with support from Dr RA Badwe (Director, TMH) and Dr GK Rath (Head of Oncology, All India Institute of Medical Sciences, New Delhi). Over 60 oncologists from across the country are contributing to the repository, which was inaugurated by Dr Sandra M Swain (immediate past President of American Society
of Clinical Oncology) at the fi rst Indian Cancer Congress.
Alok Sonig addressed the audience about the Dr. Reddy’s philosophy of supporting doctor education initiatives that can help India emerge as an ace
healthcare hub. The program was received very positively by the oncology fraternity. Many leading oncologists have come forward to support IBCR by sharing relevant data and insights available with them.
‘Indian Breast Cancer Resource’ Launched
Raising Breast Cancer Awareness
...News Diary
31
Organizations driven by a coaching culture are highly productive, innovative and agile. People in such
high-performing organizations bring
the best of their talents and energies to work each day, because their leaders encourage, challenge and
coach them, and thus bring out the
best in them. Coaching is an essential developmental tool / skill that all managers must possess and leverage,
to help their team members perform to their maximum potential.
Front Line Mangers (FLMs) are the most critical layer in the organizational structure. Last year, the eNable team rolled out the ‘IGNITE’ initiative to empower our FLMs. Now, to develop them into competent manager-coaches, CoachCamp workshops are being organized. FLMs are being empowered with simple yet powerful methods to master the art and skill of ‘workplace coaching’ – techniques that can be applied following the workshop, to bring about a positive change not only in their reportees’ lives, but also in their performance.
Through a series of interactions with senior leaders and managers
surfaced the critical need of imparting
coaching skills to FLMs. Structuring
and implementation of the initiative
was a mammoth effort that called for
ample research and sharp focus on end results at every stage, starting from its conceptualization till its rollout across
GG-India.
CoachCamp brings about a
transformational change in FLMs’ overall thought and approach towards coaching.
It is indeed a paradigm shift. Training techniques such as reading exercises,
lectures, group discussions, step-by-step
practice sessions, role plays and videos have been appropriately leveraged to address different perceptual modalities of the learners. Value addition has been done by several senior leaders who shared real-life scenarios, thereby making the program very practical and relevant.
CoachCamp was piloted with Hyderabad-based RSMs in March 2013. It has now been completely rolled out. The core eNable team conducted training sessions across all zones, imparting world-class coaching skills to FLMs. Managers who have experienced CoachCamp have appreciated the uniqueness and practicality of the initiative. They valued the hands-on practical skills the program empowered them with. Going forward, CoachCamp will become an integral part of the
learning curve of our managers. All
our newly inducted / promoted ASMs
and RSMs will undergo the program to
acquire critical coaching skills.
for Front Line Managers
‘Education Before Medication’Poor adherence to anti-hypertensive medication increases the risk of Cardio-
Vascular (CV) events and strokes. To combat non-adherence, Zenura 1 has started
‘Education Before Medication’, an adherence awareness program under which each
Professional Service Representative (PSR) spends at least an hour daily in the waiting
room of a clinic and speaks to patients on the consequences of non-adherence to
medication and the importance of taking anti-hypertensives regularly. Called ‘Activ
Adherence Advisors’, these PSRs are equipped with specially designed educational
material such as visual aids, lama and leafl ets. The program was launched on
September 29, on the occasion of World Heart Day.
Diploma Program in GastroenterologyIn August, Team Recura and Boston University School of
Medicine jointly launched
a ‘Diploma Program in Gastrointestinal Disorders’ covering two subjects, viz., Acid Peptic Disorder (APD) and Irritable Bowel Syndrome (IBS). Attended by consultant physicians, the objective of the Diploma Program was to enhance their knowledge about gastroenterology for better disease management.
The Diploma Program was an academically rigorous training session for GPs, woven around common gastro conditions they face in their day-to-day practice. The Course Director, Dr Robert C Lowe (Department of Gastroenterology, Boston University School of Medicine) had prepared the content of the program. His two live webinars about identifying, diagnosing and managing APD and IBS were
attended and appreciated by over
2200 doctors.
An ‘Activ Adherence Advisor’ speaking to a patient
32
Safety of patients in response to drug
treatment is critical, and is essential to a global pharmaceutical company like
ours, which keeps patient safety fi rst.
The Pharmacovigilance (PV) system of Dr. Reddy’s is spread worldwide, with
obligations to conduct PV activities,
wherever we are present. Given the diversity of the PV team, its spread across different geographies and the
need to closely collaborate, a global
PV offsite was initiated by Dr Akhilesh Sharma (Global Head of Medical Affairs) and Dr Karin Greenberg (Global Head of Pharmacovigilance) on September 15-18, with the core objective of patient safety and compliance. The offsite provided a deeper insight into the current PV practices across the various regions of Dr. Reddy’s. The PV regulations of different regions were highlighted, and emphasis was laid on strengthening
the compliance of existing PV practices.
Team-building activities were held to enable deeper integration amongst the teams. The offsite brought out various
perspectives to common obstacles, and
possible solutions for them. An update on the project to upgrade the company’s global safety database was also provided
by the PV IT consultant.
Drug safety is not just the responsibility of those working in PV. Every employee
within Dr. Reddy’s should work to ensure
that patient safety is paramount and should know how to report a safety concern with a drug. If you have further
questions on PV or need information on
how to report a safety concern, please contact your local PV service provider.
First Global Pharmacovigilance Offsite
The World Health Organization defi nes Pharmacovigilance (PV)
as the science and activities related to the detection, assessment,
understanding and prevention of adverse events or any other drug-
related problem. Dr. Reddy’s has a well-established PV system in place,
which is well equipped and structured for carrying out all global PV
activities, including the processing of adverse event reports, preparing
periodic safety update reports, signal detection to identify new safety
concerns, benefi t-risk assessment of the drug and implementing drug-
safety related recommendations announced by the health authority, and
also providing guidance on regulations related to PV.
...News Diary
Dr Akhilesh Sharma, Dr Karin Greenberg and other participants at the Global Pharmacovigilance Offsite
33
In December 2012, a new model of leadership development was piloted in the unit, for which 24 leaders were chosen to participate in a nine-month program, the specifi c objectives of which were to demonstrate shifts on 1-2 most limiting behaviours, stretch learning through the delivery of a high-impact business project, and improve collaboration, accountability, pace of decision making for the group as a whole.
The program’s approach to leadership development was governed by three fundamental principles – leadership
development and business impact go
hand-in-hand, deep-rooted mindsets
need to be addressed, and individual
leaders require a customised
approach to achieve lasting shifts.
The program was anchored through
‘Leading Self’, which focused on
personal transformation, realising
one's potential and exploring limiting
mindsets / beliefs that negatively
impact effectiveness, ‘Leading
Others’, which involved aspects of
delegation, coaching and diffi cult
conversations, and ‘Leading Business’,
which covered key business skills.
The participants went through
structured interventions to develop
enabling mindsets and skills to
increase leadership effectiveness.
The journey started with behavioural assessment of baseline development areas. The participants were then exposed to leadership concepts in classroom sessions called ‘forums’, which were contextualized to the individual’s work environment through one-on-one coaching. Real-time shadowing sessions and peer learning groups helped deepen the learning and transfer it to the workplace. The learning in forums and coaching was applied to a Breakthrough Project, an aspirational project that was closely linked to business impact. The participants also interacted with senior management in ‘development council
discussions’ to get feedback and seek
direction to enable further development.
The impact of the program is widely
visible in the successful implementation
of the BTPs and visible mindset and
culture shifts as measured in the 3600
feedback surveys. At least 16 of the 24
participants demonstrated large shifts
in the behavioural areas they were
working on and delivered big business
impact through their BTPs. Improved
collaboration and people leadership
were seen as two areas in which the
whole group of 24 had made signifi cant
movement.
Encouraged by the results, Samiran
Das (EVP and Head – FTO and GGPM)
observed, “I think these numbers under-
represent the impact we have had; my experience is that the shifts are even greater. I see people walking around with a lot more confi dence. When they tell me today that they will ‘do it’, I believe them. Ten months ago, I would have got into the details, but now when they say ‘we will do it’, I believe them. It’s absolutely fantastic!” The leadership of FTO acknowledged the shifts to be greater than the survey reported. V Venkatanarayan (Senior Director and Plant Head) said, “I am amazed by the changes. For at least 10-12 people I can say I didn’t believe this change was possible.”
At the conclusion of the program, a
graduation ceremony was held in October
2013. It was attended by guests across
the Dr. Reddy’s network. The participants
shared the story of their leadership
journey through a video and a ‘gallery
walk’. G V Prasad, Dr Chandrasekhar
Sripada, Samiran Das, Amit Biswas
and Abhijit Mukherjee participated in
a panel discussion moderated by V
Venkatanarayan, and shared their own
experience of the personal transformation
they witnessed in the participants. They
also narrated some inspiring stories of
their own leadership. The graduation
program marked the beginning of a self-
governed journey of growth. This model
is being institutionalised for further rollout
across Dr. Reddy’s.
G V Prasad with the participants in the 'Leadership Development Program'
Formulations Hyderabad Plant 3 Pilots New Leadership Development Program
34
...News Diary
‘Family Day’ at Dr. Reddy’s VenezuelaDr. Reddy´s Venezuela is always looking to provide its employees
with conditions to have a great quality of life. We believe that good
contributions come from employees when there is a right balance between
a good working environment and healthy working and personal
relationships.
A ‘Family Day’ was organized in October by the Human Resources
department at Caracas City, close to our main offi ces. It provided an opportunity to share meaningful memories with the employees’ family members. The employees brought their spouses and children, who enjoyed the many activities organized at the Sports Center. Adults were able to play golf, exercise doing TRX
Dr. Reddy’s Alumni Meet at MumbaiOn October 5, a Dr. Reddy’s Alumni Meet was organized at Mumbai, which was attended by over 30 alumni of our company.
Glowing tributes were paid to late Dr Anji Reddy, and a photo collage was presented to the Company in his memory.
The alumni shared fond memories of their time at Dr. Reddy’s, and all that they had learned during that time, which has in turn
augmented their professional growth. Representing Dr. Reddy’s at the Meet, Romy Sahay (VP and Head – Corporate HR) read out a
special message from Satish Reddy. The Meet drew appreciation from the alumni, who suggested that it be made an annual event.
and play football. The children had bouncy houses, playgrounds and different games. It was indeed a great day to meet and share with co-workers and continue to build a sense of teamwork and collaboration. The event was cherished by all.
The Dr. Reddy’s Venezuela team enjoying ‘Family Day’
Alumni of Dr. Reddy’s at Mumbai
35
Achievers' Day OutThe Achievers’ Club celebration on October 21-22 was a PSR’s delight. The fi rst and second-time achievers were felicitated in Hyderabad while the third, fourth and fi fth-time achievers went on a three-day trip to Thailand.
The Achievers’ Club Meet for fi rst and second-time achievers was kicked off in Hyderabad Marriott Hotel and Convention Centre with a lamp lighting ceremony and opening remarks of Alok Sonig (India Business Head). Congratulating the achievers, he gave a brief business overview and shared the way forward. The awards ceremony followed next. Senior leaders of India Business felicitated the 190 fi rst-time and 57 second-time achievers.
The colorful evening saw the achievers upbeat as they enjoyed a mimicry act by Vijay Pawar. A laser show based on an ‘achievers’ theme added color to the evening.
The spirit of celebration heightened as the traditional-wear clad PSRs shook a leg to
the groovy numbers belted out by the DJ. The evening was an affair to remember,
which culminated with a gala dinner.
The revelry extended into the second day as the fi rst-time achievers went to Ramoji
Film City, the world’s largest integrated fi lm studio complex and experienced its
infi nite leisure and recreation options. A popular shooting destination for fi lm
makers, the various studio facilities in the fi lm city made for great entertainment
sites for the achievers. The second-time achievers set out on a guided city tour
of Hyderabad – the city of nawabs. Standup comedian Junior Devanand kept the
audience entertained. Another gala dinner-cum-DJ night on the second day saw
the PSRs letting their hair down to a mix of desi and English numbers. The 17 third-
timers, eight fourth-timers and fi ve fi fth-timers went on a three-day trip to Thailand.
A New ‘Cresp’ App for Nephrologists ‘CrespNephro-Connect’ is a free Android mobile application for
residents, nephrology fellows, consultants and healthcare
professionals, to help them stay up-to-date on the latest medical
treatments and technologies
in the fi eld. Providing a ‘one touch’ connect, the platform is a collection of various interactive tools like ‘Clinical Guidelines’, ‘Journal Updates’, ‘Articles for Doctors’, ‘Conferences’, ‘Patients' Corner’, ‘Students' Corner’ and ‘Clinical Calculators’.
The app also has ‘rHuEPO to Darbepoetinalfa Dose Convertor’, an exciting add-on that assists a clinician in arriving at the appropriate DA dose while shifting patients from EPO to DA. This feature has brought about a much needed behavioral shift in the Rx habit of nephrologists. Another interesting feature is ‘Request an Article’, which links a clinician to our ‘Infojini’ team with just one click.
‘School Improvement Program’ in BachupallyDr. Reddy’s Bachupally, in collaboration with Dr. Reddy’s Foundation (DRF), has implemented a ‘School Improvement Program’ (SIP) in 11 schools of three
Gram Panchayats in the Bachupally area, with a view to providing quality learning
experience to 2600 students.
At a function held on July 18, special ‘Dr. Reddy’s Scholarships’ for the Academic
Year 2013-14 were given away to 114 SSC / Intermediate students, in the form of fee reimbursement and books. Present on the occasion were Mrs Samrajyam (w/o Founder-Chairman Dr Anji Reddy), Anuradha Prasad (Managing Trustee, DRF), Sarat Babu Vasireddy (Director - Education, DRF), Narayana Reddy (VP – IR & CA, Dr. Reddy’s) and Kolan Hanumanth Reddy (an eminent community leader), as well as headmasters, teachers, students, their parents, and several community elders.
Recipients of 'Dr. Reddy’s Scholarships' for Academic Year 2013-14
Alok Sonig lighting the ceremonial lamp The 'Achievers' are all smiles
36
Level
sAvvy
Continued usage of sAvvy learnings in sourcing activities• SCM professional undergoes 3-day sAvvy training
PEH Post training online assessment
Procurement levers
Excel skills
TVO, Clean sheet costing
Negotiation skills
Silver certifi ed
He learns procurement tools and techniques to apply at his work by leveraging Productivity Excellence Handbook
1
Activity based Live case study
Recap of Supply Chain Levers
Excel & Powerpoint sessions
Application of learnings by participants during workshop
1 Day ECHO WORKSHOP
ECHO
sAvvy (Silver)
3 Levels
sPlendour (Gold)
Transcend (Platinum)
1
2
3
Institutionalizing PACE Values through Capability Building
The PACE Program began in 2011 with an objective to Achieve
Cost and Capability Excellence. Cost excellence is achieved
by implementing several cost saving / improvement ideas with
regular performance tracking.
For ensuring continuous improvement across Supply Chain
and adoption of PACE methodology, learnings have been
documented in PEH (Productivity Excellence Handbook) and
three levels of training have been structured.
“I joined Dr. Reddy’s a year and a half ago, and was not confi dent of conducting training programs or participating in capability building sessions. PACE gave me an opportunity to be associated with sAvvy in the capacity of a trainer-cum-facilitator. The discussions at these forums benefi ted me immensely as a professional. I strongly believe that these programs are enriching for the participants on both sides of the desk.”
Prabhat RanjanPlanning Team, GG
The Capability-Building Life Cycle of an SCM Professional
PACE Update
37
Level
sPlendour
Silver certifi ed SCM professional undergoes 3-day sPlendour training
Post training assessment involves
3 levels
Online assessment
Facilitates sAvvy training
ORSCM Project
Applies Learnings on
the job through Project / PACE
waves
Presents to panel, his/her application of sAvvy and sPlendour learnings for procurement activities
Supply market analysis
Soft skills
Case studies
3D Negotiation skills
Gold certifi ed2 1
2
3
Becomes a Sourcing Expert and delivers value to the organization
Continued usage in sourcing activities makes him a Champion
Level
Transcend
Gold certifi ed SCM professional would undergo periodic Transcend training
Assessment methodology is being designed which will involve projects,case studies, panel review, etc.
Supply market strategy
Strategic thinking Cross
functional areas Leadership
skillsIndustry visits
312-18 Months
Platinum certifi ed
“It was a brilliant platform to sharpen and exhibit my presentation skills, and sharing success stories was the best way of institutionalizing various key learnings.”
Paul VikranthSolvents Team Lead, PSAI
"The enthralling journey of institutionalizing PACE tools and processes has helped create well defi ned teams centrally, as well as aligned to the business. Now, over two years into the initiative, there has been a signifi cant thrust on building capability as part of the culture.
The training – which is divided into three levels (Savvy, Splendor and Transcend) – consists of classroom sessions and live projects. This is expected to help focus on day-to-day activities and improve productivity, thus enhancing the capability that would contribute towards a strong and sustainable supply chain at Dr. Reddy's."
Arunabha RaychaudhuriPSAI SCM Head
Aditi Vijay Thakkar
38
Parivartan Update
KBS Winners August - December 2013
Ayyappa Rajulapudi
Bandi Apparao
Bapuji Peetani
Chandu Srinivasa Rao
D Hanumandloo
Devipandu Rangaraju Jampana
G Veerabhadra Reddy
K Srinivasa Reddy
Kasi Reddy Bhavanam
Kemburu Sriharirao
Kumar Raja VVR Tiranam
Kummari Hanumantha Rao
M H H S R Chandra Rao
Manoj Kumar N
Nagababu Veeranki
PVSSN Raju
Raghava Ram SNP Garimella
S Siva Ramaiah
Siva Prasad Yadlapalli
Srinivasa Rao Reddipalli
API Hyderabad Plant 1
A Rangachary
Amit Sadashiv Bholkar
Ashish Pramod Lokhande
Balasaheb Murlidhar More
D Phanikar Reddy
Haridas S Ghorpade
K Gurunatha Reddy
Motkulwad Satish
Naini Laxman
Pudi Babu Nodagala
S K Chaitanya Kottapalli
Sabitha Allamadhi
Tabish Azeem
Venkateswara Rao Vulluri
API Hyderabad Plant 2
A Sreenivas Reddy
A V S Anand Kumar
Subrahmanyam Vuchili
V Ganesh
Venkatappaiah Gannavarapu
Vigneswara Reddy Chittapu
API Hyderabad Plant 3
D Bharat
K Shivakumar
K Siva Sankar
Keerthi Reddy Saripalli
Manish Kumar Arya
Modi Amarish Ashokkumar
P Srinivas
Praveen Reddy Nadapa
Sathish Rajan K
Sunil Dhaya Patil
Varun Chandar
Vishal N Bhojak
API Hyderabad Plant 4
B Venkateswara Rao
Krishna Moorthy Bangaru
API Nalgonda Plant
Baburam Sharma
Saxena Udit RameshChand
Pabitra Sarkar
Senthilkumar M
Partha Saradhi Reddy Buddala
Suresh Dhavala
API Srikakulam Plant
I Edukondala Raju
B Koteswara Rao
P Venkateswarulu
G Raja Rao
K Rajendrudu
The Parivartan Training & Communication Work Stream has designed a portal based game show - 'Kaun Banega Surakshapati' (KBS). The objective of this initiative was to increase employee awareness and knowledge regarding critical aspects of safety through a fun fi lled activity. To enable more people to participate in Kaun Banega Surakshapati, we have provided kiosks in canteens and other areas in CTO's where employees do not have a convenient access to a system.
The winners of the quiz were titled the 'Suraksha Champions' and were awarded with R &R points. The initiative generated an excellent response and has been a great success. Within a period of six months, we've had a total of 7951 participants and over 250 winners across the organization.
This game show has been launched for employees in India.
39
Tirumala Rao Korlam
Chiranjeevi Kaspa
Kishore Reddy Donthireddy
Khadar Babu Shaik
Sandeep Prabhala
Sriraman Vamsi Anday
Eswar Reddy Bandi
S Simhachalam
Naresh Babu Konangi
Shanmukha Rao Avala
G A V S Subrahmanyam
M Tirupathi Rao
RaviKanth Done
E Madhava Rao
Sreehari Madala
P Nagaraju
Abburi Jagadeesh
Muthazhagan J
D Krishnam Raju
R Sitaramayya
D Vasantha Rao
P Anjaiah
S Mouleswara Rao
Siddhardha Babu Korlam
K Ravi Shastri
Suneel Surapuraju
Subhash Bommagani
V Dalaiah
D R K Raju
D Punna Reddy
A Srinivasa Reddy
Venkateswarlu Gujjula
S Anji Reddy
Praveen Gunda
Perumalla Sreenaiah
Ravi Kumar Chiliveru
T Srinivasa Rao
Savta Bhiva Zagade
Y Madhusudhana Rao
Pakalapati Viswanadha Raju
Srinivasa Raju Mandapati
Durga Prasad Kallepalli
Ashwin Indrakumar Dahale
Raghu Nunna
Shyam Tholeti
Gouri Shankar Mallareddy
C Ananda Reddy
V Murali Krishna
M Sri Ramulu
Y Srinivasa Rao
D Sankara Rao
G Vijaya Kumar
Leeeeeeettttttt''s PPlllaaaaaayyyy!Please reach out to your respective unit Training and Communication contact for details
K Venkateswara Reddy
Allu Vaikunta Rao
A Suryanarayana Rao
P Prabhakar Rao
G Venkata Naidu
Asha Babu Kode
K S R Murthy Raju
B Appanna
K Sambi Reddy
Prashant Ashok Kulkarni
L Siva Keshava Reddy
K Srinivasa Reddy
K Kanna Rao
Y Appala Naidu
B Mallikarjuna Reddy
Ganesh Janne
Adatravu Arun Kumar
Bhola Prasad Kushwaha
Mahesh Bandaru
Naga Babu Grandhi
Chakka Vijay Kumar
M V A Rama Raju
Jagadeesh Kumar Allada
Vijayasaradhi Reddy Pallu
P V Brahmanandam
V Suresh Babu
L A Naidu
Rajshekar Reddy Mamindla
N Vinay Kuamr
K Wilson
Ankush Sharma
Akula Sridhar
Siva Sankara Reddy Bolla
K V S N Raju
N M L Naidu
A R K Reddy
G Rajeswara Rao
T Sunil Kumar
S Konda Babu
P Appa Rao
Manoj Kumar M
G A N Samba Siva Rao
T Sudarshan Reddy
Raghunathan Anbalagan
B Murali
P S N Raju
Aneel Kumar Veejarla
S B Thapa
Y Chittibabu
D Venkateswara Rao
D Srinivasa Raju
Laxmi Narayana Yadagiri
Chinna Appanna Annepu
Santhosh Kumar Erothi
Milind Pandurang Modak
U G S Laxmana Rao
Gowri Babu V
G B Sharma
Janakiram Yendamuri
API Srikakulam Plant (SEZ)
Amrutha Sunil K
Govinda Raju Mudunuru
Sekhar Gurala
Dinesh Kumar Chandanala
Aurigene
Venkatesh Pullepu
CPS
Swapna M K
Harindra Mani Kaushik
Animesh Kondiparthy
Sanjay Kumar Mohapatra
Balu Mahendra Gandham
Veeraswamy Rama
Nilesh C Hastak
Kottimbakam Aparna
P Pushpavalli
Vinayak Shyam Hanchate
Rajesh Jinkala
Sameeksha Shukla
Akula Raghunadh
Ravinath Manchana
V Narayana Murthy
Chandra Mohan Reddy V
K Ravi Ganesh
V Gul Mahammad
Vijay Krishna Gunda
Rajasekhar Polumahanthi
Vikas S Pawar
Formulations Baddi Plant 1
Pooja Walia
Ankush Thakur
Sachin Sharma
Onkar
Formulations Hyderabad Plant 2
Deepak Raj Poosapati
Formulations Hyderabad Plant 3
Deepa Surya kumari Nallamelli
Sushma Reddy Gungidi
Jadhav Sanjay Bapurao
R V S Rambabu
Srinivas Rao D
Pradeep Sahu
Wagh Dhanaji Jalindar
Jaiswal Sarvesh Shivkumar
Naga Bhushan Kotakuri
D Yamini
Bhavani Vusirikala
S Appala Raju
Arunakanta Samantaray
Shilpa Sangala
Debidatta Nayak
Sharanya Chirra
M Srinivas
Jitendra Kumar Pradhan
Bijaya Kumar Rana
Ved Prakash Gupta
Pravin C Patil
Saroj Kumar Putel
Nagnath Vishwanath Bhakare
Sivaparvathi Mopidevi
Manas Ranjan Nath
Durga Prasad Dakua
Pardeep Kumar
Sreenivas Kanchipati
Shaktitosh Sarangi
Padmaja Singamsetti
Ashok Grandhe
Patel Daud Kha
Sankarlal Bhavani Garlapati
Durga Prasanna Subha Krishna Banana
Akula Srinivas
Gorle Balaji Rao
Sreenivasa Reddy Battula
Jaggannagari Ravi Kumar
Naveen Kumar Rai
FTO-HO
Narendra Patidar
IPDO
Karuna Kumari Neeladhri
Ganga Kalyani Gandepalli
Sindhanur Srikanth
Suhail Farokhi
Kamala Jyotsna Gutam
K Sri Rami Reddy
Narendra Panjabrao Raut
Sumit Kumar
B Vivek
40
SMT Update
FTO Work Team Awards On 30th August we have created a new page in the history of Formulation Technical Operations - The 1st Annual Work Teams Award Ceremony. It gives us immense pleasure to announce the Best Work Teams for FY 12-13 across FTO's.
The Winners were announced by the Chairman & CEO, G V Prasad on 30 August during the ceremony held at Leadership Academy. The Winning Teams were selected out of 123 teams across FTO's by a Jury consisting of PB Nair, Sunil Singhai, Raju Tukra & Srinivasa Rajanala.
Three teams emerged as the Best Teams of FY 12-13 exhibiting consistent high performance on the four parameters of Safety, Quality, Delivery and Health, high degree of Team Work and ensuring Continuous Improvement through Innovation.
Team Apex Predators (FTO 3 - Prod) consistently exceeded delivery plan vs actual (116% avg for the year) & emerged as the most consistent Team of FY 12-13 winning 11 prizes during the year.
Creating a High Performance Work TeamP Lalitha, Team Leader of ‘Champions’ (FTO 1 OSD Packing), has led her team to emerge as one of the winning teams of FY ‘13 from a fi eld of 123 teams across FTOs. Her team has consistently
Team Challengers (FTO 8 - Engg) achieved downtime of less than 0.7% throughout the year & completed 11 Improvement Projects.
Team Champions (FTO 1 - Packing) increased output from 16 million to 40 million p.m. during the year and also achieved zero market complaints.
The Event was attended by Team Leaders and Members of 12 fi nalist teams, FTO Leadership Team and representatives of FTO 1 & 2 Unions. The Event had Team "Champions" presenting an Improvement Project; an interactive session wherein a Plant Manager - V Venkatanarayan, a Team Leader - Shailesh Joshi and a Team Member - Gaurav S Haritwal shared their experience of the Work Teams journey; felicitation of the Jury members by Dr. Sripada Chandrasekhar and announcement of the Winning Teams by G V Prasad.
Samiran Das in his message said that he was truly amazed to see the progress made by various teams during various interactions, he also mentioned that we have come a long way in the last 18 months but still have a long way to go to truly embed the culture of empowerment and accountability in our teams and individuals.
Dr Sripada Chandrasekhar in his address to the teams mentioned that he believed
that improvement can be done by the employees working at the front end of the teams and that improvements have no language. He encouraged the team members to present their story in their language. He also expressed his happiness at seeing the level of engagement and energy in the teams.
G V Prasad mentioned that the role of the Plant Manager is to develop people by building their skills and confi dence. He stressed the importance of "Respect for Individual" and told that the Team way of working brings out this value of Dr. Reddy's. He urged the teams to be committed to quality and said that he was happy to see the Improvements being made by the Teams.
At the end of the event Atul Dhavle congratulated all the 12 teams and thanked them for their contributions. He mentioned that a lot of good work had been done by the teams but a lot still needs to be achieved. He also thanked all the dignitaries for their presence in the event.
The Winning Teams were presented with a trophy and certifi cate by G V Prasad and Dr Sripada Chandrasekhar, which was followed by a photo shoot. The day was indeed memorable giving us a sense of satisfaction that we have embarked on the right journey and are on the right course. It is now our responsibility to pursue the journey ahead with increased vigor and renewed vision.
delivered high performance, and its key achievements include: increase in packing output from 16 million pm to 40 million pm, ‘zero’ market complaints for the last 21 months, 10 ‘Shikhar’ and 12 ‘On-the-Spot’ awards, 11 improvement projects completed, leading to savings of Rs 12.50 lakhs, and adjudged ‘Best Work Team’ in FTO 1 six times.
After completing her M.Sc. (Organic Chemistry), Lalitha joined Dr. Reddy’s in August 1993, as a Trainee Chemist in the Diagnostics division. She became a Jr Manager in 2004 and was transferred to FTO1 (OSD Packing), with responsibility for Velocit packing. In 2010 she was promoted
as an Asst Manager, taking charge of the entire OSD packing activity of FTO 1. In February 2012, when the ‘Work Team’ concept was introduced in FTO 1, she took up the responsibility of leading Team ‘Champions’.
Lalitha says one of the most important factors that have contributed to her team’s success has been Communication and Involvement.
Since November 2013, Lalitha has moved into a new role, working on Simplifi cation, Automation and Improvement Projects for FTO 1.
Jagjit Singh
The winners with our leaders
Lalitha at the 'Work Team' awards
Formulations Manufacturing Facilities
41
First Brownfi eld SMT Batch at API Hyderabad Plant 4 The implementation of the ‘Brownfi eld
SMT’ concept at API Hyderabad Plant 4 was a notable achievement for the PSAI business. It was the fi rst time that
young and energetic batch identifi ed
from the existing employees of the unit was brought under the SMT concept, as opposed to the traditional ‘Greenfi eld
SMT’ concept.
The journey of these SMT members began with a 30-day training program on the basics of the pharma industry at Chaitanya Bharati Institute of Technology (CBIT), Hyderabad, followed by a week of practical training at the plant.
Continuous Learning for CTO EmployeesThe ‘SMT Way of Working’ has lapped up CTOs in a big way. We plan to implement this novel initiative across all our plants. For this, our employees require new knowledge, skills and attitude. ‘Continuous Learning’ is an important pillar on which we are putting in a lot of effort. As we progress towards a more
mechanized way of production, it is
important for our employees to have
knowledge of Chemical Engineering,
Instrumentation, Quality, Electrical
Safety and Industrial Engineering.
Although the ‘Brownfi eld SMT’ concept is still at a very early stage of implementation, the high energy and commitment level of this young batch is exemplary.
Khusboo Chaudhary and Vijaya Kumar Velpula
We plan to have 715 new SMT members across all our units by the end of FY’14. For their higher education we have tied up with two highly reputed universities – Andhra University and Tata Institute of Social Sciences (TISS). For the 593 SMT members on board, we have commenced degree classes at Hyderabad, Miryalguda and Vizag. With TISS, we have formulated a fi rst-of-its-kind Engineering program under an AICTE-approved ‘vocational
education’ framework.
We have also started a ‘Certifi cate in
Pharma Process Technology’ program for
our chemists, in association with CBIT,
Hyderabad and GITAM, Vizag. For our
fi rst-level managers, we are designing a
year-long program in collaboration with Indian Institute of Chemical Engineers. It will contain courses on Chemical Engineering, Safety & Environmental Studies, Quality Control, Plant Design & Economics, etc.
As we bring in more automation and process simplifi cation, it is crucial for our middle-level managers to possess the requisite Engineering knowledge for
driving these initiatives. We have tied up
with BITS Pilani for offering a ‘BS (Process
Engineering)’ program for our middle
level managers across Production,
Quality and SHE. As the participants
are spread across three locations in AP
(Hyderabad, Pydibheemavaram and
Miryalguda), the program is offered
through an online, virtual classroom
methodology.
All these programs are aimed at
providing quality higher education for
our employees in order to develop
their knowledge and skill levels, so that
we can have a qualifi ed, competent
HR pool for our future organizational
requirements.
Debjyoti Mitra
API Manufacturing Facilities
42
Brand New
Diabetes and its associated complications pose a major public health concern in India. Adherence to therapy – so critical to treatment – is a major challenge faced by doctors treating diabetic patients. Metformin is the fi rst-line drug of choice for the treatment of Type-2 Diabetes, where patient compliance like
deglutition (swallowing) of the tablet
plays a vital role. Metformin is highly
soluble, which makes it diffi cult to
provide a slow release, leading to
associated problems in controlling
the initial ‘burst’ of the drug. This is
further compounded by the high
unit dose (500 / 1000 mg per tablet).
Tablet geometry (size and shape) is
a critical parameter for a high-dose
drug, in terms of getting the patient
to swallow it. A big tablet, with
an odd shape, will not easily pass
through the oropharynx. The biggest
challenge was to maintain the same
bioavailability after reduction of size.
The unmet need for a patient-friendly dosage form, small enough to enable easy swallowing, has led to the development of metsmall (Metformin Hydrochloride Sustained Release Tablet 500 mg and 1000 mg), which looks smaller than other brands in the market. Its shape also makes it easier to swallow, thereby greatly increasing patient adherence,
especially in the elderly. The R&D
team at IPDO was excited to develop
a small tablet, which was a major
challenge. Very large amounts of the
polymer would be required, which
would eventually increase the tablet
size. Hence, a ‘biphasic controlled
release delivery’ (dual hydrophilic
polymer matrix) system was utilized
in the development of metsmall,
having an inner solid particulate
phase of the drug and an outer solid
continuous phase embedding the
granules of the inner phase. This
approach minimizes the initial burst
and also controls drug release in the later phase. Additionally, geometry of compression tooling was designed to take appropriate compaction force to make the tablet appear smaller in size and facilitate easy swallowing.
All the above could not have been possible without support
from technical experts and all
Cross-Functional Teams (CFTs),
formulation, analytical, CPPK
-Bio, RA, IPM, DQA, packaging
development and SCM. With all
that, manufacturing support from
the FTO-8 Baddi team was the
‘key’ for a grand and timely market
launch of the product. Introduced
to the medical community at the
RSSDI 2013, metsmall is a giant leap
towards patient convenience.
metsmall – 500 and 1000
A Small Big Innovation
43
Hypertension is the most prevalent chronic disease in India. Approximately 32% of the adult Indian population suffers from high BP. Over the last six decades, the prevalence has increased twelve-fold in urban areas and seven-fold in rural areas. While over 125 anti-hypertensive drugs are available in the Indian market, 76% cases of BP still remain uncontrolled. Such a paradox is attributable to ineffective drug doses and non-adherence to therapy, which can lead to heart disease, heart failure, stroke and kidney diseases.
Addressing such a hitherto unmet
need, Dr. Reddy’s, a leader in the
hypertension segment, has launched
Optidoz – a single pill combination of three anti-hypertensive drugs (Amlodipine 2.5 mg, Telmisartan 20 mg and Hydrochlorothiazide 6.25 mg) in half the standard dose. A fi rst-of-its-kind concept in the world, Optidoz controls hypertension faster and more effectively with much lesser incidence of side-effects.
Optidoz will simplify the traditional, complicated step-care treatment approach clinicians typically follow for hypertension management. In the traditional approach, clinicians start BP control treatment with one
drug (monotherapy). If the BP is not
controlled, they increase the dose. If it
is still uncontrolled, they add another
drug. The process continues with
subsequent dosage increases and drug additions, until the BP is controlled. Such a hit-or-miss treatment increases
the incidence of side-effects and
prolongs the time taken to control BP. This drastically affects adherence to medication.
The effi cacy and safety of Optidoz has been established through a ‘controlled’
clinical study. Conducted over three
years, the study demonstrated that Optidoz controlled high BP faster, blood pressure lowering was more at eight weeks and incidence of side effects was signifi cantly lower as compared to standard dose double-drug combinations. A prolonged BP control with minimal side effects is expected to improve adherence in patients. Optidoz is an earnest attempt from Dr. Reddy’s to alleviate the hypertension-related disease burden in India. The medical community’s support will go a long way in setting a new benchmark in hypertension management.
Opitdoz has been developed by the ‘Proprietary Products - Differentiated Formulations’ group led by Dr Rajeev Raghuvanshi. The launch of Optidoz in India marks a signifi cantly greater value creation for the organization through
technology and product leveraging
across SBUs.
Dr. Reddy’s Launches
Optidoz
Optidoz Team – TAHTop Row (L to R): Bhaskar Vallama, Muzammil Tariq, Chennakesavulu Sidda, MVSS Ramaraju, Nilesh Patil Bottom Row (L to R): D Vijaya Krishna Prasad, Devendra Kumar Dewangan, Rakesh Kumar Dwivedi, D Magesh Kumar, Suresh Kumar, Krishna Chaitanya
Optidoz Team – FTO 6 Top Row (L to R): Rajeev (QC), Lucky (OSD Mfg), Team Leader Arun Mangla (OSD Mfg), Anil (QC), Sumit (OSD Pkg), Rajender (OSD Mfg)Middle Row (L to R): Abhinav (OSD Mfg), Satish (OSD Mfg), Ashish (OSDMfg), Sandeep (OSD Mfg), Vishal (QC) Front Row: Shweta (OSD Pkg)
44
Pentoz OTClaunched in South Africa
In October, our commercial team in South Africa spent an afternoon cooking. They were also vying for three prizes – best tasting dish, best presented dish, and messiest team.
No, this was not some kooky team-building exercise. It was the launch of Pentoz OTC in South Africa at a culinary school in Johannesburg. Consumers there list acidic, spicy and
fatty foods as their top-three heartburn
triggers and fi nd the condition very
uncomfortable and debilitating, as
revealed in research. Accordingly, our
Pentoz campaign emblem is a fast-
food neon sign depicting the top three
heartburn triggers and saying, “Prevent
With great enthusiasm at a launch party in October, the CNS Venezuela team introduced FIERBA, an antipsychotic quetiapine. The event included music, theater, photo sessions and, most importantly, the participation of an extremely
energetic and enthusiastic FIERBA Sales Force.
FIERBA covers a market of 17.7 mm with a growth of 16%, and represents hope
for patients suffering from Bipolar Disorder or Schizophrenia. FIERBA will be available in the market in presentations of 30 tablets (of 25 mg, 100 mg and
200 mg strength) ensuring good patient compliance with the therapy.
As a big addition to our CNS portfolio,
FIERBA is expected to signifi cantly strengthen our company’s presence in Venezuela’s Neuroscience segment.
FIERBA launched in Venezuela
Heartburn. Let the Good Life Return.” This should prompt consumers to prevent, rather than treat, heartburn.
Pentoz OTC is a key launch for the OTC division in SA, proving that we are committed to offering patients quality and affordable medicines, and further strengthening our presence in the gastro-intestinal category. The brand reached ZAR 1 million within the fi rst week of launch. We look forward to
Pentoz OTC becoming a leader in its
category within the next year, moving
Dr. Reddy’s SA closer to our goal of
becoming a signifi cant player in the SA
OTC market.
And the prize winners?
Best Tasting Dish: Mexican Cheesecake
by Niel Alsemgeest, Kelly-Leigh Mucka,
Beverly Kee and Rudi Fischer
Best Presented Dish: Crème brûlée by
Brandon Durno, Jacques J.V Vuuren
and Sam Turner
Messiest Team: Durban Curry and
Samoosas by Lungile Khuzwayo,
Jolanda Meyer, Andre Naude, Jasmine
Conway and Rajen Kothari
SHADOWZ SilkSHADOWZ Silk is a combination of photo-protective fi lters like Uvinul A Plus, Tinosorb S Aqua, Tinosorb S, Octinoxate and Koptrizone.
A topical sun screen in the ‘Cosmetics’ category, SHADOWZ
Silk is used as a broad-spectrum
sun protection with a smooth,
silky feel. Its application dose is as
recommended by a dermatologist /
cosmetologist.
...Brand New
AvartaUnder Eye Cream
Avarta Under Eye Cream (Molecule
Haloxyl, Lumiskin, Acifructol Complex P63 and others) is an
anti-ageing cream in the ‘Cosmetics’ segment.
It is indicated for under-eye skin lightening and rejuvenation. A small quantity of the cream is to be
applied, twice daily, in the area under
each eye.
45
It all started with the need for some adrenaline rush to shake off the laziness. I had some time off from work and did not really want to sleep it all off. So a couple of phone calls followed by some research on Google and Wikipedia, and the ‘road tripper’ side of me was on the road again. This time it was off to Rishikesh – the Gateway to the Himalayas.
Tuesday, 30 April 2013I left for Delhi from Hyderabad. I had already booked a Royal Enfi eld Thunderbird 350 cc from a company called Stone Head Bikes based out of
Delhi. The charges: a post-dated check of Rs 85000, a refundable deposit of Rs 25000, and Rs 1000 per day (without petrol) as bike rent. It was delivered to
my local address for the night, and I was
raring to go.
Wednesday, 1 May 2013Helmet: check. Riding jacket, boots,
gloves: check. Wallet, cellphone,
rucksack, water, camera: check. At sharp
7:00 am, I started from Delhi with this
route map: Delhi Ghaziabad Meerut Muzaffarnagar Roorkee Haridwar
Rishikesh (approximate distance: 600
km (to and fro). The road for the fi rst 120
km from Delhi is a fantastic four-lane
road, followed by a not-so-good single
road for about 80 km. Once you enter
Adrenalin Rush in Rishikesh
Uttarakhand, however, it is again a very good single road. I had skipped breakfast, so an early lunch of chhole, aloo paratha with extra butter and dahi at a roadside dhaba was my manna from heaven. I reached Rishikesh around 3 pm and went up another 30 km to my tent (Camp Rapidfi re, Byasi). Charges: Rs.2500 per tent per day, including breakfast and dinner. My body and bike both needed
some rest, so I decided to simply relax
by sitting on the rocks by the Ganga and
seeing the sun go down.
Thursday, 2 May 2013River rafting day. Remember to carry a
change of clothes and a towel, as you
will get quite drenched! White water
rafting in Rishikesh is done on the river
Ganga and starts from a place called
Shivpuri. Interestingly, even though the
river and its tributaries get polluted in
various cities like Haridwar and Varanasi,
you will still fi nd the water here very
clear and clean. There are several
packages depending on how brave you
are. You can try 10 km, 15 km and so on.
I am a daredevil, so I took up the entire
stretch of 32 km. The Captain of the
boat conducted a basic induction session
for about 45 minutes on safety, and then life jackets, helmets and paddles were
given to us. With everything set, we started. My arms started hurting within
10 minutes! Cutting through an irregular tide is some task. Also, we were not only
rowing randomly, but had to follow the Captain’s command as he threatened to
throw us in the water if we did not obey orders! So, after three to four hours of
battling killer rapids, jumping from a cliff into the water and other crazy acts, we
reached the fi nish line successfully. Tip: Post rafting, nothing energizes you more than a glass of hot Cutting Chai and a plate of Maggi.
Friday, 3 May 2013The Big Day fi nally arrived, the day to experience bungee jumping, the mother of all extreme sports, for the fi rst time. It is run in Rishikesh by Jumping Heights. I reached the location, paid the entry fee of Rs100 and completed the formalities. Then I met the Jump Master, a guy called Rob from New Zealand. I was made to wear the harness with double and triple locks and he explained the safety measures taken. He then tied a bungee cord to my ankles, checked all the safety locks and asked if I was ready to jump. His advice was that I should jump as soon as I heard him say “1, 2, 3!” I slowly started walking to the edge of the
platform with 83 meters of deep gorge
beneath me. The Jump Master shouted
and poof, there I was in midair, speeding
down at a speed of gravitational
acceleration! Those 30 seconds were
the most memorable and will always
be treasured for my entire life. Since you are not allowed to take photos or record videos, you must buy a DVD recording of your jump. After collecting
the DVD and certifi cates, I took the bus
back to Rishikesh. Then back to Delhi
and fi nally Hyderabad.
A vacation well spent, a break well
needed, and one more item checked off
my bucket list. Next up – skydiving.
Soumya Dip Das (Assistant Manager – IT & BPE, C orporate)
Travelogue
Soumya Dip Das (second from left)
46
Our business at Dr. Reddy’s, by its very nature, serves the social good and reaches out to millions with a far deeper motivation than profi ts alone.
One in every three malnourished children in the world lives in India. To seek a holistic solution to this problem, Dr. Reddy’s Foundation for Health Education (DRFHE) is partnering with the United Nations Children’s Fund (UNICEF), Confederation of Indian Industry – Southern Region (CII-SR) and the Government of Tamil Nadu for spreading awareness of the dangers of malnutrition in children.
Striving to EradicateChild Malnutrition
Of the eight ‘Millennium Development Goals’ spelt out by the UN in the year 2000, halving the number of underweight children by the year 2015 was taken up as a key indicator of progress towards the Goal of ‘eradicating extreme poverty and hunger’.
Driven by the UNICEF’s belief that children are powerful agents of behavioral changes in the family and the community, DRFHE has launched a ‘Healthy You, Healthy India’ program under the aegis of the ‘Call to Action’ Campaign on Child Survival and Development launched by the Government of India in February 2013 in 184 districts of the country, seven of which are in Tamil Nadu.
“I am happy to be associated with DRFHE in the CII-UNICEF health education program for schools. The
module was developed keeping in view various factors involved in the health and hygiene practices of
the students. Health education is an effective tool that helps improve health in developing nations. It not
only teaches prevention and basic health knowledge to students, but also conditions ideas that re-shape their everyday
habits. This type of conditioning not only affects the immediate recipients of such education, but also their family
members; and this will eventually inculcate widespread health awareness. The DRFHE team is doing commendable
work in bringing about health awareness in students. Feel great to be associated with Dr. Reddy’s!”
DeepamalaCII Chennai
Karigiri Govt High School
“We usually tend to ignore these day-to-day habits, and thus create problems for ourselves. This talk has taught us to
change our habits and adopt healthy practices from now on.”
Pratibha Student
Corporate Social Responsibility
Supported by the Government of Tamil Nadu, DRFHE’s ‘Healthy You, Healthy India’ program focuses on:
• Basics of nutrition, with special reference to under-nutrition
• Waterborne diseases and their prevention
• Personal hygiene and its relation to disease
47
“DRFHE’s health education program in the schools, under the guidance of CII-UNICEF Knowledge
Hub, is an excellent initiative. It is an effective tool to empower and strengthen the knowledge base
of the children to stay fi t and healthy. By focusing on their health, we can ensure a healthy society for the future. I am
sure the dedicated team of DRFHE will help in progressive realization of children's right to health and development.”
Sugata RoyUNICEF
Uthangarai School (Krishnagiri)
”The health program organized for our school students was very useful. The doctor’s talk contained very basic and
important information; till date nobody has given such talks. The doctor came to the students’ level, connected with
them in Tamil, and spoke to them about hand wash, grooming, basic hygiene and food habits, all of which are very
relevant to every student. The doctor also highlighted the importance of using dustbins and keeping one’s surroundings
clean. I thank Dr. Reddy’s and UNICEF for arranging these talks.”
Gajendran Headmaster
The basic education module has been prepared by DRFHE in consultation with UNICEF and CII-SR experts. The program is aimed at covering 10,000 students in about 90 schools. The fi rst few campaigns conducted at Karigiri Government High School and Karnampettu Government High School in Katpadi (Vellore District) benefi ted 280 students.
Encouraged by these fi rst steps, DRFHE is committed to making a signifi cant contribution to the achievement of the UN’s Millennium Development Goals.
Jay Nair
• Preventing dangerous habits such as smoking and teen alcohol consumption
• ‘New Age’ concerns such as safe Internet browsing and TV viewing
• Being physically active
48
In Mexico, over 65% of the population of all ages – kids, men and women, share a
deep passion for football, making it the country’s most popular sport.
Dr. Reddy’s Mexico is no exception, and provides support to personnel to create their
teams and compete against other companies in the region. For the past 30 years, the
teams have been involved in various ‘Workers League’ football tournaments that are
held twice a year in the town of Jiutepec.
Dr. Reddy’s Mexico has had an outstanding record, having been the champion in three
of the last fi ve editions of the Cup. Such has been its success that the number of
employees from Production, QC, R&D, Finance, SCM, HR and ESD keen to represent
the company has exceeded the limit allowed by the League.
at Dr. Reddy’s México
Unwind
Football
49
Four different teams have therefore been created in three different categories:
First Force Category Falcon
Premier Veterans Category Falcon
Second Force Category Dr. Reddy’s ‘A’ Dr. Reddy’s ‘B’
Team ‘Falcon – First Force Category’
emerged the Champion in the event
held in the fi rst half of 2013, winning an
emotional fi nal in the town of Emiliano
Zapata, cheered on by several Dr. Reddy’s
employees who had gathered at the
stadium after fi nishing their workday.
The team’s fi ne performance received
widespread endorsement in the local
newspapers.
Star performers in the team included
Domingo Quiroz Prieto (QC), Héctor
Manuel Hernández Solís (Production),
Marlon Guillermo Ménez Velázquez
(ESD), Oscar Montor Herrera (HR),
Armando Pasquini Agundis (Finance),
Miguel Ángel Sánchez Rodríguez
(Production), Isaac Uscanga Triana (Production) and Rosendo Madrigal Ruíz (HR).
Oscar Catalán Hernández, Captain of Team ‘Dr. Reddy’s ‘B’, said, “The quarterfi nals held in November were an important step towards the
Championship. We put in our best effort
and took our company’s name to the top, as in previous years.”
The company supports the teams every year with uniforms, balls, inscriptions and other needs. The four teams’ excellent performance is refl ected in their being in the ‘Playoffs 2013’ of their respective
tournaments and categories.
Hugo García, Daniel Vargas and Janet García
DR. REDDY’S MEXICO HAS HAD AN OUTSTANDING RECORD, HAVING BEEN THE CHAMPION IN THREE OF THE LAST FIVE EDITIONS OF THE CUP
50
'Chapel Bridge in Lucerne, Switzerland' by Vishwas Muthyala
'Pamplemousses, Mauritius' by Vishwas Muthyala
From left:
Vishwas Muthyala(Human Resources - Basel, Switzerland)
Paul Beaumont(Site Head - Beverley, UK)
Rujul Pandya(Intellectual Property - Basel, Switzerland)
Carim Jost(Finance - Basel, Switzerland)
Mwai Kumwenda(Generics Out-Licensing - Basel, Switzerland)
FFF
Budding Photographers
51
Have a passion for photography?
If you would like to share your original photos with the readers of Elixir,
please email your best works to [email protected] No downloaded images please!
'First light at Alifu Atoll, Maldives' by Carim Jost'Full moon in Maldives; Glowing Planktons on the beach' by Carim Jost
'Sunset at Alifu Atoll, Maldives' by Carim Jost
'Meeru, Maldives' by Paul Beaumont
'Sky over Basel from a bridge on the Rhine' by Rujul Pandya
'Lake Malawi' by Mwai Kumwenda
52
'Bazaar in Tunisia' by John Wilkinson
John (left) and Maureen (right)
'Ullswater, Lake District UK' by Maureen Truscot
John Wilkinson (Quality - Beverley, UK)
Maureen Truscot (Procurement & Site Admin - Beverley, UK)
'Autumn view from Legal offi ce in Augsburg' by Stephanie Lehmann
Stephanie Lehmann(Legal - Augsburg, Germany)
JohJohJohhJoho n ((n (n (lefleft)t)t andandana MM
Budding Photographers
53
Beatrix Potter view, Scotland by Javier Jimenez
'Bridge of Sighs, Cambridge' by Javier Jimenez
'King's College Chapel, Cambridge' by Javier Jimenez
'St John's College, Cambridge' by Javier Jimenez
Javier Jimenez (API Sales - Cambridge, UK)
From the Archives
In 1984, Dr Anji Reddy took a giant step towards realizing his dream with the setting up of our organization’s fi rst manufacturing facility - the API Hyderabad Plant 1 or CTO 1. Today we have our 19th manufacturing facility ready and running, in a time span of less than 30 years. Such statistics give us an idea about the magnitude of growth that our organization has achieved, which is not limited to just revenues. While the cover story this time shines the spotlight on our newest manufacturing facility, From the Archives takes us back in time by sharing interesting trivia on our fi rst manufacturing facility, CTO I, and Dr Anji Reddy's thoughts on the fi rst product manufactured there.
CTO 1 FactsheetNo. of Production Blocks Plant Capacity Products
Then 1 24 Metric tons per year 1 product – Methyldopa
Now 11 236.74 Metric tons per year 16 API products and 12 HPAI products
“My work today is very different from how it was in my early days, there will be a lot of difference. Earlier, we worked physically. There was no automatic machine in the plant. We had a vacuum pump, with which we
sent solvents from one reactor to another. Now we have state-of-the-art machinery in the plant, which has
simplifi ed our work.’’
B Linga Reddy (Senior Principal Operator, CTO I) (Joined Dr. Reddy’s on 7 May 1985)
“When the plant was under construction, there were no workers. We did everything. We even unloaded
and loaded chemicals in the chemical process. There was no road. Sometimes we brought chemical barrels
from the warehouse to the processing plant. There was no proper transport facility. There was only one van,
by which we used to come and go. There was no Administration Block; the entire area was open land. There
was only A Block. There was no canteen. We had two sweepers who would cook food for us if we gave them
some money or food in return. We all shared that food. After six months the Management set up a canteen
opposite the A Block. There were no chairs; we used to stand in the offi ce. There was a typewriter in the
offi ce.”
GV Ramana Reddy (Resource Manager, Materials Management)(Joined Dr. Reddy’s on 20 July 1985 as a Trainee Chemist)
The Early Days
The construction of the Dr. Reddy’s CTO I plant in Bollarum was started in 1984, and it started production in 1985. The fi rst plant manager was H Nirmal Kumar. The fi rst product produced in this facility was Methyldopa. Our fi rst USFDA audit was conducted for Methyldopa and it received their approval in 1987.
54
Methyldopa: The Product that Launched Dr. Reddy’s
Dr Anji Reddy, on why he chose to start with Methyldopa
“I always wanted to start something where others had felt there
was a barrier to tackle. This was my fundamental principle. I knew how methyldopa was made because IDPL was making it.
But IDPL was about to stop it. There was a reaction where every six months one glass line vessel was exploding. I told Chary
(the then Managing Director of Dr. Reddy’s), “It doesn’t matter.
Let us be careful. If the IDPL glass lines have a service limit of six months, we can do it for two years at least.” There was a lot of profi t in that. We could absorb that large-scale capital expenditure. I said, “Let’s start.” That’s how we got into it. If IDPL was afraid to produce it, nobody else in India would venture into it.
In spite of the complicated nature of the process involving hazardous chemicals like Sodium Cyanide, tricky optical resolutions and also high-pressure reactions in the extremely corrosive hydrochloric acid medium, our chemists by a process of continuous monitoring and improvements in technology, were able to streamline and simplify the unit processes in a relatively short span of six months since we went into production.
Also, there was a need in India. That was the only blood-pressure reducing drug at that time. Merck was prevented from importing their bulk drug. And no other company in the world met their standards. The Government of India would not allow them to import from Merck US, because of the prices. So, we were the ones who actually helped Merck revive their product. Aldomet (Merck’s brand of Methyldopa) was dead until we came in. Merck will always remember us.”
Dr Anji Reddy, on the success of Methyldopa “My intuition said that I should go in for tough things so that nobody would be able to repeat them, and Methyldopa was in short
supply. And there was also a stroke of luck in the sense that I had the opportunity to make a product of Merck quality. Of course,
it was hard work, but the stroke of luck was that there was an explosion in the Merck Sharp Puerto Rico plant. Merck had a plant
in Puerto Rico and suddenly there was a shortage because of that explosion. Demand came about because of that event, and then
of course we were very successful.
By the end of 1985, eighteen months after we decided to enter the Methyldopa production, our indigenous production had
outgrown the country’s requirements and we had to make efforts to export the surplus available to us.
As a result, we were able to export 11 tons of a product worth over one million dollars in 1986, mainly to West Germany and
partly to Yugoslavia, Bangladesh and Kenya. In the latter half of 1986, our company became the fi rst non-Merck Sharp & Dohme
(MSD) affi liate to enter the Japanese market. The Japanese take pride in telling the people that their specifi cations are much more
rigid than even the US pharmaceutical companies. One telegraphic message sent to us by a Japanese manufacturer says, “The
colour of your Methyldopa is the best ever seen.”
SVS Chowdary Lakamsani
55
56
You begin your day withSuryanamaskar followed by two to three hours of intensive reading
Your favorite relaxation activityListening to vocal music: Opera, Flamenco, Carnatic, Sufi
Up Close & Personal
Authors you admire Roberto Calasso, for his mastery of Greek and Indian myth
Orhan Pamuk, for his characterization of the clash between
tradition and modernity
A book that has inspired youMahatma Gandhi’s writings – there is no better guide to life
Your favorite city New York for its depth, energy and variety
The airline you most enjoy flying withBritish Airways – it fl ies almost everywhere I want to go
Favorite holiday destinationsPlaces that combine great art, history and architecture with great scenery and food: Italy, Spain, Greece, Turkey, Cambodia and Japan
Your favorite sport and athlete Golf and Sachin Tendulkar
Your favorite cuisineJapanese
Your favorite restaurantThe ryokans (old inns for samurais) in Kyoto
Your most prized possessionMy sense of integrity
Your leadership mantraSeek out and nurture those who have the talent and drive to eclipse your
own capabilities and accomplishments; they will carry you to success
Anupam PuriBoard Member
Acknowledgement: Sandeep Poddar
A personal development tip
for our readers
Gandhi said it best: “Be the
change you want to see.”
Anyone can choose to exercise
positive leadership for change, at
any age and organization level.
56
57
Quiz A
Send your answers to: [email protected]
Ten lucky winners will get a surprise gift.
Sorry, there were no winners in the previous quiz. Better luck this time!
Brain Strain
1. In March 2013, which company was barred by the World Bank, for six months, from doing any
business with it or with projects
funded by it?
2. Who was the fi rst recipient of the Mahathir Award for Global
Peace?
3. Who was the man credited with bringing about a ‘White
Revolution’, and who also set up
Amul, the world’s largest dairy cooperative?
4. Who was the fi rst British man to win the Wimbledon Tennis Championship after a gap of 76 years?
5. What word did ‘7 Up’ use to advertise itself to carve a niche in a market fl ooded with cola drinks like Pepsi and Coke?
6. Which footballer has won the ‘Golden Shoe’ award three times in his career?
7. Who received the European Parliament’s ‘Sakharov Prize for Freedom of Thought’ for her brave crusade for the right of children to education?
8. Who won the ‘Man Booker Prize
2013’, and for which novel?
9. Which pharma company
announced on 25 June
2013 that it was given WHO
pre-qualifi cation for its anti-
malarial tablets to be launched
immediately?
10. Which movie bagged the
maximum Oscars at the 85th
Academy Awards 2013?
1. Which rock star was born Marvin Lee Aday?
Meat Loaf
2. Which food item takes its name
from the French for ‘twice cooked’? Biscuit
3. Which was the fi rst British fi lm to take more than USD 100 million dollars at the US box offi ce?
Notting Hill
4. Which was the fi rst Indian software company listed on NYSE?
Silverline Technologies Limited
5. What start-up came out of its founder Phanindra Sama unable to get a bus ticket from Bengaluru during Diwali?
RedBus.In
6. Narayana Murthy has summarised his business philosophy as PSPD. What does it stand for?
Predictability, Sustainability, Profi tability, De-risking
7. Which social networking site was started by Reid Hoffman and associates on 5 May 2003?
8. Which MNC has the corporate tag
line ‘Good Food. Good Life’?
Nestle
9. Which concept was developed by
Robert Kaplan and David Norton,
which links a company's current
actions to its long-term goals?
Balanced Scorecard
10. Which is the only country that has
paper currency but no coins, and
introduced ‘cheques’ only in 1997?
Vietnam
Answers to the Previous Quiz (Elixir, Volume 14, Issue 1, September 2013)
58
The Last Word
Recently I read an article in Harvard Business Review on how Google thinks about the value of management and leadership development. I would like to share some of the ideas with you because they resonate very much with the way I have been thinking about our own
organization.
In any organization, managing people is a core part of every leader’s job. Experiments with fl at organizations have ended up reinforcing the critical role of effective managers in achieving the
company’s goals.
In its early days, Google tried to do without managers, setting up a completely fl at organization
to remove obstacles to rapid idea development and to replicate ‘the college atmosphere’. But
they found soon enough that managers play indispensable roles: communicating strategy, helping
employees prioritize projects, facilitating collaboration, supporting career development, and
ensuring that processes and systems are aligned with company goals.
Google now has some layers, but not too many. And the key task of its managers is to create the
best environment for Google’s people to perform. Employees at any level have room to make
decisions and innovate. There is more respect for technical expertise, problem solving, and good
ideas than for titles and authority. Anyone can make a case for change at the company as long as he
or she provides compelling logic and rich supporting data.
To create a high performing work place of this kind, we too need an organization design and
practices that enable people to fl ourish. With the right number of layers, skilled teams and simple
processes we can create a high performing and high accountability organization.
We need to identify talented people early, give them satisfying roles, and help them continually
enhance their performance, particularly through learning and growth opportunities. A thoughtfully
designed organization will make it that much easier to guide careers and explore development
Have you visited the revamped Perspectives yet?Login to http://perspectives.mydrreddys.com and connect with Prasad.
erspectives
With the right number of
opportunities. But a prerequisite to meaningful development conversations is trust. The surest way to build trust is through frequent and in-depth conversations. If we engage our team members as unique individuals and inspire them to fi nd meaning in their work we will help unleash their potential. Our colleagues expect this from us and it is up to us to meet their expectations.
It comes down to regular feedback and coaching. Our year-end processes are meant to be calibration points; if we restrict our focus on performance only to these processes and to this time of year we will build a culture
of compliance, not of excellence.
In this context, it is useful to see how Google defi nes a manager’s role:
“A good manager
1. Is a good coach
2. Empowers the team and does not micromanage
3. Expresses interest in and concern for team members’ success and personal well-being
4. Is productive and result-oriented
5. Is a good communicator – listens and shares information
6. Helps with career development
7. Has a clear vision and strategy for the team
8. Has key technical skills that help him/her advise the team.”
This list can provide useful pointers to how each of us can strengthen our current practices and create greater
engagement in our teams. We can take greater ownership of designing our organizations, actively coaching
and developing our teams and helping the teams excel and grow.
G V Prasad
layers, skilled teams and simple processes we can create
a high performing and high accountability organization.
TO VOLUNTEERCall Srikanth on 8790998456
DR. REDDY'S FOUNDATION8-2-293/82/L/87A, MLA Colony,
Road No 12, Banjara HIlls, Hyderabad - 500034
Phone: +91-40-23554020
Email: [email protected]
TOO VOLUNTEERO VOLUNTEERTOO