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ABOUT COMPANY
Claris is R & D based, international pharmaceutical company offering products and delivering systems of world-class quality, to achieve the objective of saving lives worldwide. The architects of Claris are a team comprising of scientists, pharmaceutical experts and management professionals who bring to the company a combination of vision, R & D capabilities, technological know-how, international exposure and many functioning expertise. The companys range of products and delivery systems extends across critical care, internal and parenteral nutrition, care including transplant therapy and hospital care.

Claris has marketing operations in more than 30 countries through its subsidiaries, offices and distributors with a customers profile.

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HISTORY
A Claris Life science is one of the largest sterile injectables pharmaceutical companies in India with a market presence in 76 countries worldwide. We primarily manufacture and market products across multiple markets, and therapeutic segments. A significant majority of these products are generic drugs that are capable of being directly injected into the human body and are predominantly used in the treatment of critical illnesses.

Our products range across various therapeutic segments, including an aesthesia, critical care, anti-infectives, renal care, infusion therapy, enteral & parenteral nutrition and oncology. We offer injectables in various delivery systems, such as glass and plastic bottles, vials, ampoules, pre-filled syringes and non-PVC/PVC bags.

Our customer base primarily includes government and private hospitals, aid agencies, and nursing homes.

We have five manufacturing facilities spread over a 78-acre campus located in Ahmedabad, India. Certain of these facilities have been approved by foreign regulatory authorities including the USFDA, MHRA (UK), TGA (Australia), NAM (Finland), GCC FDCA (Gulf Co-operation Council including Saudi Arabia, U.A.E. and other countries in the Middle East), ANVISA (Brazil) and INVIMA (Colombia). Our manufacturing capabilities have received several awards from prestigious institutions like IDMA (Indian Drug Manufacturers' Association) and Frost & Sullivan.

Our capabilities and experience span across all business verticals in the generic injectables industry. We have a trained workforce across business functions, such as R&D for product development, regulatory affairs for obtaining product registrations, manufacturing, and sales and marketing.

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Vision & Mission

Vision To be one of the worlds leading and most admired sterile injectables pharmaceutical companies.

To continually create value and bring pride to our stakeholders, partners, customers and the community at large. To preserve earths most precious resource human lives.

Mission A world-class organization, built on, Outstanding performance led by Entrepreneurial culture.

Product quality through Emotional Pharmacopoeia.

Management capability, efficient processes and Technology.

Youth, hard work and discipline. Achieved in a manner of fairness, honesty and corporate responsibility.

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AWARDS
Claris wins Greentech HR Excellence Awards 2010

Greentech Foundation, along with National Institute of Personnel Management (NIPM), a premier HR body and knowledge partner Narsee Monjee Institute of Management Studies (NMIMS), a premier B-School, conducted HR Excellence Awards in different categories. Claris has won Silver Award for outstanding achievement in Training Excellence, and Mr. Shyam Sharma, President HRM and Corporate Communication, Claris, has been declared winner as HR Leader for his outstanding achievement in the field of HRM.

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The awards were conferred to Claris on September 17th, 2010 in Greentech HR Conference at Cidade De Goa, Goa.

India's Best Companies to Work for 2010

Claris has won a place in the list of "India's Best Companies to Work for 2010". The Economic Times (ET) and Great Place to Work Institute (GPTW) in their 7th Study, have declared our 1st Rank in "Healthcare" sector, and overall 37th rank in the list of "Top 50 Best companies to Work for in India", identified from among total 427 participant companies from across the industries in India.

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From Claris, Mr. Shyam Sharma, and President - HRM & Corporate Communication received the award during the ceremony held on 18th June, 2010 at Intercontinental The Lalit, Mumbai. The detailed study results were covered by The Economic Times on 21st June, 2010 through its special supplement on "India's Best Companies to Work for 2010".

Best Supplier Award 2009 by SPC, Sri Lanka

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Claris has won the Best Supplier Award by State Pharmaceutical Corporation (SPC), Sri Lanka for the year 2009. SPC was founded in 1971 and is the largest organization supplying pharmaceuticals in Sri Lanka. This award recognizes the company's excellence on various parameters like - supplies of different product range, delivery on time, quality compliance etc.

On behalf of Claris, this award was received by Mr.Jogendrasingh Bhatt, Vice President Int'l Business during 13th SPC, Supplier's Convention 2010, organized at Mahawali Reach Hotel Kandy, Sri Lanka between 11th - 13th June 2010. Greentech Safety Award 2010

Claris has won "Silver Award" in Greentech Safety Award - 2010, for outstanding achievement in Safety Management in pharmaceutical sector. The Greentech Safety Awards has been instituted by Greentech Foundation, a non-profit organization committed to recognize and celebrate ethos of outstanding performance in safety management. This Award is a unique form of benchmarking the stringent quality standards, credibility and honoring the proactive practices of the awardees enhancing their esteem and global stature. So Safety Officer from Claris received the award in "Greentech FSS 2010" - the 9th Annual Greentech Fire, Safety & Security Conference held at Hotel Cidade De Goa, Goa between 24th to 26th May 2010.

India Manufacturing Excellence Awards 2009

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Our state of the art manufacturing facility has for the third time in a row won 'Gold' in Healthcare - Large Enterprise Category of the India Manufacturing Excellence Awards (IMEA) 2009, commissioned by The Economic Times in partnership with Frost & Sullivan. The IMEA award was instituted in 2004 to recognize those companies across industries that have taken revolutionary strides towards adapting, modernizing and optimizing their systems and processes across value chain. From Claris, Mr. Shyam Sharma, President - HRM & Corp. Communication and Mr. Hitesh Shukla, VP - SCM & Technical received the award during the ceremony organized on 27th January, 2010 at the InterContinental The Lalit, Mumbai.

DMA - Quality Excellence Award - 2009I

Indian Drug Manufacturers' Association (IDMA) Quality Excellence Awards were instituted in 1984 to appreciate and promote excellence among association members. Claris has for the 4th time bagged the IDMA Quality Excellence Award in 2009, in the category of formulations unit
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for annual turnover above Rs. 100 crores. This win has once again reinforced our quality standards and set a benchmark for ourselves.

CONCOR awards Claris


Container Corporation of India Ltd. (CONCOR) North West Region celebrated its 13th Annual Awards Ceremony on 1st September. CONCOR provides efficient and reliable multi-modal logistics support for the country's exports & imports and domestic trade & commerce.

At the Annual Awards ceremony, Excellence Awards were presented to various organizations & bodies for their achievement in 2008-09. It is a moment of great pride to share that Claris has been rated as the third highest exporter for 2008-09 by CONCOR. To add to the glory, we were the only pharmaceutical company to achieve a significantly high performance in exports. This shows that our integrated Supply Chain Management system strongly supports the front end business effort by ensuring efficiency, internal coordination, and faster throughput.

The Dollar Kings

Claris phenomenal growth story has been profiled in a book titled 'The Dollar Kings' The publication brought out by Divyabhaskar group, one of India's leading media houses, attempts to highlight leading corporate houses of Gujarat, whose contribution to exports has helped India position itself on the global exports radar. The achievement reinforces the companys prominence and stature in Indian industry

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Gujarat Logistics Award

In a function held on 16th February 2008, by Container Corporation of India and the Economic Times and Impex Interim, we have bagged the 1st position in the International Supply Chain Category at the Gujarat Logistics Awards 2007. The award recognized Claris unique approach in building the best supply chain across the globe.

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ORGANIZATION STRUCTURE

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Leadership Team
BOARD OF DIRECTORS
Dr. Pravin P. Shah, Non-Executive Chairman and Independent Director Dr. Pravin P. Shah is the Non-Executive Chairman of our Board and is an Independent Director of our Company. He was appointed as a Director on April 27, 1999. He holds a bachelor degree in commerce and doctorate in finance from Mumbai University and is also qualified Chartered Accountant and costs and works accountant. He is partner in Pravin P Shah & Company, a chartered accountancy firm and proprietor of Pravin P Shah and Associates, chartered accountants. He has authored several books on costing, management strategies and taxations. He has over 40 years of experience in the areas of financials consultancy, valuation, taxation, property matters, accounting and auditing, corporate laws and laws relating to foreign exchange. Mr. Arjun S. Handa, Promoter, Managing Director and CEO Mr. Arjun S. Handa is a Post Graduate in Management from Northeastern University, Boston, USA and holds a Bachelor of Commerce degree from Gujarat University, Ahmedabad. He was appointed as Director of our Company on February 19, 2001 was Chief Operating Officer of our Company from January 1, 2008 to September 26, 2008. He has been the Managing Director & CEO of our Company since September 26, 2008. He is responsible for our Companys operations across various functions including sales and marketing, manufacturing and supply chain management, project execution and product development, in addition to being involved in strategy development. Mr. Aditya S. Handa, Non-Executive and Non-Independent Director Mr. Aditya S. Handa holds a Bachelor of Commerce degree from the Gujarat University, Ahmedabad. He was appointed as a Director of the Company on June 13, 2006 and has served as CFO of the Company from January 1, 2008 to March 31, 2009, which was his first employment.

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Mr. Nikhil Mohta, Non-Executive Non-Independent Director, Nominee of Carlyle Mr. Nikhil Mohta is a nominee director of First Carlyle Ventures III. He holds a post graduate diploma in management from Indian Institute of Management, Ahmedabad. He received his B.Com (Hones) from the University of Delhi. He has 8 years of experience. Prior to joining Carlyle, Mr. Mohta was an associate at McKinsey & Company, India. Mr. Mohta has worked on consulting engagements with senior managements of leading companies in various industries such as chemicals, oil and gas, banking and telecommunications industries. He worked across multiple functions such as strategy, operations, business building and organization. Mr. Chandrasingh Purohit, Executive Director (President Finance) Mr. Chandrasingh Purohit holds a Master of Commerce degree from Maharaj Shivajirao University, Vadodara. Mr. Chandrasingh Purohit was appointed as an Executive Director of our Company with effect from July 3, 2009. He was previously employed with our Company since April 1, 1999 under various designations including Head International Operations and VicePresident Finance. Mr. Chandrasingh Purohit has around 13 years of experience in the pharmaceutical industry. Prior to joining our Company, he was an employee of CHL. He has been instrumental in setting up the Company's sales and marketing network across key international markets. Mr. Amish Vyas, Executive Director (President International Business & Strategy) Mr. Amish Vyas holds a Bachelor of Electronics and Communication degree from Gujarat University, Ahmedabad and holds a Master of Business Administration degree from Gujarat University, Ahmedabad. He has been with our Company since February 1, 2003 and has about 15 years of experience in the pharmaceutical industry. He has been responsible for spearheading our Companys foray in the regulated markets such as North America, Europe, Australia, New Zealand and others. Since 2009 he has taken over the additional responsibility for the sales in Latin America. Over and above that he has been actively involved in corporate level strategic assignments. Prior to joining our Company, he was an employee of CHL. Mr. Chetan S. Majmudar, Executive Director (President Technology & CQA)

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Mr. Chetan S. Majmudar oversees the technical aspects of our Company. He holds a Bachelor of Science degree from Saurashtra University, Rajkot. He joined our Company on April 1, 1999 and has around 34 years of experience in the pharmaceutical industry. He has been involved in obtaining various regulatory approvals from authorities such as USFDA, MHRA & TGA for our Clarion manufacturing facilities. Prior to joining our Company, he was an employee of CHL. He is responsible for development, manufacturing and quality of products. Mr. T. V. Ananthanarayanan, Independent Director Mr. Ananthanarayanan holds a Master of Science degree in Biomedical engineering from the Indian Institute of Technology, Chennai, and is a graduate in mechanical engineering from the Indian Institute of Technology, Chennai. He has completed professional internship in applied behavioral sciences from the Indian Society for Individual and Social Development (ISISD), and has been accepted as a Professional member of the Society. He has 35 years of experience consisting of seven years (1972-79) in managing manufacturing processes and operations, six years (1979-85) in long term projects focusing primarily on manufacturing turnarounds and ten years (1985-95) of independent consulting. He has been associated (as visiting faculty) with the Indian Institute of Management, Ahmedabad and Bangalore, the National Institute of Design, Ahmedabad, Institute of Rural Management, and has various publications to his credit including a book titled "Totally Aligned Organisation", published in 2000. Mr. Surrender Lal Kapur, Independent Director Mr. Kapur holds a post graduate degree in Mathematics and is a graduate in Law from Punjab University, and has completed his training in public administration from the National Academy of Administration, Mussoorie. He has had practical experience in banking and promotion of industrial investments. He works as an honorary adviser to the President, PHDCCI (PHD Chamber of Commerce & Industry, a regional chamber of commerce covering 11 Northern States and Union Territories of India). He served in the Indian Administrative Service for about 35 years. He retired from Public Service as Chairman of the Board for Industrial and Financial Reconstruction. He is practicing as an Advocate and is proprietor of a law firm known as S.L. Kapur & Associates. He has floated a charitable trust known as Poverty Alleviation

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through Generation of Employment Trust to provide employment opportunities to youth belonging to backward classes and rural areas.

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INTRODUCTION

Claris manufacturing facilities reflects their commitment to the culture of excellence and a desire to be among the worlds best. The facility stand in a 50 acres campus and has the in actable manufacturing and influsing manufacturing plans with the built of area of 15000 sq meters and 17000 sq meters respectively. Also in a pipeline is a plant for manufacturing small volume parenterals. Claris employs state of the art equipment at every level sourced from the most reputed suppliers. All the ensures that each and every products that comes out of Claris is of a world-class quality standard. The technologists excellence also goes beyond processes and has gone into execution of several project including.

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PRODUCT
The production as departmental wise as follows

CRITICAL CARE

RENAL CARE CARE

HOSPITAL PRODUCT

INTERNATIONAL

1. TPN 1. DIALYSIS 1. DISPOSALS 2. EN 2. DISPOSALS

- ALL THE PRODUCTS

2. MEDICAL EQUIPMENT

3. PVE 3. TRANSPLANT 4. ANALGESICS

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MAIN PRODUCT
Provive Profol PNA Celemix Celemin Celepid Glutammune Nourish Norglobin Hestar Microspan Cyrin

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INTRODUCTION

In the general terms human resources means knowledge, skill, creative activity and talent of an organization work force as well as the value attitude and beliefs of an individual involved. Earlier the employees of an organization are to be considered as a valuable asset of the firm. In personal department the employees are working efficiently.

SELECTION & RECRUITMENT PROCESS

BEFORE THE INTERVIEWS

1. Provide Manpower requirement form to the functional head in consultation with V. P. HRM / Manager HRM, so as to have understanding about the kind of vacancy. 2. To go through the Manpower Requirement Form with a view to gather detailed information about the vacancy. For ex. Education Qualification, Fresher / Experienced, Job Skills required etc. 3. Receive Bio Datas of the suitable candidates from the Data Bank. 4. If preliminary interviews are going to be conducted by someone form the concerned department, then provide the candidates bio datas to the interviewer for further short listing or else CHRD will shortlist the candidates for preliminary interview. 5. Receive bio datas from the interviewer and finalize the date, time and venue for the interview. 6. Discuss interview schedule with the V. P. HRM / Manager HRM. 7. Begin with the process of arranging for the interview by calling the candidates through sending letters or telephones calls or E-mails.

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ON THE DAY OF INTERVIEWS

1. Send one copy of interview schedule at the reception area and keep one copy with you. It will help in better co-ordination. 2. Book the meeting room / hall for conducting the interviews. 3. Ask the receptionist to inform CHRD or the interviewer about the arrival of the candidates. 4. To inform the interviewer about the interview in advance, along with the venue where the interviews are to be conducted. 5. Timely confirmation of the status of the interviews, if not interviewing the candidates. 6. At the end of the interview conduct tests of the candidates short-listed for the final interview. 7. Check all the test papers collect written test papers and attach these papers with the interview evaluation form. 8. Co-ordinate with the interviewer who is going to take the final interview. 9. After the final interview by the Functional Head co-ordinate with V. P. HRM / Manager HRM for deciding upon the final selection of the candidate. 10. After the final interview by CHRD, salary negotiation part to be taken up. 11. Once the salary negotiation part is over, decide on the tentative DOJ. 12. Provide him with all the Employment forms to be filled by every new Joanie. 13.

AFTER THE INTERVIEWS

1. At the end of this whole process categorize the candidates according to their performance in the interviews as Potential / Rejected. 2. Use the Potential candidates for future requirements according to their qualifications and performance in the interviews.

B. INDUCTION

INDUCTION ABOUT THE ORGANIZATION

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Welcome the new member in the organization. To check whether the new members have filled the employment forms appropriately or not. Direct him in the areas wherever is required. Send the member to submit the forms to the personnel department. Inform the Functional Head about the joining of the new member in advance. Induct the new joined about the organization by giving him following informations like about the rules and regulations, About the Head office etc. Provide him the Corporate Induction Manual for detailed informations. Arrange for the Corporate Movie for all the new members. In the second half / after the lunch break take the new member to the respective functional head. To make the new member introduced to the entire department staff members, if required by the functional head.

VISIT TO CLARION (WORLD CLASS MANUFACTURING FACILITY)

Prepare a list of all the new members for the visit to a World Class Manufacturing facility, located at Bali. Select the date and time for visiting the manufacturing facility. Inform the V. P. HRM / Manager HRM about the visit. Prepare a programme schedule by mentioning the date, time and purpose of the visit. Circulate the schedule among all the new members so as to ensure that none of the member misses the programme. Fill the factory visit form, get it signed by the authorities and send it to Clarion Bale. Fill the Vehicle Requisition form for taking the members from HO to Factory and send it to Clarion Bali. Send a mail to factory in charge informing him about the factory visit. Send a mail to all the concerned Department Heads informing them about the factory visit of the new members of their department.

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I. .T. INDUCTION PROGRAMME

Prepare a list of all the new members for enlightening them about the role of I. T. in Claris. Co-ordinate with iCubix, for deciding upon the date, time and venue of the programme. After finalizing the date, time and venue prepare a programme schedule. Inform the V. P. HRM / Manager HRM about the Induction programme. Fill the Hall Booking form and submit it to Administration Department. Circulate the programme schedule among all the new members so as to ensure that none of the member misses the programme

EMPLOYEES SERVISE
Walking through the labyrinth Express Pharma, Mumbai, February 16-28, 2009 it is only when companies start to focus on women as an asset to their business that they will discover what women can actually do really well that male leaders struggle with. Aashruti Kak finds out how high the glass ceiling has moved up.

We think we live in an egalitarian world, where men and women are held as equals in the eyes of society, and yet, a woman is still considered as a 'token female' in certain professions-a major concern that has always been blissfully maintained in the vertical career growth of a woman, especially in science. Most policy makers are short-sighted enough to believe that as long as

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There are more women getting higher education, and are placed in the workforce, the issue of equality would take care of itself. To eradicate the issue from its roots, there is a need for appropriate policies to be devised through studying the very barriers that hinder women's way to succeed in their scientific careers. The working woman It seems that research and development (R&D) has more women takers in pharmaceuticals, followed closely by marketing, finance and communications. "More women are in the area of R&D, in technical, international regulatory affairs, marketing and HR," says Shyam Sharma, Vice President-HR and Corporate Communication, Claris Life sciences. "Because of the set paradigm in the industry, that sale includes more of leg work that requires quality time and a lot of effort goes out into selling a product, women are not expected to willingly step into the field. However, many women are now getting into business

development functions where you don not sell, but promote a product," he adds. Sharma also mentions that because research is more knowledge based, after studying pharmacy and science, pursued by most women, they often become a part of backhand research, which is more comfortable and secure. After all, it is the flexibility of timings and work processes (including the possibility of home-based working) are certain parameters that draw and encourage women to take up more work.

"The Pharma industry has evolved as an employer in India. Previously women were to be found

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primarily in the factory working as packers. With education and change in societal norms, much of this has changed. The Pharma industry is now attracting woman talent like never before," informs Ranjit Shahani, Vice-Chairman and Managing Director, Novartis India. "There is increased competition from women for all jobs, particularly in marketing and sales, including field jobs. For many, even the constraints of travelling, particularly heavy travelling, outside their headquarters is not a challenge, and jobs such as research and medical affairs are drawing women in large numbers. Women, in fact, with their inherent multi-tasking abilities and higher emotional quotient, are treated as assets in the Pharma industry." But, even though the participation of women in the field of research has escalated considerably, it is still irregular across scientific and technical fields, especially when it comes to their access to senior positions. In 2005, an international workshop on 'Women in scientific careers' was held jointly by the Organisation of Economic Cooperation and Development (OECD), and the French Government, in Paris, and a lot revealed and discussed there is and will be applicable in time to come. Data from various background papers and presentations at the workshop had indicated then that female participation in the labour market varied considerably between countries, age groups, areas of work and educational background. Participation rates seemed to be higher in Nordic countries, North America and a few Western European countries, but lower in Asian OECD countries. Female authority There are many factors that can influence a woman's career in the Pharma industry. Firstly, even if women enter their research careers (at an early or a later stage) they are more likely to work part-time or on temporary work contracts. Gender bias is another steady factor that never fails to be a good reason. Certain senior recruitment committees may not incorporate women in their considerations for promotion due to stereotypical organizational attitudes towards family/work balance issues that may be seen as a disadvantage, or lack of role models, leaders and mentors in the workplace that could encourage women.

There is a world of difference between being a boss and being a 'female boss', especially in an industry which had once been male dominated for decades. As women start their climb to the top, there are many men who do not appreciate female authority over them. But, there is a way to deal with every obstacle if the opinions of colleagues are taken into account, their views are

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respected, and they are allowed to grow in their own space. A boss needs to treat his/her team as equals if he/she does not want any ego issues to arise.

Shahani says that the world today has changed with an increasing number of women getting into the workplace in positions of authority and the Pharma industry is no different. He further says, "The Pharma industry today has women at various positions, be it in line or staff functions. Knowledge and skill are what count and not gender. Women bosses are recognized and appreciated for their experience and the value add they bring to the table."

Highlighting his own work experience, Sharma says, "Personally, I have reported for about eight years to a female boss. In my company itself there are women who are heads of various departmentsfrom global and domestic business development, to heading R&D, US and Europe regulatory affairs. Major examples from my days are Kiran Mazumdar Shaw, Swati Primal and other heads in other companies, who are very well accepted as well."

Treating gender disparity Considering the gravity of the situation, a lot of companies are taking initiatives to bridge the gender gap through various policies and programmes. Shahani says, "Novartis has been a long time supporter of gender equality, and diversity and inclusion (D&I) is accorded the highest order of importance. This is in fact ingrained in the Novartis DNA. There is a D&I Board that includes members from various countries with key representation from India. The D&I team has taken various measures and initiatives to establish a climate of inclusion, taking advantage of the diversity we have in our organisation. These include employee development, employee and family engagement, work life balance, and above all, bringing about a mind set change wherever required." Giving Claris' example, Sharma says, "One of the paradigms we as a company have is that we treat a person as an individual, and promotions are based on merit and on the fair potential to grow. In my team of 15 senior managers, four are women. I think it is their functional capability and their boldness to travel that makes the difference." They also involve family members, by showing them the manufacturing facility, and have annual sessions, so that their family comes to accept their work.

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It is a priority for the management of a company to treat all its employees as equals, irrespective of their gender. Many a times it has been seen that a man and a woman at the same level/designation get paid different sums as salary. On top of that, women have also been dismissed from giving their viewpoints, probably due to their supposed lack of rationality. "The pay packages are attached to a job and the role a person plays, and is not gender specific," informs Shahani. "A differentiation with regard to gender is not even in question. We have women at senior level across the organisation in various positions and functions right up to the Board level. The climate of inclusion where women represent their roles and position with equal strength as men ensures that every member contributes and is taken seriously."

The management also needs to acknowledge that there are certain tasks that can be performed better by women than men, and vice versa. It can be said that there is a difference between the ways in which men and women manage people. Women are better at connecting employees, rather than ranking them. They tend be more interactive and collaborative in their leadership, they encourage the sharing of information and feedback, they are flexible and they respect and appreciate cultural diversity. "A woman gives a different dimension, adds many other aspects that men may not be able to, for instance, aesthetics, listing varied point of views, etc," opines Sharma.

On the other hand, certain theories and studies have suggested that men can exercise authority much better than women. Both at in a position to reach the top, and hence, both can learn from each other's abilities. Encouragement and inclusion In order to encourage more women from opting for the research careers in public and private sectors, especially in processes where there still are very few women, there need to be equal opportunity, policies, flexible working hours, maternity and parental leaves, and so on.

"Women who have opted for a career in Pharma are well qualified for the jobs they aspire to hold. A climate supporting inclusion would further boost their presence in all processes of a

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Pharma set up," says Shahani. He further says, "It would certainly help to have more opportunities to get training in their respective fields, to network, to advance their careers and to strike a work life balance where a woman plays many roles both at home and on the work front. Supportive ecosystems both at office and home are also important."

To be specific, companies need to encourage the nomination of women to top senior positions so as to increase the number of role models for younger women, because only when they get inspired will they try to emulate their role models. They need to ensure that the initiatives that they are taking for the cause lead to some concrete results and are fully supported by all employees, promote women's entrepreneurship, thereby promoting alternate career opportunities for women who have graduated in the related fields. And most importantly, they need to share with the industry the various strategies for attracting and retaining women in their respective processes.

SOCIAL RESPONSIBILITY
Claris organizes a 3 day training session for 380 newly recruited Traffic Assistants of the city Times of India, Ahmedabad, July 16, 2009 Lesson for cops: Service with a smile Now, a cop may fine you with finesse TIMES NEWS NETWORK

Ahmedabad: Next time youre at a traffic signal, dont fall off your bike in surprise if you see the smiling face of a cop who addresses you as Sir before handing you a challan for not wearing a helmet! Recognizing the importance of soft skills today, traffic cops are trying to ensure that their public interface is as pleasant as possible. And, a leading city based corporate house is collaborating with them in this effort.

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Claris Life sciences Ltd has initiated a three-day training session for over 380 newlyrecruited traffic assistants, called the traffic brigade. This is part of its corporate social responsibility (CSR) activities.

The workshop, which started on Tuesday, is going on at Tagore Hall. Three trainers have been roped in for the programme - RK Chopra, BN Dastoor and Wing Commander Lakhan Pal Singh.

"The programme was inaugurated by police commissioner S K Saikiya. Also present at the function were Shyam Sharma, VP - HRM & Corp Communication, and joint commissioner of traffic police, Ahmedabad, Atul Karwal."The basic purpose of the workshop is to equip the traffic brigade with soft skills and leadership qualities. They have a huge responsibility and interact with the public a great deal. The traffic department trains them on technical matters, such as rules and regulations. These sessions are about joy of working, pride of uniform, role play and real life situations, said vice-president, human resources and corporate communications of Claris Life sciences, Shyam Sharma.

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Deputy Commissioner of police (traffic) MM Anarwala told TOI that the workshop is being attended by 380 traffic marshals and 50 traffic branch personnel. Its being conducted by well-known motivational speakers and management experts and is focused on adaptability, positive attitude, discipline, striving for excellence and road safety, he said.

The marshals will be seen from the first week of August, he added. The joint commissioner and deputy commissioner of traffic branch also addressed the recruits.

MEN OF THE MOMENT

Traffic personnel, including marshals, will be trained to take swift and effective action during an emergency. A workshop grooming them in soft skills will also cover disaster management. Deputy Commissioner of police (traffic) MM Anarwala said traffic marshals, to be deployed on BRTS routes, will also be trained in basic disaster management. "It is the need of the hour. As traffic personnel will be on the spot they should be trained to control the situation till professionals arrive. The training is being supervised by Ahmedabad Fire and Emergency Services (AFES) officials.

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INTRODUCTION
Marketing is a societal process by which individual and groups obtain what they need and want thought creating. Marketing is an organizational functions and a set of process for creating communicating and delivering to customers relationship in a way that gives benefit to the organization and its stakeholders

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Claris is in search for the right kind of distributor/marketing partner for various countries across the world. Contract Manufacturing & Development Claris' manufacturing facility has been approved by leading regulatory agencies in the world, giving us the capability to formulate, develop and manufacture existing products for various markets through Contract manufacturing & related services. The company has capabilities to manufacture new products right from API sourcing till dossier development for regulated and semi regulated markets. RENAL&TRANSPLANT Claris offers a dialysis and transplant range across systems, solutions, medicines, disposables and equipment. The transplant therapy range includes immunosuppressants Cyrin (cyclosporine), Limus (sirolimus) and my graft (mycophenolate mofetil) as well as Renograf (multi organ perfusion solution). Claris is the first Indian company and one of the few in the world to successfully manufacture Renograf.

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Trisafe - a unique triple chamber CAPD system - is known to aid CAPD with enhanced biocompatibility. Renal medicines include Epotin (erythropoietin), Capstan (calcium polystyrene sulphonate), Essamin (essential amino acids), Calbin (calcium acetate) and Ostriol (calcitriol).

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INTRODUCTION
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Name:-ArjuHanda Profile: MD & CEO, Claris Life sciences

He says: Frustration in dealing with people is a very dangerous quality to have. If you are ambitious, you need to have the art of dealing with people.

When the right deal comes along, you need to listen to your gut. And the gut is trainable. You probably do not know him. That is because the man has not been around for that long. At all of 31, he is my youngest visitor ever to the Zen Garden. His grandfather, a Punjabi migrant, came to Ahmedabad in search of work and started life as a worker in a textile mill. His father studied costing and after getting recruited by a young, Gujarati, IIM Ahmedabad alumnus, ended up marrying her. That is how Arjun Handa inherited the best of two great lineages: One strong, ambitious and expansive and risk taking; the other, soft, creative, introspective and emotional. For as long as I can remember, says Arjun, my father has been trying his hand at things; he has always been an entrepreneur. In 1984, my father and uncle started a pharmaceutical business called Core Healthcare. The company did not do well. It took on a lot of debt and dad and uncle had to sell off the company and they had to split. It left behind a lot of emotional toxicity. Later, dad started Claris. But it remained small and low profile with its own share of struggles. After finishing school, Arjun went on to study commerce. After finishing college at 21, he joined Claris as a director. That was exactly 10 years ago. Claris had 45 employees and a turnover of Rs. 35 crore. Arjun worked hard, really hard sometimes three consecutive shifts to understand how quality could vary when shifts changed. In the injectables business, quality is a matter of life and death. Then one day, he decided to go to Northeastern University in USA to do his MBA. In 2004 he returned, and from then on the real story of Claris starts. I focused on new product development. I had to ramp up people, invest in training, set up clear-cut processes and so on. New product development was my first technical department in Claris and even today, it is the biggest growth driver for Claris. After that, I became the COO
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and went on to sales. I travelled from Sudan to Sri Lanka, to Africa, US, Europe and understood sales thoroughly and then took it over in totality. Between me and my brother Aditya, we really took over the company. He was the CFO and I was the COO. Growth was our top priority. In 2008, Aditya decided to start his own renewable energy company. Dad moved on and I took on the reins. Claris flourished. In the year ending December 2009, sales touched Rs. 759 crore with profits of Rs. 124 crore and its inject able products from an aesthesia to blood, nutrition to anti-infectives got to 78 countries, making it a dominant player in the business. But Arjun Handas coup was the day he bagged a deal with Pfizer through which his products would now be branded and sold by Pfizer worldwide. I want to know from him what goes into building the capacity to cut such deals. Two things clearly come to my mind. For one, I have always wondered why companies like Glaxo can sell something at USD 100, whereas I could sell it at only USD 3. I was curious about these large companies and I used to go and meet people in these companies. I was in touch with these industry leaders and constantly analyzing their business strategies. I would read every analyst report and listen in to their quarterly earning calls. Because of this, I came to understand them and could even make out what they were thinking. The second learning is about the deal making process itself. When the right deal comes along, you need to listen to your gut. There are inherent apprehensions in any deal. Answers to questions like Should I do it or not, is it worth doing, what would happen next, are all about the gut. I have come to believe that the gut is trainable. In making critical choices, you need an emotional evocation. Hmmm. Very wise. My mind shifts to another question. Here is a man who studied commerce; I wonder how he is able to herd the geeks and the nerds in a science-intensive business. Geeks are motivated by things that might not be entirely conducive to business. So one has to play a balancing role; one needs to navigate them towards the fact that only certain ideas

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can be invested in. It does sometimes cause consternation in people but I learnt early in life that frustration in dealing with people is a very dangerous quality to have. Okay, that makes sense. But I wonder how does he know so much? Where is his reflective space and how does he stay above moments of self-doubt that must come with the size of his responsibilities? Sometime back, I started the practice of a reading holiday. I get away to an unusual new place for a few days, all by myself and just read there. Nothing else, just read. I took a book and spent a few days in Paris sitting by a roadside caf and reading. Another time, I went off to Macau. I am not caught by the touristic attraction of such places. It is amazing how the mind quiets down, how from that silence, unusual new thoughts, ideas and directions take shape. Now I have decided to do it twice a year. And what about the balance? When you are an ambitious person, but are at an age when you have not seen life enough, you get things thrown at you without your knowing how to respond to them. I learnt that it is important for you to have scale to be able to absorb these issues without your business and your life being adversely affected by them. I also learnt that one can grow and learn through introspection also. It is a faster and surer way to grow if you think right. To balance life and perform consistently and sustainably, you need to do what you like, you need to do it right, and you need to understand the inherent contradictions of life and build excellence regardless. Given the dynamic changing world and India today, it is very easy for a person to go into the wrong direction. It is time to go. I look into the soft, determined eyes. Like Arjuns in the Mahabharata, his seem set on the right thing (Rs crore)

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BALANCE SHEET
Dec ' 09 Sources of funds Owner's fund Equity share capital Share application money Preference share capital Reserves & surplus Loan funds Secured loans Unsecured loans Total Uses of funds Fixed assets Gross block Less : revaluation reserve Less : accumulated depreciation Net block 627.02 585.45 357.82 257.80 137.99 58.43 33.14 16.98 296.88 312.56 203.34 143.11 47.35 17.13 18.15 22.21 28.30 28.21 34.12 89.69 89.69 89.69 29.11 Dec ' 08 Dec ' 07 Dec ' 06 Dec ' 05

451.30 336.85 225.50 154.91 65.83

799.43 757.25 540.74 416.01 170.50

135.00 92.91

492.02 492.54 299.39 224.66 121.01

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Dec ' 09 Capital work-in-progress Investments Net current assets Current assets, loans & advances Less : current liabilities & provisions Total net current assets Miscellaneous expenses not written Total Notes: Book value of unquoted investments Market value of quoted investments Contingent liabilities 65.94

Dec ' 08 Dec ' 07 Dec ' 06 Dec ' 05

123.23 73.54 17.45 16.42

112.41 71.85 12.77 12.39

15.04 8.85

526.73 462.39 374.33 290.48 111.23 359.60 287.63 258.16 183.36 85.68 167.13 174.76 116.17 107.11 25.55 0.05

799.43 757.25 540.74 416.01 170.50

26.30

86.25

65.71

60.44

Number of equity shares outstanding (Lacks) 341.24 896.93 896.93 896.93 291.14

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CHARTS
Investments
90 80 70 60 50 40 30 20 10 0 Dec '09 Dec'08 Dec'07 Dec'06 Dec'05

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