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Ranbaxy Laboratories Ltd.
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Table of Content
1- Introduction - Executive Summary - Indian Pharmaceutical Scenario - Segment of Indian pharmaceutical Industries - Top pharmaceutical Companies 2- Introduction to Ranbaxy Laboratories Ltd. - Formation
- Mission & Vision - Trading - Acquisition - Top 20 Molecules 3- Market Information - Worldwide sales contribution - Market Share - Major Competitors - Marketing Strategy Of Ranbaxy Laboratories 4- Operations - Manufacturing Facilities - Supply Chain Management 5- Finance - Financial Analysis - Ratios 6- Human Resource Management - HR Practices - Conclusion 7- Awareness Programmes 8- Awards and Achievement
In this project, we have studied the strategies of Ranbaxy in all of its areas which have helped it to achieve a globally distinct position in the global market. It has an integrated strategy which
takes care of all of its departments, which all work in a harmonious and integrated manner to achieve the overall growth. The marketing strategies like co marketing, global approach, innovation etc are followed which are well supported by the human resource and financial practices.
INDIAN PHARMACEUTICALS SCENARIO
The Indian Pharmaceutical Industry today is in the front rank of India’s science-based industries with wide ranging capabilities in the complex field of drug manufacture and technology.
The Indian pharmaceutical industry is the second-fastest growing industry sector in the country. A highly organized sector, the Indian Pharma Industry is estimated to be worth $4.5 billion, growing at about 8 to 9 percent annually.
It ranks very high in the third world, in terms of technology, quality and range of medicines manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is now made indigenously. Playing a key role in promoting and sustaining development in the vital field of medicines, Indian Pharma Industry boasts of quality producers and many units approved by regulatory authorities in USA and UK.
Indian pharmaceutical interests in making a mark on the global scene got a boost when Dr. Reddy's licensed two of its anti-diabetic molecules to Novo Nordisk and when Ranbaxy licensed its Novel Drug Delivery System (NDDS) of ciprofloxacin to Bayer. The Indian Pharmaceutical sector is highly fragmented with more than 20,000 registered units. It
has expanded drastically in the last two decades.
The leading 250 pharmaceutical companies control 70% of the market with market leader holding nearly 7% of the market share.
It is an extremely fragmented market with severe price competition and government price control. The pharmaceutical industry in India meets around 70% of the country's demand for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals, tablets, capsules, orals and injectibles. There are about 250 large units and about 8000 Small Scale Units, which form the
core of the pharmaceutical industry in India (including 5 Central Public Sector Units).
The Indian pharmaceutical industry is highly regulated. The Government controls prices of a large number of bulk drugs and formulations. Profit margins of players vary widely in both domestic and export sales due to many factors.
SEGMENTS OF INDIAN PHARMACEUTICAL INDUSTRIES
The pharmaceutical industries can be divided on basis of:-
—Form Application. —Therapeutic Application.
On basis of form application it is classified as:-
—Formulations. Ranbaxy today has a presence in 23 of the top 25 pharmaceutical markets of the . TOP 10 INDIAN PHARMACEUTICALS COMPANIES Ranbaxy Dr. research based. is an integrated. producing a wide range of quality. India's largest pharmaceutical company. trusted by healthcare professionals and patients across geographies. affordable generic medicines. Reddy's Laboratories Cipla Ashwin Dalvi India Aurobindo Pharma GlaxoSmithKline Lupin Laboratories Sun Pharmaceutical Industries Mar 2007 Cadila Healthcare Aventis Ranbaxy Laboratories Limited Introduction: Ranbaxy Laboratories Limited (Ranbaxy).—Bulk Drugs. international pharmaceutical company.
His sons Malvinder Mohan Singh and Shivinder Mohan Singh sold the company to the Japanese company Daiichi Sankyo in June 2008. Formation: Ranbaxy was started by Ranbir Singh and Gurbax Singh in 1937 as a distributor for a Japanese company Shionogi. Ranbaxy entered the United States. accounting for 28% of Ranbaxy's sales in 2005. Trading: In 1998. the company's global sales were at US . The Company has a global footprint in 46 countries. The Company is driven by its vision to achieve significant business in proprietary prescription products by 2012 with a strong presence in developed markets. Mission & Vision: Ranbaxy's mission is to become a Research-based International Pharmaceutical Company. the world's largest pharmaceuticals market and now the biggest market for Ranbaxy. For the twelve months ending on 31 December 2005.world. Bhai Mohan Singh bought the company in 1952 from his cousins Ranbir Singh and Gurbax Singh. world-class manufacturing facilities in 7 countries and serves customers in over 125 countries. After Bhai Mohan Singh's son Parvinder Singh joined the company in 1967. the company saw a significant transformation in its business and scale. The name Ranbaxy is a portmanteau word from the names of its first owners Ranbir and Gurbax.
The settlement also resolved several other disputes in other countries.$1. the company's global sales were at US $1. Ranbaxy settled the patent dispute with Pfizer allowing them to sell Atorvastatin Calcium. the generic version of Lipitor(R) and Atorvastatin Calcium-Amylodipine Besylate. In December 2005. Europe: 17%.. Ranbaxy's shares were hit hard by a patent ruling disallowing production of its own version of Pfizer's cholesterol-cutting drug Lipitor. In June 2008. the generic version of Pfizer's Caduet(R) in the US starting November 30. and China: 29%). Merck & Co. Ranbaxy presently competes with the maker of brand-name Zocor.178 million with overseas markets accounting for 75% of global sales (USA: 28%. also from India. the Food and Drug Administration issued two Warning Letters .S. whose authorized generic version (licensed by Merck) is exempt from exclusivity. Most of Ranbaxy's products are manufactured by license from foreign pharmaceutical developers. Brazil. 2011. 2006.). For the twelve months ending on December 31.300 million. which has 180-day exclusivity at strengths other than 80 mg. IVAX Corporation (which was acquired by and merged into Teva Pharmaceutical Industries Ltd. though a significant percentage of their products are off-patent drugs that are manufactured and distributed without licensing from the original manufacturer because the patents on such drugs have expired. as a generic drug at 80 mg strength. Reddy's Laboratories. Russia. On 16 September 2008. Ranbaxy received from the United States Food & Drug Administration a 180day exclusivity period to sell simvastatin (Zocor) in the U. which has annual sales of more than $10 billion. On 23 June 2006. and Dr.
Ranbaxy's Malvinder Singh will remain CEO after the transaction. Malvinder Singh also said that this was a strategical deal and not a sell out." the FDA said.1%) stake in Ranbaxy. On February 25. Food and Drug Administration said it has halted reviews of all drug applications including data developed at Ranbaxy's Paonta Sahib Plant in India because of a practice of falsified data and test results in approved and pending drug applications. "Investigations revealed a pattern of questionable data. The addition of Ranbaxy Laboratories extends Daiichi-Sankyo's operations . with a deal valued at about $4. agreed to take a majority (50. Top 20 Molecules of Ranbaxy Laboratories: • Simvastatin . Acquisition: On June 11 2008.already comprising businesses in 21 countries For Ranbaxy.6 billion by acquiring a 63.S. Daiichi-Sankyo acquired a 34.92% stake in Ranbaxy. the deal frees up its debt and imparts more flexibility into its growth plans the combined company is worth about $30 billion.6 billion. Japan's Daiichi Sankyo Co. 2009 the U.4 billion. for a value $2. and an Import Alert for generic drugs produced by two manufacturing plants in India.to Ranbaxy Laboratories Ltd.8% stake in Ranbaxy. Daiichi-Sankyo completed the takeover of the company from the founding Singh family in a deal worth $4. In November 2008. On 10 June 2008.
• AmoxiClav Potassium • Isotretinoin • Amoxycillin and Combinations • Ciprofloxacin and Combinations • Ketorolac Tromethamine • Omeprazole and Combinations • Cefuroxime Axetil • Cephalexin • Loratadine and Combinations • Clarithromycin • Ginseng+Vitamins • Diclofenac and Combinations • Ranitidine • Cefaclor • Cefpodoxime Proxetil • Efavirenz • Atorvastatin and Combinations • Fenofibrate • Ofloxacin and Combinations Market Information: Team Size Ranbaxy Sales .
Neuro-Psychiatry. Ciprofloxacin (Cifran). Verorab (Rabies vaccine) Anti-Infectives. Atorvastatin (Storvas). Ceftriaxone (Oframax). of Molecules Ranbaxy + Local tie ups Lead Molecules About 2. Nutritional . Silverex (Silver Sulphadizine).500 persons US $ 299 Mn Market formulations based on more than 200 molecules (including Fixed Dose Combinations) Cephalexin (Sporidex). Ofloxacin (Zanocin). Gastro-Intestinal. Cefpodoxime (Cepodem). Presence in Therapeutic Segments Dermatological. Amoxycillin (Mox). Co-amoxyclav (Moxclav). Volini (Diclofenac combination). Cepodem (Cefpodoxime). Pain management. Cardiovascular & Diabetes. Cilanem (Imipenem+Cilastatin).Total No.
Market Contribution (Worldwide): Region North America Canada European Union United Kingdom Germany France Romania Rest of Europe India Asia Pacific (excluding India) Russia & Ukraine .
Africa Latin America Turnover (in US $ ) Year 2008 US $ 449 Mn US $ 55 Mn US $ 330 Mn US $ 38 Mn US $ 38 Mn US $ 64 Mn US $ 107 Mn US $ 84 Mn US $ 299 Mn .
Marketing Strategy- . Reddy's Laboratories Cipla GlaxoSmithKline Lupin Laboratories Cadila Healthcare Aventis Market share in India - Ranbaxy is one of the leading pharmaceutical Companies in India commanding a market share of around 5%.US $ 100 Mn US $ 111 Mn US $ 130 Mn US $ 74 Mn Major competitors- Dr.
entered into a co-marketing agreement with Ferring International of Switzerland for Desmopressin. is available in tablets and sprays. an original research product of Ferring International. and is currently marketed by the company's subsidiary in India. Desmopressin. Mr Sanjeev Dani. Ranbaxy Laboratories Ltd in 2006. According to a company statement.Ranbaxy follows the CO-MARKETING strategy to promote its business and to introduce new products. This new co-marketing arrangement aims to leverage Ranbaxy's significant marketing and distribution strengths to maximise patient coverage within the country." The Ranbaxy scrip closed at Rs 393. Ranbaxy. the drug would be useful for both paediatric and geriatric patients. said: "This is a strategic move by Ranbaxy to in-licence differentiated products for the Indian market. The product will be sold under the brand name Adiuretin. It helps the firm in two ways first it provide a large customer base and secondly it decrease the competition as the firm do co-marketing with its competing company. Following are some of the examples of the companies comarketing strategy.hence this strategy is very useful. which is used in treatment of urology-related disorders.75 on the BSE on Tuesday . Regional Director (India and Middle East).
the UK. China. The major competitive advantage is the low cost of innovation. Planned future: The Company has continued its focus on internationalization with marketing efforts in the USA. at much lower costs. Starting with generics. It was his forward looking approach which ensured that Ranbaxy was way ahead of the game in the Indian pharma industry. Best Practice – Innovation The key driver behind Ranbaxy's success is innovation and this is achieved with a similar strategy that is used to market products – give people targets and motivate them. Brazil. The Company is now focused on changing the product mix by reducing dependence on Anti-infectives and increasing the share of lifestyle\ related chronic . At the same time Ranbaxy developed strengths in Research & Development (R&D).Key Differentiator – Globalization Ranbaxy was one of the first companies to make globalization the main plank of its strategy. Total vertical integration gave Ranbaxy the edge it needed to make a mark in major markets like the USA. The research and innovation advantage that Ranbaxy enjoys today is the outcome of the vision of Late Dr Parvinder Singh. Thus Ranbaxy was able to give back to the international market the same products they were used to. Ranbaxy has time bound targets for research. Ranbaxy built up a global marketing network. Ranbaxy. Germany etc. Chairman & Managing Director. The Company has a mechanism to reward new ideas. It plans to have one New Chemical Entity (NCE) by 2012 with several others in various stages of development. It was his dream to make Ranbaxy “A Research Based InternationalOrganization”.
patents. met the delegation inIndia and apprized them of Ranbaxy's global operations and R&D. Accordingly they regularly deliberate with internal customer departments like marketing . As a first step in this direction. early this year. Ms Anneilze Getschmann. organized a week long visit for a high level delegation of 20 top customers from South Africa. Corporate Affairs & Global Corporate Communications. Ranbaxy also focus on internationalizing its operations aiming at building privileged assets-brands. Ranbaxy. The objective is to build an enviable corporate image of Ranbaxy. The Strategic Planning Process . The tour was an effort at building a personal rapport with customers and exposing our state-of-the-art manufacturing and R&D units in India. Whole-time Director. To further its growth plans. The trip was a part of its pharmacy and managed healthcare KOL program. This has resulted in . CEO. etc. the Company. distribution channels. Prescribers and Dispensers.disease therapies. during her visit to Dewas.Customer focus The process always begins with the customers in mind: both external and internal . Mr Ramesh Adige. R & D and manufacturing to understand their perspective on how best they can serve their external customers. expressed her delight at seeing the Quality standards of manufacturing at Ranbaxy. Ranbaxy hasnot only taken the route of inorganic growth through acquisitions but it has also enhanced its R&D spend and increased the level of investments for proprietary business Integrated marketing strategy at South Africa- Ranbaxy SA has also adopted an integrated marketing strategy to address the needs of Funders.what they want and what trends will impact them in the future. Chronic Care.
Implementation Ranbaxy's Quality management system is based on sound Quality policies and guidelines which are implemented at all manufacturing sites all over the world. manufacturing. In Ranbaxy.the entire gamut of activities. like in almost . Also. Robust selection criteria are followed while implementing and maintaining a meaningful and effective quality engagement with our partners. getting it right the first time and continuous improvement in products and processes. Providing the quality edge Top management leads Ranbaxy's global quality system and the philosophy is prevention. the Quality evolution is continuing as Ranbaxy integrates quality into the strategic planning process and begins operating at entirely new levels. This has also helped in the speedy resolution of issues and pre-empt potential ones. it is a way of life that covers product development. from various regulatory agencies. Our special initiative on adopting a "Risk based approach" to all time readiness for any inspection (ATR) has resulted in successful inspections of our manufacturing sites. Quality is more than a regulatory Requirement. Key benefits from this world class quality program are customer's satisfaction. Also. This quality culture is spread across the organization where everyone is a part of it. transportation and complaint handling.the provision of increasingly better service and products to customers delivered in the most profitable manner. Under the leadership of Dr Brian Tempest. vendors and CROs. quality aspects always take precedence in our choice of business partners like contract / outsourced manufacturers. not detection. across the globe. rather.
Europe & BRIC (Brazil. quality aspects always take precedence in our choice of business partners like contract / outsourced manufacturers. It has also been recognized that Quality is a key factor for Ranbaxy to achieve its mission. etc Inorganic growth through acquisitions in the US. across the globe. Ranbaxy's Quality team has been on a journey to catapult the product development. transportation and complaint handling. Germany and India Increased R&D spend Increased investment in the proprietary business Recommendations . Russia.any endeavor. Robust selection criteria are followed while implementing and maintaining a meaningful and effective quality engagement with our partners. from various regulatory agencies. distribution channel. patents. manufacturing. quality is taken as a core value that sets the expectations for performance across the company. vendors and CROs. China) countries Move from Anti-infective segment to life-style related diseases Focus on building privileged assets-brands. The strategic planning cycle- The complete marketing strategy of Ranbaxy can be summarized in the following main points. Our special initiative on adopting a "Risk based approach" to all time readiness for any inspection (ATR) has resulted in successful inspections of our manufacturing sites. Based on the above principles. India. Also. Focus on Internationalization Major Markets: USA.
Ranbaxy possesses the manufacturing strengths that have established it as a producer of Worldclass generics.Focus on the local market in India. the R&D extent and the ability to implement it for the best of the market it targets. . branded generics and a major supplier of its range of Active Pharmaceutical Ingredients for pharmaceutical products of companies worldwide. FDA-USA and TGA-Australia.Ireland. R & D in some new ailments like Swine Flu and bird Flu. Develop more numbers of over the counter preparations. India. South Africa and USA. Ranbaxy has world-class manufacturing facilities in 7 countries namely . the manufacturing competencies and facilities echo truly. Operations Manufacturing Facilities Organizations’ capabilities and intent are strongly reflected in the product it manufactures. MCC-South Africa. Some of the agencies such as MCA-UK. Malaysia. Its overseas facilities are designed to cater to the requirements of the local regulatory bodies of that country while the Indian facilities meet the requirements of all International Regulatory Agencies. Romania. More wide distribution network. In other words. Nigeria.
the supply chain has been converted into a seamlessly integrated endto-end function. The Company has embarked on globalizing its supply chain in line with the best institutional practices of the industry. Thousands of Ranbaxy customers from more than 104 countries are served more than 4000 . Following its implementation. supply planning. efficiency is the key to survival. Ranbaxy.have audited Ranbaxy’s manufacturing facilities for the compliance with international Good Manufacturing Practices and have registered its products for safety. in the most efficient way. starting from forecasting demand to meeting demand. 'Transform the Supply Chain to substantially improve customer service levels whilst maintaining optimal levels'. Supply chain management Ranbaxy's global supply chain is in line with the Company's 2012 global vision which augments its commitment to meet customer's demands in the earnest. Efficiency in reaching out to the customers across the globe within the stipulated time frame is a challenge in itself. quality and efficacy. Over the last 26 months significant ground has been covered in terms of implementing processes in different plants and markets across the globe. procurement of input materials to logistics. This effort has been ably supported by deploying the APO (Advanced Planner Optimizer) tool. The tool helps manage each function separately from demand planning. has taken up this challenge head on. In the highly competitive space of generic pharmaceuticals. The Company launched a special project called SPECTRUM (Supply Chain Planning for Enhancing Customer Service to Ranbaxy's Universal Markets) in 2003 with a clear objective to. with its extending horizon.
which acts as the digital backbone of the chain providing on line information to the customers and the organization. To enhance Global Supply Chain capability RFID (Radio Frequency Identification) technology was initiated in 2003. GSC works relentlessly to ensure day one launches of the generic formulations in advanced markets like USA & Europe. During 2004. ensures that there is improvement. A large number of products are filed in various countries every year. RFID is an advanced bar coding system and tracks the stocks automatically. Using thousands of input materials from a large number of vendors makes Global Supply Chain (GSC) function that much more complex. technology is leveraged to ensure that vendors get to know about the changes online and can track the movement of their consignments till the time they are received by them. Ranbaxy provides services as per customer needs by bringing in many new products each year. In order to help service dynamic market requirements. month on month. which starts from forecasting demand for each market and ends with the delivery of goods to the customer in full and at the required time.SKUs (Stock Keeping Units). manufactured either at Ranbaxy's manufacturing facilities spread across the globe. over 700 SKUs were launched. In line with global best practices the supply chain at Ranbaxy has evolved a seamless planning process. and processes are strictly adhered to. The well defined KPIs (Key Performance Indicators) for each aspect of supply chain and periodic review of these KPIs by the company's management. This process driven approach has helped in substantially improving service to the end customer. The Global Supply Chain is supported by SAP. or at various other outsourced locations including sourcing from several Principal to Principal (P2P) vendors. This was first implemented in the US in 2004 and soon will reach out to other . Our Global Supply Chain ensures that these products are manufactured well in time and reach the market on the day of the launch.
a growth of 25% over Q4’08 *Q4’08: USD 387 Mn.72.441 Mn) *FY’08: USD 1. Financial Analysis Financial Year 2009 PROFIT BEFORE TAX OVER RS.markets.107 Mn). GLOBAL SALES AT RS. (9. 1000 CRORES.096 Mn] .667 Mn. Rs.699 Mn).19.098 Mn).555 Mn+ • Profit Before Tax was USD 209 Mn (Rs.000) Mn] • Profit After Tax was USD 64 Mn (Rs. a margin of 4% to sales *FY’08: USD (198) Mn. 2009 (Q4’09) • Global sales were USD 482 Mn (Rs. 22. 2009 • Global sales were USD 1519 Mn (Rs. 73.349) Mn] Consolidated Financial Performance for the quarter ended December 31. Rs. The GSC team is geared up to take on the challenge of converting our Global Supply Chain into a source of competitive advantage for the company while providing enhanced quality service to customers. 10. Rs. a margin of 14% to sales *FY’08: USD (320) Mn. Rs. (15. 3. 7344 CRORES Consolidated Financial Performance for twelve months ended December 31.
9. Rs. 2. • • .464) Mn+ • Profit After Tax was USD 54 Mn (Rs. Tax. (A margin of 13% to sales) Profit before Tax was USD 33 Million (Rs.389 Mn) *Q4’08: USD (242) Mn. 2009 • Net sales were USD 356 Million (Rs. 2. (6.(11. Rs. Profit after Tax was USD 24 Million (Rs. Depreciation & Amortization (EBITDA) was USD 45 Million (Rs.221 Million). 1.798) Mn+ Financial Analysis- Consolidated Financial Performance for the quarter ended (Q3’09)- September 30. (A de-growth of 18% over Q3’08) Earnings before Interest.601 Million). 17. 1.166 Million).620 Mn) *Q4’08: USD (142) Mn.205 Million).• Profit Before Tax was USD 194 Mn (Rs.
.481.058. Amount (Crores) is the sales turnover achieved by the company during the last three years.5 4.3 Interpretation In the above table.• 1) Sales or turn over Year 2006 2007 2008 Amount(Cr) 4.184.7 4.
.481.The sales Turnover has increased from 4058.3 in the year 08.77 / 21327.96/ 47438.3 2) Current ratio Year 2007 2008 Ratio 44759. When we compare the years 06 & 07 – the year2006 has the least turnover i.e.7 crore in the year 2006 to 4. Current Ratio of the company for three years is depicted.481.7 & 2008 has the highest turnover 4. 4058. .41 Interpretation In the above table.31 =2.098707 66921.41 = 1.
96 . Quick Ratio of the company for three years is depicted .6) – (7425.31 (47438.981153272 =0.(19643.14) .77 – (16408.834 Interpretation In the above table. 3) Quick ratio Year 2007 2008 Ratio 66921.41) =0.39) / 44759.81) / 21327.Current ratio=current assets/current liabilities The Ideal Current Ratio is 2:1 If the company has ideal current ratio then it is assumed that its current assets are sufficient to meet its current liabilities or its working capital is adequate.(7729.
Quick ratio = liquid assets / current liabilities. The higher of the ratio shows the better ability of the company to discharge its short term liabilities When required ratio provides more stringent test of short term solvency because liquid assets are more liquid than the current liabilities PROFITABILITY RATIO 4) Gross Profit Margin Ratio Year 2006 2007 2008 - . The Ideal Quick Ratio is assumed 1:1.
02159 12. gross profit ratio is less compared to the previous year If the gross profit ratio is declining that may put the management in difficulty 5) Net Profit Margin Ratio- Year .98435 23. Gross profit margin of the company for three years is depicted Gross profit ratio= Gross profit /Net sales *100.Ratio 14. higher the profit of business From the above analysis of Gross Profit ratio.74816 Interpretation- In the above table. Higher the gross profitability ratio.
2006 2007 2008 Ratio 9.369995319 14.76197304 -23. Net profit margin of the company for three years is depicted Net Profit Ratio=Net Profit/Net sales*100 The Net profit ratio reveals the operational efficiency and in efficiency of the management of business .3141429 Interpretation In the above table.
Since net profit ratio is declining that shows the inefficiency of management due to recession and company made reserve on foreign exchange.22 2008 .87 2007 15. 6) Earnings per share Year EPS 2006 9. It is less due to recession exchange rate goes down so there was more loss and Company can increase these ratio by increase by decrease in expenditure on the operation. This ratio shows how much firm is earning net profit out of every rupee of revenue.
-24.85& 2004 has the highest EPS 28. with the Number of Equity Shares. of equity shares EPS is calculated by dividing the Earnings after Income Tax (EAIT). which is available to Equity Share Holders.Preference dividend / No. EPS is used to measure the Profit to Equity Share Holders on ‘Per’ Share Basis. The year 2008 has the least EPS -24. EPS = Earning after tax .85 Interpretation In the above table. EPS (Earnings per Share) of the company during the three years depicted.26 7) Return on equity- Year Ratio 2007 .
5/28022 =0.23 Interpretation Return on equity(NET WORTH) = RETURN / NET WORTH Company is loss bearing.7867.47) / 41205. / net profit = 0 Interpretation . In view of two year B/s company made reserve on foreign exchange and fair valuation loss on derivatives. So he should reduce their cost. 8) Pay out ratio- Total div.88 =-0.280762 2008 (9349.
3/134436.In the current year company had not made any provision for dividend so this is 0% 9) Assets turnover.9/94075.444801 =0.5 = 0.52 2008 44814.PAT/ Average Total assets- Year .Sales /Average Total Sales- Year Ratio 2007 41844.333349 10) Return on assets.
5=(7.. Ranbaxy adopt the leading consultant Dr. • Optimum utilization of human resources.5=6. M.e. • A harmonious balance between business strategy and Human Resource Management strategy i. strategic planning and FIRM should go hand in hand.2/ 94075.2007 2008 Ratio 6177.B. Athreya's model of strategic management and . The basic principle of Human Resource Management philosophy is the belief in: • Human resources and its development. has successfully implemented its Human Resource Management programme and has achieved worthwhile results.771698 9) Human resource practices- Ranbaxy Laboratories Limited one of the leading public sector undertakings.5662 (10448)/ 134436.
if human resources are not made available to implement them. trust. enthusiasm. The following three factors may be 5 considered while examining the recent Human Resource Management efforts in Ranbaxy Laboratories Limited. A healthy climate. if there are no opportunities to utilize the development of human capability. characterized by the values of openness. human resources can be developed and increased to an unlimited extent. Human Resources are the most important assets in the organization. Human Resource Management can be planned and managed in ways that are beneficial both to the individual and organization.aided technology and fundamental change in the manufacturing process has caused the need for developing new skills to suit the demand of new technology. mutuality and collaboration is essential for developing human resources. OD & Human Resource Management efforts may tend to be wasteful exercise. Employees feel committed to their work and organization if the organization perpetuates a . Unlike other resources. all Strategic options in terms of business plans will remain unfulfilled or paper projects at the most. Similarly. According to this model. The importance of Human Resource Management as a catalytic agent of growth has been increasingly recognized in Ranbaxy Laboratories Limited. To-day's better trained and better educated managers’ have stressed the emergence of new work values where they have more opportunities to make contribution and to be recognized.organization development. Success in this direction requires a dynamic FIRM strategy. quality and reduce cost. Competition in all areas of business operation has put considerable pressure on management to improve productivity. The introduction of new computer.
Ranbaxy has focused on the people behind its products and not on the products themselves. Ranbaxy has focused on people. Good quality remains the commitment of every employee at Ranbaxy: from careful selection and analysis of raw materials to meticulous testing of finished products to meet stringent in-house standards that go beyond the pharmaceuticals to ensure customer satisfaction. i. This has increased focus on people that create and perpetuate such knowledge. The strategy has been to recruit locally in host countries. In order to sustain its success and renew its products. It is a long and winding road that has brought us from a domestic company with a few hundred employees to one that now aspires to be a 6 international pharmaceutical company. Our mission .. Chairman says. a programme to set up new facilities for the production of bulk drugs pharmaceutical dosage from basic chemicals and intermediates has been under implementation to fulfill its aim on quality.feeling of belongingness. Ranbaxy believes in the motto ‘Putting people first’. The strategy framed by Ranbaxy is around core intellectual or services competencies. the company has applied rigid quality measures at every stage of manufacturing at their plants. we are on corporate journey. Employees are likely to have this feeling of the organization if it provides for their basic needs and for their higher needs through appropriate management styles and systems. The company has succeeded in creating multicultural portfolio of human resource skills. “At Ranbaxy. The training in the organisation shifted from mixed participant groups to work groups. It is every manager’s responsibility to create a healthy and motivating work climate and to set examples for subordinates to follow. As part of Ranbaxy’s ongoing commitment to produce high-tech quality drugs and pharmaceuticals that cater to the specific needs of markets around the world. Employee commitment is increased with opportunity to discover and use one’s capabilities and potential in one’s work. To meet growing international business requirement.e. both employees and customers.
is clear and our values well articulated. . Human resources are considered as most important asset of the company. Analysis and conclusion • The human resource practices are complementary to the business strategies of the company. • • With advancement of technology new skills are developed in the employees. Awareness programmes by Ranbaxy- • • • Anti-Tobacco Awareness Campaign Blood Donation Camp Ranbaxy Cares Camps Donation to Centurion Hospital.
NZBIZ – the leading New Jersey business publication recognized Ranbaxy as ‘one of the largest employers in the pharmaceutical industry in the State of New Jersey’ in its June 2007 edition. Director. received the award from Mr. India.Awards & Achievement- NZBIZ Award.Ranbaxy's SAP Team (Team Diamond) was recertified as CCC (Customer Competency Centre). Corporate Communications. Kapil Sibal. has won the IPA Bilcare Award for its ‘Twin pocket nested pouch’ developed by R&D packaging Team.In May 2007. . This prestigious certification – for 5th year in a row – is a testimony to the robust processes that have been put in place at Ranbaxy. Raghu Kochar. Ranbaxy was awarded the Pharma Excellence Award for ‘Leveraging Global Opportunity’ by the Express Pharma Group at a glittering ceremony in Mumbai. for the second time.Ranbaxy. Ranbaxy. Pharma Excellence Award. Hon’ble Minister of Science and Technology. Team SAP gets CCC Certification . Packaging Development. R&D Wins The IPA Bilcare Award. Mr. Government of India.
Best Pharmaceuticals Supplier Award- Ranbaxy was bestowed with the ‘Best Supplier of Pharmaceuticals Award’ for the second consecutive year by the State Pharmaceuticals Corporation of Sri Lanka. Water Management’ Award.SAP India announced the second edition of its annual awards for customer excellence – ‘SAP ACE 2007’. . span across three categories including: overall category. Ranbaxy Bags ISO 9001:2000 & GDP – WHO Compliance Certification -Ranbaxy has become the first Pharma company to achieve the ISO: 2000 and GDP-WHO compliance certification for its distribution network. engaged in the fields of corporate governance.Ranbaxy crowned with the ‘SAP ACE 2007 Award’. Golden Peacock Award for Business Leadership-The Institute of Directors (IOD). environment protection and innovation. midsize category and small enterprises category. quality. These awards.Ranbaxy has always walked an extra mile to take sustainability initiatives focused on resource conservation for protection of natural resources for future generations. which honor the Best Run Businesses that are setting global benchmarks in excellence.
The award was given in recognition of Mr. .conferred its prestigious 'Golden Peacock for Business Leadership' award on Mr. Malvinder Mohan Singh. which will catapult the Ranbaxy-Daiichi Sankyo combined entity to become the 15 largest pharmaceutical giant in the world. Singh's vision behind the 'gamechanger deal' with Daiichi Sankyo Ltd.
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