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.

Elixir is for internal circulation, distributed only to employees of the company. Information from it

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 elixir@drreddys.com. 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 elixir@drreddys.com 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: elixir@drreddys.com

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?

LinkedIn

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: erc.drf@gmail.com

TOO VOLUNTEERO VOLUNTEERTOO