Draft Report on Induction

Bangalore

Internship Report on EFFECTIVENESS OF INDUCTION PROGRAM

Biopharma (India) Pvt. Ltd

Tumkur road, Yeshwanthpura, Bangalore

Prepared by: SOWJANYA P

Registration No: 11SBCM10088

Batch: JAN 2011-13

Under the Guidance of Prof. ASHA P

Industry Guide: KVVYS Nararyana, Head – Human Resources.

In partial fulfilment of the Course-Industry Internship Programme (IIP) in Semester II of the

Management of Business Administration (Batch: Jan 2011-13)

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Management of Business Administration

Industry Internship Programme (IIP)

Declaration

This is to declare that the Report titled “INDUCTION PROGRAM” has been made for the partial

fulfilment of the Course: Industry Internship Programme (IIP) in Semester II (Batch: January 2011-

13) by me at KEMWELL BIOPHARMA (INDIA) PVT. LTD under the guidance of Prof. Asha P.

I confirm that this Report truly represents my work undertaken as a part of my Industry Internship

Programme (IIP). This work is not a replication of work done previously by any other person. I also

confirm that the contents of the report and the views contained therein have been discussed and

deliberated with the Faculty Guide.

Signature of the Student :

Name of the Student (in Capital Letters) : SOWJANYA P

Registration No : 11SBCM10088

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Management of Business Administration

Certificate

This is to certify that Mr. / Ms. ___________________ Regn. No. __________ has completed the

Report titled ___________________________________________ under my guidance for the partial

fulfillment of the Course: Industry Internship Programme (IIP) in Semester II of the Management of

Business Administration (Batch: Jan 2011 – 2013).

Signature of Faculty Guide:

Name of the Faculty Guide:

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ACKNOWLEDGEMENT

I avail this opportunity to offer my sincere thanks and deep sense of gratitude to all those who guided

me through the completion of my project- “A STUDY ON EFFECTIVENESS OF INDUCTION

PROGRAM AT KEMWELL”

First of all, I take immense pleasure in thanking Alliance University for having permitted us to carry

out this project work.

I am grateful to “KEMWELL BIOPHARMA(INDIA) LTD” for giving me such a golden

opportunity to work on this project. I would like to express my sincere gratitude to my Industry guide

Mr.KVVYS Narayana, Head-Human Resources for being kind enough to find some time for me

despite his busy schedule and his dynamic guidance has helped me a lot and to our Internal Guide of

industry analysis, Prof. Asha Pfor her able guidance and useful suggestions, which helped me in

completing the project work, in time.

I hereby express deep gratitude to all those who helped us directly or indirectly in completing this

assignment.

S.N TABLE OF CONTENTS PAGE NUMBER

4

O

1 EXECUTIVE SUMMARY 06

2 INTRODUCTION

2.1 PHARMA INDUSTRY OVERVIEW

2.1A) GLOBAL SCENARIO

2.1B) INDIA

2.2 COMPANY OVERVIEW

07

10

11

12

21

3 PROJECT PROFILE

3.1 OBJECTIVES OF THE STUDY

3.2METHODOLOGY

38

44

47

4 OBSERVATIONS AND ANALYSIS 48

5 FINDINGS 64

6 RECOMMENDATIONS 65

7 CONCLUSION 66

8 LEARNING OUTCOME 67

9 ANNEXURE 68

10 REFERENCES 72

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EXECUTIVE SUMMARY

Kemwell is a leading provider of contract manufacturing and development services for

pharmaceutical products in India and Sweden, founded in the year 1980, headquartered at Bangalore,

India. It is one of the largest formulations contract manufacturers in India serving Blue-chip

multinational/Indian pharmaceutical companies for over 20 years.

This report represents the effectiveness of Induction Program in Kemwell and an overview on

Pharmaceutical Industry.

The pharmaceutical industry in India is playing a major role in the healthcare area of the nation. It has

grown from a mere Rs.1,500 crores turnover in 1980 to approximately Rs.1,00,611 crores in 2009-10.

The pharmaceutical industry in India ranks 3rd in the world, in terms of volume and contributes 10%

to the global pharmaceutical production; in terms of market value it ranks 14th, with a global market

share of 1%. One reason for the lower value share is due to the lower cost of the drugs in India, as

much as 50% less as compared to other global companies. The acceptance of the patent laws and the

rise in demand has enabled Indian pharmaceutical companies to experience high market growth.

As part of Human Resource function, Induction Program is the first line of defense when it comesto

bringing the right people into the organization. A well-planned and well-structured Induction

provides employees a sense of belongingness and leads them towards the greater productivity and

motivation. It improves the personality, attitude, communication and other behavioral characteristics

that fit the organization.

The aim of Induction is socialization of employees to the organization’s procedure and culture and it

becomes imperative for the company to conduct the induction program.

The study was done withKemwell’s employees and employers who have joined the company and the

research instrument used for the preparation of this project is Questionnaire.

The major findings of the study are that most of the employees are satisfied with the training and

procedures followed in the company. Management is always approachable to the queries of the

employees and provides greater guidance to them.

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2. INTRODUCTION

EFFECTIVENESS OF INDUCTION PROGRAM

The induction program in an organization is to assist the employee in getting adapted and

familiarized with the organizational behaviour and management and motivate in the process of

"settling down" in an organization. It always gives an enormous pressure and stress to the new

joinees in their new venture in coping up with the new situations and demands as well as fears of

looking fragile and ignorant. It is a well-known fact that during the course of this “settling-in”

period, a new employee is highly unlikely to be effective or fully productive and may even leave the

organization if strong feelings of uneasiness creep through.

Therefore, an effective induction program plays a very important role in an organization as real cost

savings can be made on avoidance of accidents caused through unfamiliarity, rapid achievement of

full productivity and avoidance of costs incurred in unnecessary recruitment to replace lost

employees.

Objectives of Induction Training:

Induction training helps to minimize what might be called the reality shock that the new

employees will have to face the consequences due to the wide disparity between what was

expected and what the real situation turned out to be and enables a newcomer to be compatible

and resilient towards the untoward and intractable situations.

The idea is to extend the new employees a feeling of "at home" in the new business, social,

and cultural environment.

Effective induction training reduces the anxiety and apprehensive uneasiness of new

employees by providing them ample information on the job environment and supervisors,

introduces them to co-workers, and encourages them to be interrogative and motivated.

Induction enables the new hires to become productive to the company with in a short period

of time.

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Good induction training will create a favorable impression on the firm and its work culture,

which will in turn help to form a good healthy relationship between the employee and the

organization.

Effectiveness of induction training also has a lasting effect on absenteeism and turnover.

Induction is a socializing procedure by which the organizational culture is introduced to the

individual explaining its achievement of its objectives and the individual seeks to make an agency of

the organization for the achievement of his/her personal goals.

The purpose of induction is to ensure the effective integration of staff into or across the organization

for the benefit of both parties.

Effective induction programmes contain the following elements:

• Physical Orientation - describing where the facilities and resources are

• Culture Orientation - details of the organization’s history, mission, values and standards

• Product Orientation - details of products and services provided and customers served

• Team Orientation - showing how the employee fits into the team/department

• Role Orientation - showing how the employee’s role impacts on the business

•Job Description - detailing a clear outline of job role and work requirements/responsibilities

• Health and Safety - provision of information as a legal requirement

• Explanation of terms and conditions – with provision of full details such as Staff Handbook.

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Methods of Orientation program:

1. FORMAL ORIENTATION

Formal orientation has a structured program

2. INFORMAL ORIENTATION

Informal orientation employees are directly put on job

3. INDIVIDUAL ORIENTATION

Individual orientation preserves individual differences.

4. COLLECTIVE ORIENTATION

Collective orientation is likely to develop homogenous views.

5. SERIAL ORIENTATION

In serial orientation an experienced employee inducts a new hire

6. DISJUNCTIVE ORIENTATION

In disjunctive orientation new hire do not have predecessors to guide them.

7. INVESTITURE ORIENTATION

Investiture orientation seeks to ratify usefulness of characteristics that the person brings to

the new job

8. DIVESTITURE ORIENTATION

Seeks to make minor modifications in the characteristics of new hire.

Induction plays a vital role to the newly joined employees at the time of introduction to the new

recruit about the organization. Based on the Induction, the organization’s reputation will go further to

the public. Induction is the process by which new employees are integrated into organization so that

they become productive as soon as possible.

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2.1 PHARMACEUTICAL INDUSTRY OVERVIEW

The pharmaceutical industry is the world’s largest industry estimated at US $773 billion. The industry

is considered as a high-technology and knowledge-intensive industry. The players in the

pharmaceutical industry include: branded drug manufacturers, generic drug manufacturers, firms

developing biopharmaceutical products, non-prescription drug manufacturers, and firms undertaking

contract research. The pharmaceutical industry is characterized by a highly risky and lengthy R&D

process, intense competition for intellectual property, stringent government regulation and powerful

purchaser pressures.

HISTORY

The pharmaceutical industry develops, manufactures and commercializes medicines approved for use

as drugs. Pharmaceutical companies can deal in generic and brand medications. They are subject to a

variety of laws and regulations regarding the patenting, testing and marketing of drugs. The earliest

drugstores are form the middle ages. The first known drugstore chain by Arabian pharmacists in

Baghdad in 754 AD was opened, and many more soon put into operation during the medieval Islamic

world, and finally to medieval Europe.

Most of today’s pharmaceutical companies were in the late 19th and 20th century, founded. Key

discoveries of the 1920s and 1930s, such as insulin and penicillin, became mass produced and sold.

Switzerland, Germany and Italy had particularly strong industries, with Britain, the USA, Belgium

and the Netherlands following suit. From 1978, India took over the primary centre of pharmaceutical

production without patent protection.

The Indian Pharmaceutical industry is the world's third largest by volume and is likely to lead to the

manufacturing sector in India. India's bio-tech industry with 17% growth clocked a turnover of

Rs.137 billion ($ 3 billion) in fiscal year 2009-10 over the previous fiscal year.

Bio-Pharma was the largest contributor to generate 60% growth in the industry at Rs.8, 829 crore,

followed by bio-services to Rs.2, 639 crores and organic agriculture in Rs.1, 936 crore. The first

pharmaceutical companies, Bengal Chemicals and Pharmaceutical Works, which still exists today as

a state of five drug manufacturers, was published in Calcutta in 1930.

The industry remained relatively small scale until the 1970s when it began to expand to a greater

extent, legislation, which came on strong patents, cover both the process of specific product in most

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countries to enforce Pharmaceutical manufacturing became concentrated with a few large companies

with a dominant position in the world and with a few companies, the drug in different countries.

The pharmaceutical industry in 1980s through the economy and new regulations put pressure to

convert the security and the environment, but also by new DNA chemistry and new technologies for

the analysis and calculation. In 1980, drugs for heart disease and AIDS were challenges for the

regulators and a faster approval process. Managed Care and Health Maintenance Organizations

(HMOs) had put efforts for concentrate on new drug discovery and increase in the development of

preventive and maintenance medications.

In 1990, there is increase in mergers and acquisitions and also increase in the use of contract research

organizations for clinical development and even for basic R & D. At the end of the 20th century, total

health care became a cooperative venture among many participants like medical personnel, health

care facilities, insurance providers, managed care providers, health maintenance organizations and

patients play a key role in this industry.

At the beginning of 21st century, the pharmaceutical industry clearly recognizes the need for

enhancement of human capabilities. To maximize competitiveness, a number of major changes in the

industry like joint ventures and licensing agreements between the companies.

2.1A) Global Scenario:

The global pharmaceuticals market is worth US$300 billion a year and they forecast it and raise to

US$400 billion within three years. The top 10 largest companies acquires one-third of the market

having the sales more than US$10 billion per year and profit margin is nearly 30%. Currently the

companies are spending one-third for sales and remaining part is spending on research and

development.

One of the main problems in the global pharmaceutical industry is that spending more on promotional

spending compared to public information on health by pharmaceutical companies. Another problem

is that there is neglecting the R&D in the area of diseases which are neglected.

The global pharmaceutical market research has been done by many pharmaceutical companies and

reports a significant growth in the FY11. The forecasting indicates

pharmaceutical market growth of about 4-6% and established markets including the US, UK and

Japan, together account for 30% of the global demand for pharmaceutical companies. The global

pharmaceutical market sales are expected to grow at 4-7% CAGR (Compound Annual Growth Rate)

through 2013. This industry growth is driven by stronger growth in the US market and is based on the

macroeconomics. Global pharmaceutical market value is expected to expand to $975+ billion by

2013.

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The sales of pharmaceutical industry are growing at a fast rate in India, China, Malaysia, South Korea

and Indonesia due to the rising disposable income, several health insurance schemes and there is high

competition among top pharmaceutical companies in the region. The Indian pharmaceutical industry

is further expected to grow by 10% in the year 2010.

2.1B) INDIAN PHARMACEUTICAL INDUSTRY

The pharmaceutical industry in India currently tops in science based industries with wide range of

capabilities in drug manufacturing and technology. We have almost every type of medicines available

in India, ranging from antibiotics to complex cardiac compounds.

In India, the pharmaceutical sector has more than 20000 registered units. It meets about 70% of

country’s demand for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals,

tablets, capsules, orals and injectables. Approximately, we have about 250 large units and 8000 small

scale units.

India’s Pharmaceutical industry is now the 3rd largest in terms of volume, 14th in terms of value in

the world and 17th in terms of pharmaceutical export value. The Indian Pharmaceutical industry has

been performing exceptionally well with turnover rising from about Rs.10 crores in 1948 to

Rs.1,17,000 crores in 2010. Pharma exports are booming at Rs.62,500 crores. There are over 10500

manufacturing units in India across 3000 Pharma companies which make competitive market. The

industry provides employment to over 42 lakh persons directly and indirectly.

Table 1 shows the number of Formulation units and Active Pharmaceutical Industry

Units in India

Active Pharmaceutical

Industry units

Formulation Units API Units

Rajasthan 1928 1211

Gujarat 1129 397

West Bengal 694 62

Andhra Pradesh 472 98

Tamil Nadu 472 98

Even other states also having units. Above mentioned are top five.

Source: www.idma-assn.org/Speech.pdf

contribution taken by Gujarat consists of 1129 formulation units and 397 Active Pharmaceutical

Industry units. Sequentially other states like West Bengal, Andhra Pradesh, and Tamil Nadu are in the

top five in having these units. There is also a contribution of other states of these units (FU, API)

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Over 60000 formulations and 400 bulk drugs are there in India which covers every therapy segment

at comparatively low prices with quality products. There are around 1200 in-house R & D centres.

About a third of total R & D investment by the global Pharmaceutical industry, estimated at US$ 40-

50 billion, could be made in India over the next 10 years. Contract research in India is growing at an

annual rate between 20 to 25%. Clinical trials represent 65% of this market and new drug discovery

makes up the remaining 35%.

India having many comparative advantages over its neighbours, including an educated workforce, the

world’s largest democracy and second largest population, the world’s tenth largest economy, a

sophisticated IT sector and a young, entrepreneurial class to take advantage of the country on-going

economic liberalization. The middle class of India is 350 million which is larger than the US

population. By 2020, 47% of Indians will be between the ages of 15 and 59, compared with 35% in

2010. And there is another estimate that by 2023, India will have over 500 million employable

populations, simultaneously the working age of US and China are projected to shrink. Such that we

can conclude that India destined to have the world’s largest space for workers and consumers.

India's Other Advantages for off shoring

• Low-cost skill base

• Current Good Manufacturing Practice (cGMP) and U.S. FDA compliance levels

• High visibility in generics

• High-quality, compliant manufacturing

• Strong financial position with ability to scale up

• Manufacturing capacity

• Access to new technologies

• Cost efficiency and track record

• Industry position

• Recognition of product patents

Lower prices have been a significant factor in the rapid uptake of generics. For example, in Europe

though generic products contribute to 50% of market sales by volume, they contribute only 20% to

overall value sales, suggesting the huge cost benefits brought about by generics. At present, India

produces some of the lowest prices and extremely affordable drugs in the world, especially because

labour costs are 50% to 55% cheaper than in the west. Industry experts indicate that infrastructure

costs are 40% lower and fixed costs are estimated to be 12 to 20% less compared to US and Europe.

This is because due to high competitive market in India.

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India is already recognized as the global supplier of quality affordable generics drugs. With the world

most eager to benefit from India’s Performance and Potential to deliver world class quality affordable

and services –in pharmaceutical industry, in Clinical Trials, in R&D, in IT, in Services etc. India’s

objective will be fulfilled as the “Outsourcing Capital of the World”

Patent

The Indian Patents Act, 1970 provides patent protection in India. The same is in accordance with the

provisions of the TRIPS agreement. The recent conferment of ‘product patent’ along with the

‘process patent’ is an example of such compatibility. Further, the provisions of ‘international patent

application’ and ‘compulsory licenses’ are also confirm with the TRIPS Agreement. Thus, the interest

at large has also been taken care by Indian Patents Act, 1970 such that there is no need to frighten

from product patent of medicines. Interesting parts in this Act was opposition proceedings,

compulsory licensing, parallel imports.

In 2005, The Patent (Amendment) Act is introduced, conforming to India’s commitment to WTO,

reintroduced product patents for pharmaceutical products. To ensure that patents are not granted for

mere discovery of a new form of a known substance this doesn’t result in the enhancement of the

substance, also safeguards the continued availability of Indian generic drugs and their early

approvals. IDMA has consistently recommended a Dual Pricing system wherein only Patented

Products which are likely to create a monopoly are kept under price control and prices of all other

drugs are monitored allowing markets and competition to decide the affordable prices.

Government Intervention

We can emphasis that IDMA has been working with the Government of India, and to develop the

industry and increase the growth of our pharmaceutical industry to its full potential. Such that,

government will come up with a new pharmaceutical policy which will take the Indian

Pharmaceutical industry to become first position in Pharmaceutical Industry of the world.

Research and development is the key to the future of Pharmaceutical industry. The pharmaceutical

sector which improves in life expectancy and healthy all over the world are the result of a constantly

increasing investment in research. These relate to availability of excellent scientific talents who can

develop combinatorial chemistry, new synthetic molecules and plant derived candidate drugs.

The growth in this industry in India is high because of domestic demand like growing population,

increase in income, demand for quality healthcare service, and change in lifestyle.

Scope and Importance

Over the years, pharmacy has grown in the form of pharmaceuticals sciences through research and

development process. It is related to product as well as services. The various drugs discovered and

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developed are its products and the healthcare (in terms of services). This sector involves all the stages

that are associated with the drugs like discovery, development, action, safety, storage, marketing,

packaging etc.

In India, this sector is among the future economy drivers. It is committed to deliver high quality drugs

and formulations at an affordable price. So, the pharmaceutical industry is booming. The

transformation of the sector from conventional pharmacy to drug experts, which is both desirable and

necessary to reach the global standards which shows the admirable progress. After LPG

(Liberalisation, Privatization and Globalization) have helped the Indian pharmaceutical industry to

achieve international recognition which is approved by USFDA and are listed in NASDAG.

India’s Pharma manufacturing skills are recognised by various countries and Indian companies are

welcomed to market their products there. It is borne by the following

Facts:

- As on Mar. 2011, India has filed 2489 type-II Active DMFs for a total of 632

molecules with US FDA

- The largest number of US FDA approved facilities outside US are in India

- USP has also set up excellent facilities in Hyderabad

- 1/3rd of all DMFs & 30% of all approved ANDAs during 2008 & 2009 in US are

from India, ranking next only to USA.

- 153 EDQM (European Directorate of Quality Medicine) Bulk drug facilities have

been approved

- The country has 153 EDQM approved facilities for 195 molecules out of the total

693 molecules approved by EDQM.

- India also has over 1,200 WHO GMP Certified Plants

Classification of Indian Pharmaceutical Industry

The Indian pharmaceutical industry can be classified into organized and unorganized sectors. And

again organized sector divided or classified into MNCs and Indian companies.

On the basis of the product manufactured, this industry is classified into two types.

1) Bulk drugs: Just they are the raw materials for preparing or manufacturing drugs.

2) Formulation: This is nothing but, combination of bulk drugs in a particular measure for preparing

or manufacture of formulations.

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Formulations constitute 81% of the total industry and remaining contributes for

Formulations in the Indian pharmaceutical industry. In India, the pharmaceutical industry has about

2400 licensed manufacturers and more than 1Lakh drugs.

On the basis of formulations, the pharmaceutical industry can further classified into:

Prescription Medicines: the formulations are prescribed by the qualified medical practitioner (also

known as ethical formulations)

Over-the-Counter medicines: They can be dispensed even in the absence of prescription like Crocin,

Saridon, and Dolo Cold.

On the basis of formulation patent, pharmaceutical industry can be classified as

Branded formulations: These formulations run by a single pharmaceutical company and they are

ethical formulations prepared using a bulk drug under product patent.

Generics: These formulations do not contain any patented bulk drug and these formulations can be

manufacture by more than one company.

Major players in Indian Pharmaceutical Industry

The major players in the Indian Pharmaceutical Industry are shown below. These companies are

arranged based on the sales.

1. Cipla

2. Ranbaxy Laboratories

3. Dr.Reddy’s Laboratories

4. Sun Pharma

5. Lupin Ltd

6. Aurobindo Pharma

7. Glaxo SmithKline

Cipla:

Cipla was founded by Khwaja Abdul Hammed in 1935 and was known as The Chemical, Industrial

and Pharmaceutical Laboratories. Cipla was registered in 1935 as a public limited enterprise and it

began with an authorized capital of Rs.6lakh. In 1937, the Cipla began manufacturing and marketing

its pharmaceutical products. At present, the company is operating across India such as Mumbai, Goa,

Patalganga, Jurjumbh, Bangalore and Vikhroli.

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Apart from its strong presence in the Indian market, Cipla also has an wide spread of export market

and regularly exports to more than 150 countries in regions such as North America, South America,

Asia. Europe, Middle East, Australia and Africa

Ranbaxy Laboratories:

Ranbaxy is among the predominant pharmaceutical companies in India and was founded I 1961.

Ranbaxy is a research based pharma giant and become a public limited company in 1973. It was

recently ranked among the top 10 international pharmaceutical companies in the world have across 49

countries. It is also reputed for its 11 state-of-the-art manufacturing facilities in countries like China,

India, Brazil, South Africa and Nigeria. The company has also won several awards and recognition

for its pioneering initiatives in the developing markets of the world. In the present scenario, Ranbaxy

commands more than 5% share of the Indian Pharmaceutical market. Ranbaxy’s product portfolio is

diverse and includes drugs that cater to nutrition, infectious diseases, pain management,

cardiovascular ailments, dermatology, and central nervous system related diseases.

Ranbaxy’s operations in India are designed under as many as 9 SBUs which take care of the various

categories of medicines and drugs and the company is well-known for having the highest research

and development budget among Pharma companies in the world which is as high as US$ 100 million.

Dr. Reddy’s Laboratories:

Dr. Reddy’s Laboratories is one of the popular pharmaceutical companies with base in more than 100

countries. The medicines of Dr. Reddy’s Laboratories Limited are easily available all across the

globe. This company is very much customer friendly. It commercialized various treatments so as to

provide high tech treatment to the masses. It tries to meet the medical needs of the people.

Headquarters is in India and the subsidiaries of this company are found at various countries like US,

Germany, UK, Russia and Brazil. Throughout the world, Dr. Reddy’s Laboratories have

representative offices in 16 countries and third party distribution in 21 countries.

Sun Pharmaceuticals:

Sun Pharmaceuticals was set up in 1983 and the company started off with only 5 products to cure

psychiatric illness. Sun Pharma is known worldwide as the manufacture of speciality Active

Pharmaceuticals Ingredients and formulations. The company is concerned with chronic treatments

such as cardiology, psychiatry, Ingredients (API) include peptides, steroids, hormones and anti-cancer

drugs and their quality is international approved. The international offices of Sun Pharmaceuticals

Industries Ltd. are located in British Virgin Islands, Russia and Bangladesh. In India, the offices are

in vapi,Silvassa, Panoli, Ahmednagar and Chennai.

There are 3 major group companies of Sun Pharmaceuticals Industries are:

Caraco Pharmaceuticals Laboratories (based in Detroit, Michigan)

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Sun Pharmaceuticals Industries Inc. (Michigan)

Sun Pharmaceuticals (Bangladesh)

Aurobindo Pharma:

Aurobindo Pharma, an India-based private pharmaceutical company having presence around the

world. Aurbindo Pharma was set up in the year 1986 and started its operations in 1988-89 in

Pondicherry, India. Now, the company is headquartered at Hyderabad, India. It is one of the most

respected generic pharmaceuticals and active pharmaceutical ingredients (API) manufacturing

company of the world. It operated in over 100 countries across the world. Further, the pharmaceutical

covers the major markets over 180 APIs and 250 formulations throughout these destinations.

Aurobindo Pharma products cover segments like Antibiotics, Anti-Retro Viral, CVS, CNS,

Gastroenterological, and Anti-Allergies.

Glaxo SmithKline (GSK)

Established in 1924 in India Glaxo SmithKline Pharmaceuticals Ltd is a US $45 billion company

globally. The GSK India product portfolio includes prescription medicines and vaccines. Prescription

medicines range across therapeutic areas such as anti-infective, dermatology, gynaecology, diabetes,

oncology, cardiovascular disease and respiratory diseases. GSK's vaccines division is ranked first in a

fast-growing vaccines market.

Growth prospects

According to a McKinsey study, the Indian pharmaceutical industry has grown up to US $ 25 billion

in 2010 whereas the domestic market is likely to more than triple to US$ 20 billion by 2015 from the

current US$ 6 billion to become one of the leading pharmaceutical markets in the next decade. In

2011-12, Indian domestic pharmaceutical market is expected to grow at a CAGR of nearly 16%.

The clinical trial market in India reached $1 billion in 2010. Over the last 5 years the Contract

research and manufacturing services (CRAMS) industry has been contributing close to 8% of the

total Indian pharmaceutical business. Developed countries are expected to further propel the CRAMS

industry to grow at a CAGR of nearly 32% from 2006 to 2013 as India offers global pharma

companies both quality and cost advantage. Already, India has the largest number of US Food and

Drug Administration (US FDA)-approved plants outside the US, with over 100 facilities and the

contract manufacturing market to reached $ 900 million in 2010.

Patented drugs, which had no share in the pharmaceutical market, are expected to have a 10%

market share in 2012.

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Driven by factors such as rising rural incomes and a strong distribution network, India’s rural

pharmaceutical market is experiencing a strong growth.

The product patent regime will encourage the Indian companies to invest more in Research

and Development.

STATE WISE: Concentration of Pharmaceutical Manufacturing Units in India

36.4%: Others

29.7%: Maharashtra

14.4%: Gujarat

7.2%: West Bengal

6.9%: Andhra Pradesh

5.4%: Tamil Nadu

Table 2 shows the Concentration of Pharmaceutical Manufacturing Units in India (Source:

nppaindia.nic.in/directory-nppa.pdf)

36%

30%

14%

7%

7%5%

Concentration percentage of Units in India

OthersMaharashtra Gujarat West Bengal Andhra Pradesh Tamil Nadu

Key Statistics of Indian Pharmaceutical Market

Annual Turnover Rs. 226 b Growth rate 5.2% Exports Rs. 141 b

Future projections Rs. 1200 b (by McKinsey)

Share of World Pharma market 1.0% in value 8% in volume terms

Global ranking 13th in value terms 4th in volume terms

Number of Generic Brands over 60,000 in 60 therapeutic categories

Number of units - 10,000 out of which approximately 300 in organized sector

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OTC market Rs. 35 b growth 18-20%

Alternative medicine - Herbal / Ayurveda market Rs. 38 b

Per capita drug expenditure Rs. 220 per annum

(Source: http://www.pharmaceutical-drug-manufacturers.com/pharma-industry-statistics/ )

2.2 COMPANY OVERVIEW

KEMWELL BIOPHARMA (INDIA) PVT. LTD.

(Source: Company Manual)

Key Facts about the company:

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Corporate Headquarter Bangalore, India

Year Founded 1980

Facilities 4 in India, 1 in Sweden

Employees over 1000 worldwide

Customers Include 5 of the top 10 pharma companies

Countries Supply to over 80 countries worldwide

Services Pre-formulation development to commercial manufacturing

Regulatory Approvals USFDA, EU, NDA and Japanese Regulations

About Kemwell

Kemwell is a leading provider of contract manufacturing and development services for

pharmaceutical products in India and Sweden and is one of the largest formulations contract

manufacturers in India serving blue-chip multinational/Indian pharmaceutical companies for over 20

years.

Mission Statement:

To be the leading global partner to pharmaceuticals and biotechnology industries offering services

ranging from Formulation Development to cGMP complaint commercial manufacturing.

Vision Statement:

Kemwell would like to be a knowledge based organization that continuously achieves economic

value for stakeholders by optimizing resources through operational excellence, enable by technology

and driven by continuous innovation meet employee customer satisfaction.

Value Statement:

Built on integrity, respect and responsibility

Kemwell commits to:

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Manufacturing and developing high-quality products in a cGMP-conforming plant meeting

applicable regulatory requirements.

Assuring security of supply by efficient supply chain management.

Providing superior customer service and support

Performing services in a transparent, efficient, and cost-effective manner.

Hiring, training, and retaining the most capable talent in the industry to provide the customers

with the highest level of expertise possible and long-term continuity of personnel.

Being highly flexible in all the services to serve customers’ needs to the fullest extent.

Maintaining integrity and honesty in dealings with each other and with clients, suppliers,

Government officials and others.

Continuously innovating to provide solutions to the customers’ manufacturing and

development problems through our staff’s extensive experience.

Respecting the requirement of secrecy regarding IP and building foolproof internal

systems and policy controls to safeguard confidentiality

Contributing 10% of total pretax earnings annually to support the community

Board of Directors:

Chairman and Managing Director: Mr. AnuragBagaria

Chief operating officer: Mr. S.K. Raman

Finance Director: Mr. S.K. Chandak

Former MD GlaxoSmithKline, India: Mr. HumayanDhanrajgir

Based in Sweden with 30 years of experience at AstraZeneca and Pharmacia: Mr. Peter Oldentoft

Organization Structure of the company

22

Managing Director

Kemwell is a 100% customer oriented company with deep expertise in contract development and

manufacturing services for pharmaceutical products.

Headquartered in Bangalore, India Kemwell has four facilities in India and one in Sweden catering to

5 of the top 10 pharma companies in the world. Throughout the journey, company has maintained its

pure-play status as a 100% contract services provider without foraying into any branded products of

their own. This has strengthened the core values and work culture that the “Customer comes first

always.”

Today Kemwell services companies such as Allergan, Bayer, GSK, J&J, Pfizer and

Novartismanufacturing 4 of the top 10 brands sold in India and employing over 1000 people

worldwide.

23

Project VP

EHS Sr. Manager

Dy. Manager SSU/OSU

ENGG. Manage

r

OSU

SSU/P

Chief Finance Manager

COO

Manager ER-OC

SCM/Vice President

GM

Biologies Sr. Manager

AGM

Asst. Manager R.SSU/QC

OCU Head

HR. Sr. Manager

Finance Director

Accounts

Project Asst. Manager

SCM Manager

LDU Dy. Manager

HR Asst. Manager

Vice President

LDU-AGM-QC

Asst. Manager (production)

SSU-OC

SSU

SSU/QA

LDU Manager

DGM

LDU QC

This is how Kemwell provides the services:

Services provided by Kemwell

The Kemwell Commitment: Keeping You Competitive

Kemwell has the experience, expertise and infra-structure in place to meet Customers every need. The

following development and manufacturing solutions can keep Customers competitive:

Quality:

- Guarantee highest standards of quality and compliance

- Benefit from high customer service levels

Speed:

- Reduce time between drug development and commercialization

- Shorten lead times for an efficient supply chain

Value:

- Do more with less in R&D and manufacturing

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- Innovate to streamline manufacturing

Kemwell is the best partner for pre-formulation studies, formulation development, stability studies,

analytical support, clinical batch production and commercial-scale manufacturing or packaging.

Through Collaboration and Innovation, Kemwell meets every challenge successfully, refusing to rest

until the customer is satisfied.

Development Services:

- New formulation development

- Analytical method development and validation

- Transfer of analytical methods

- Stability studies (as per ICH guidelines)

- Microbiology services (MLT, PET, Sterility testing)

- Process development/Scale up

- Raw material and packaging component testing and release

- Clinical supplies

- Dossier preparation

- QP release

Pharmaceutical Industry:

The pharmaceutical industry is one which develops, produces and markets medicinal drugs. They are

subject to a variety of laws and regulations regarding the patenting, testing and marketing of drugs.

The pharma industry has two distinct functions:

Research and Development (R&D)

Manufacturing

Drug Development:

East and West combined to find you the perfect solution

Kemwell’s pharmaceutical development labs in India and Sweden are led by a management team

with the necessary experience, scientific knowledge, vision and steadfast commitment to meet the

25

customer needs. The management team guides Kemwell’s scientific workforce composed of highly

experienced and well-qualified professionals who spearhead resources from India and Sweden to find

the best solution.

Kemwell’s experienced scientist has developed formulations and analytical methods for conventional

and specialized dosage forms. Analytical testing methods are designed to meet your exact

specifications, while supporting rapid development timelines.

Kemwell offers a wide range of services: formulation and process development, development and

validation of analytical method, clinical supply, scale up, process validation and stability studies in

accordance with the relevant guidelines (such as ICH).

Kemwell also support outsourcing needs from discovery to clinical supplies to regulatory filing,

guaranteeing quality, speed and value.

Oral Care R&D: A successful collaboration

In 2008, Kemwell set up a new R&D facility in Bangalore, India in partnership with one of the

world’s leading pharmaceutical companies, GlaxoSmithKline (GSK). This R&D centre has been set

to cater to GSK’s global oral health care development projects, with the facility and staffing put in

place by Kemwell in six months.

Kemwell was selected by GSK owing to senior management commitment to diversification and

innovation, its ability to deliver a new GMP facility and skilled manpower and commitment to

planning, delivery and quality.

Manufacturing services:

- Tablets

- Capsules

- Suppositories

- Liquid Orals

- Semi-Solids

Packing Services:

- Blisters: ALU-PVC, ALU-PVC/PVDC, ALU-Aclar, ALU-ALU, ALU/PE-ALU/PE, AL-

Trilex (COC/PVC/PVDC)

26

- Containers: Glass bottles, Plastic bottles, Aluminum and Plastic Tubes.

- Sachets/pouches

- Drums

Manufacturing & Packaging:

Kemwell says “Our Experience and Expertise, at Your Service”

Contract manufacturing is an excellent way to bring the product to market quickly and efficiently.

Whetherpeople are looking for modifying existing products, add a new product to portfolio, or

increase current manufacturing capacity. The Kemwell team is prepared with critical resources

including people, facilities and equipment and the company have expert solutions in product

development, sourcing, manufacturing and distribution from facilities that are certified by USFDA,

EU, NDA and Japanese regulatory authorities.

By providing high levels of customer service and quality, accurate documentation and delivery on

time, Kemwell can guarantee a reliable commercial supply.

Kemwell also offers a range of packing solutions to address the challenges faced by the

pharmaceutical industry. Itfulfils specific requirements by providing high and low throughput

packing lines.

Quality is the foundation of success: Kemwell meets current good manufacturing practices (cGMP)

as per international quality guidelines and continues to visit in people, process and equipment to

ensure that Kemwell remains a quality leader of or business. Quality system is the foundation system

of company’s operations and through SOPs training and a range of process controls and ensure that

all products meet the highest quality standards.

The company is dedicated to strict cGMP compliance and the methods, facilities and controls used for

manufacturing, packaging and holding of all finished pharmaceuticals produced at Kemwell are in

accordance with global cGMP regulations. Employee training programmes, equipment and process

validation and self –inspection programmes are part of Kemwell’s commitment to quality assurance.

The entire company is committed to an on-going quality improvement process. Special emphasis is

placed on thorough documentation and review of the entire manufacturing and control process.

Documents are received and updated as necessary to fulfil customer requirements and to maintain

highest compliance standards.

27

Oral Solids Facility

- Uncoated, Sugar-coated, film-coated (solvent and bi-layer tablets)

- Hard gelatin capsules filled with powder, granules, pellets or tablets

- Batch sizes from 500gm to 1000kg

- Clinical trial material supply

- Solvent and aqueous granulation

- Blister packing including child-resistant packs

- Bottle packing in various sizes with CRC, Press-fit and screw capping capability

- Controlled ad psychotropic drug substances can be handled

Kemwell’s Facilities

From modern facilities, teams of highly trained and qualified staff provide a wealth of experience to

ensure high quality service is provided throughout the manufacturing process. Oral solids facility in

India has been approved by the EMEA and is ready for USFDA certification.

In Sweden the facility has been inspected by USFDA, EMEA and Japanese regulatory authorities.

Indian Facilities

28

New Oral Solids Facility:Kemwell’s new oral solids facility is a state-of-the-art facility built in

Bangalore to manufacture up to five billion tablets and capsules for global supply. The facility

received the EU GMP certificate from the Swedish health authority in November 2008 and has

successfully shipped products to the European Union.

Covering over 15,000 sq.mt. The facilityhas been designed to marry flexibility with stringent

measures for contamination control.

Liquids Facility:Kemwell’s liquids facility has been supplying to customers since 1995 and has

benefited from continuous investments in process improvements and in process improvements

and expansions. Kemwell is now investing in building a new liquids facility to increase the

manufacturing capacity to 240 million bottles of liquid orals every year.

Semi-Solid Facility:Kemwell’s semi-solids facility has been operational since 2001. They

manufacture gels, ointments, creams and solutions for various topical and ophthalmic

applications.

Swedish Facility

In 2006, Kemwell acquired a facility in Uppsala, Sweden, from Pfizer, retaining all manufacturing

contracts and people on site. This facility has over 50 years of experience in supplying

pharmaceutical products to countries like the US, Europe and Japan.

The site consists of four separate units, one for making the active pharmaceutical ingredient

(API), second for producing and packaging tablets, capsules and suppositories, third for quality

control and the fourth for warehousing activities. Kemwell has been inspected by USFDA, EU

and Japanese regulatory authorities and supply to over 80 markets worldwide. Their core process

technologies include wet and dry granulation, compaction, blending and high shear mixing, fluid

bed drying, tablet pressing, capsule filling, semi-solid moulding,coating and vision inspection.

It also provide QP release services for Europe for products manufactured at site or outside the EU,

thereby covering the full chain of QA responsibility for API and finished products.

Spread over 14,000sq.mt.The Swedish facility is capable of expanding and adapting quickly to

meet the demands of the customer. Teams of highly trained and qualified staff provide a wealth of

experience to ensure high quality service that is provided throughout the development and

29

manufacturing process.Marrying European and Asian strengths, It can provide with the best

solution from both worlds, for any stage of your product’s lifecycle.

Products Manufactured at Kemwell:

1. GSK CH:

Crocin suspension 120mg/240mg

2. ANGLO FRENCH DRUG CO:

Beplex Elixir

Codylex Linctus

Beplex forte Elixir

3. PFIZER:

Erythrosine Suspension

Corex cough Syrup

Becosules Syrup

Broncorex Expectorant

Benylin-T-Expectorant

Corex DX-cough Syrup

4. MICRO LABS:

Meconery Syrup

Allercet Syrup

Dolokoff

Dolo Suspension

Dolopar Suspension 125mg

Dolopar Suspension 250 mg

Ventryl Expectorant

Silybon Suspension

5. GSK SYRUP:

ActifiedDM Cough Syrup

Dilo-BM Expectorant

30

Dilsosyn Expectorant

Pirition Expectorant

Zuper Suspension

Cobadex Syrup

CalpolSuspention 120mg

Cetzine Syrup

Venrolin Expectorant

Biopharmaceutical Services:

- Process development

- Upstream fermentation for microbial and mammalian cell culture

- Downstream purification

- Aseptic filling in vials or pre-filled syringes

- Lyophilisation

Biopharmaceuticals

Kemwell is building a 15,000 sq.mt. Biopharmaceutical facility in Bangalore, India, in collaboration

with Boehringer Ingelheim, Germany. Kemwell biopharma will offer services ranging from full-

service process development, manufacture, formulation and fill & finish at the cGMP manufacturing

facility in Bangalore as a one-stop-shop through access to Boehringer Ingelheim’s cell line

development with the BI HEX technology platform, followed by a preferred access to the large-scale

commercial production of Boehringer Ingelheim at its facilities in Europe. With this cooperation,

Kemwell Biopharma and Boehringer Ingelheim will provide the customer with state-of-the-art

technology from Europe along with the benefit of low cost manufacturing from India.

Process technology will originate from Boehringer Ingelheim and equipment’s in upstream and

downstream in the new facility will comply with Boehringer Ingelheim’s manufacturing technology.

This will ensure seamless and quick technology transfer and scale-up between Kemwell’s small scale

and Boehringer Ingelheim’s large scale manufacturing facility to reduce time to market for the

customers.

31

The new Kemwell Biopharma facility will be designed for process development, production,

purification and formulation of biologics for early-phase preclinical and clinical studies. The site will

consist of a c GMP drug substance manufacturing facility and a sterile fill and finish facility with a

floor for process development laboratories to support production of protein therapeutics from

mammalian-cell culture or microbial fermentation.

Brief about Boehringer Ingelheim (www.boehringer-ingelheim.com)

The Boehringer Ingelheim group is one of the world’s 20leading pharmaceutical companies.

Headquartered in Ingelheim, Germany, it operates globally with 138 affiliates in 47 countries and

41,300 employees. Since it was founded in 1985, the independent, family-owned company has been

committed to researching, developing, manufacturing and marketing novel products of high

therapeutic value for human and veterinary medicine.

Boehringer Ingelheim is one of the leading companies for industrial customers manufacturing of

biopharmaceuticals by offering the entire production technology chain development and production at

its biopharmaceutical facilities in Biberach (Germany) and in Vienna (Austria).The large scale

manufacturing sites deliver biopharmaceutical products like therapeutic proteins, fusion proteins,

protein scaffolds, monoclonal antibodies, antibody fragments and plasmid DNA. The Biberach site is

specialized in highly efficient mammalian cell culture systems with yields well above industry

standard in animal component free media. The Austria site offers high-expression in bacteria and

yeast with exceptionally high productivities using proprietary systems. In the plasmid DNA

manufacturing arena, Boehringer Ingelheim in Austria has set the standard and supplies early to late-

stage clinical trials with gene-therapeutics and DNA vaccines for its international clients.

SWOT Analysis OF KEMWELL

Strengths

High Technology oriented company

Large exporter of pharmaceutical products

Latest global management practices in contract manufacturing with 100% commitment

Trusted partner for pharmaceutical development and manufacturing services

Leader in Contract manufacturers in India

Customized ERP Systems

Seamless integration with customer systems

Latest manufactures of nasal drops, tablets, liquid orals and creams in india

32

Accreditation with GMP standards

Includes WHO manufactures of top 5 brands out of 10 in India

Weakness

Kemwell has no branded products

The thought competition from global companies like GLAXO and others

The problems in patenting the products

Opportunities

The global growth of diseases

The increase in opportunities in contract manufacturing of pharmaceutical products

The expansion of market leading to global market

Threats

Heavy competition from the global companies

Decreasing profit margin on pharmaceutical products

HUMAN RESOURCE DEPARTMENT AT KEMWELL

Human Resource at Kemwell is concerned with facilitating effectiveness of all Individuals, the main

function of HRD is to design systems and instruments that develop all the organizational units and

create, sustain the culture. Human resources provide a friendly environment for the working

employees and following strict compliance with legal laws. They treat employees as part and parcel

of their organization and provide equal opportunity with great diversity. Table 3 shows the diversity

at Kemwell.

33

Instate Employee Other State Employees NRI Total Employees

384.00

254.00

3.00

641.00

DiversitySeries1

Organogram of Human Resource:

34

GM – Human Resource

Head – Human Resources

HR Executive HR Executive HR Executive

Major Responsibilities:

Industrial Relations Employee Relations Admin House keeping Canteen Security

Major Responsibilities:

Statutory Compliance Talent Acquisition Training and

Development

Major Responsibilities:

Compensation and Benefits

The above diagram shows the procedure for recruitment.

SWOT ANALYSIS OF HR DEPARTMENT

Strengths

Adoption to amendments in regard to compliance with practices of law

Mutual support and cooperation among the staff

Effective appraisal system

Employee satisfaction

Good fit between person and culture

Retention levels are high

Good Internal recruitment policy like referral system

Very competitive in compensation and benefits policy

Approachable to all stakeholders

Excellent team work

Excellent employee recognition and rewards

Has a good reputation among other departments

35

Good rapport with other departments

Availability of HRIS is easy to access.

Weakness

Interview Techniques and selection procedures

On job Training should be even more effective

No proper utilization of resources or HR tools

No standard format for personal files

Cannot adopt to technological improvements

No proper guidance for ambitious talented employees

No sense of personal responsibility towards work

No Hierarchical departmental chart i.e., as per designations, sr, jr etc.

No monthly meeting to discuss about targets to be achieved or general awareness or trends in

HRD

No high competent employees

Lack excellence in communication skills

No technical Competence with in the HR department

No balance score card to review the process

Opportunity

Understanding the job role and contribution for overall business performance

Can train employee and set the goals

As the employee productivity increases, can expand the services

Securing new talent via merge with other companies

More productivity as employees are satisfied with work environment

Employee/Owner development

Heading towards acquiring skills of generalist

Positive attitude of employees bring positive work environment

Staff interest in training and development

Threat

Easy Access of Information to other departments like Accounts and IT

Dependence on other departments for reports

Critical skill shortages

36

Inter-departmental conflicts

Not flexible to changing demands

Seeking no challenging work

Budgetary constraints

Weak communication of goals and strategies

Recession is hitting the country

Competent employees are leaving.

3. PROJECT PROFILE

37

EFFECTIVENESS OF INDUCTION PROGRAM:

Definition: “Orientation or Induction is a process of receiving and welcoming employees when they

first join the company and giving them the basic information they need to settle down quickly and

happily and start work” – By Michael Armstrong

Induction is a socializing procedure by which the organization seeks to make an individual its

achievement of its objective and the individual seeks to make an agency of theorganization for the

achievement of his/her personal goals.

The purpose of induction is to ensure the effective integration of staff into or across the organization

for the benefit of both parties.Research has shown that tailor-made programmes increase staff

retention.

Apart from the project which is been done at Kemwell, I would like to include Culture Audit by The

great Place to work. In the present days, Induction and Culture are the two most important things

which are been neglected in the company. The companies who are most concerned with Induction

and culture audit will have employees trust on them and more advantage at higher employee

retention. I was assigned to work on the culture audit and apply for the rewards of the company in

The Great Place to Work. The below 9 factors describe the Human Resources Practices at Kemwell in

regard to employees.

CULTURE AUDIT

1. HIRING AND WELCOMING

The best is what Kemwell require to excel and hence they take care to hire those who strive for

excellence. They hire candidates who have the required job skill and apart from this we look at

candidates who have characteristics such as team work, motivation, urge to learn etc. Hiring of

employees is through two types:

a. Internal:

Employee Referral

Data Base

b. External

38

Consultants

Campus Recruitment.

Employee referrals are also given importance but the selection of the candidate referred is purely

based on his/her skills.

The new joinees are escorted to the HR department by the security and the joining formalities such as

filling of joining report, nomination forms etc. are assisted by the HR personnel. The HR team

members also make the new employees comfortable by taking them to the canteen for coffee, tea or

even lunch if need be.

Candidates from other states are also hired hence they need to fit into the present culture and for this

purpose the HR team makes arrangements such as providing house on rent or lease, school

admissions for the children of the employee and such other facilities are also provided. For the

candidates who are selected from different places relocation arrangements are also provided and the

charges are borne by the company.

Induction programme is arranged for the new entrants where in they need to visit all the departments

of the organization and learn how they work. This will not only make them familiar to the system but

also help them in the long run as all the departments are interlinked for work to go on smoothly.

Inorder to let the other employees of the organization know that there is newjoinees an e-mail is sent

to all employees with details such as name of the employee, which department he/she will join and to

whom he/she will report to.

2. INSPIRING FOR DISTINCTION

Bagaria Educational Trust provides financial funds for Heart, Kidney and cancer

operations.

KEMWELL has constructed a building for Dalai Lama to set up an Ayurveda clinic.

They contribute a certain amount for cancer research to St. John’s Research centre.

Yearly they contribute Rs 80,000/- as educational expenses of 3 children of Swami

Vivekananda Yoga Anusandhana Samsthana, Bangalore.

An ICU unit has been constructed by Bagaria Educational Trust for Narayana Hrudalaya.

Bagaria Cancer Hospital in memory of Gauri Shankar and Savithri Devi Agarwal has been

contributed by KEMWELL Group.

39

KEMWELL Group also contributes towards eye camp conducted by Swami Vivekananda

Integrated Rural Health Centre, Pavada.

10% of total pretax earnings are used for community purposes annually.

Activities range from educational scholarships (over 300,000 students), medical subsidies

(over 200,000 patients), and the setup of various medical institutes such as Paediatric Care

Units in Narayana Hrudalaya Hospital.

3. SPEAKING THE TRUTH

TRANSPARENCY is what is followed in organization and Management do not hesitate in

communicating to employees aspects through which they can benefit and improve. Employees on

every level know what is expected from them and all the necessary information whether good or bad

is conveyed to the employees through structured channels.

During the recession our Director Mr. Subhash Bagaria gave our employees a relief with the

announcement that the jobs will be safe but cost cutting will be done and costs of all sorts need to be

maintained.

Employees have the opportunity to come forward with their suggestions, plans, grievances etc

through “open houses” which are conducted once in every 3 months. In this procedure the superiors

to whom the employees report will not be present, instead the HOD’s of the respective departments

have a one on one talk with the employees in which they can talk about their the positives as well as

the negatives relating to their work and what they expect from the management as solutions for their

issues.

KEMWELL has come up with another medium through which the employees can communicate with

the management – HRIS wherein they can send an e-mail and put forth their issues. These issues will

be resolved by the HR department even if the problem persists it is escalated to the HOD of the

concerned department.

4. LISTENING

Employees have the opportunity to come forward with their suggestions, plans, grievances etc

through “open houses” which are conducted once in every 3 months. In this procedure the superiors

to whom the employees report will not be present, instead the HOD’s of the respective departments

have a one on one talk with the employees in which they can talk about their the positives as well as

40

the negatives relating to their work and what they expect from the management as solutions for their

issues.

KEMWELL has come up with another medium through which the employees can communicate with

the management –HRIS wherein they can send an e-mail and put forth their issues. These issues will

be resolved by the HR department even if the problem persists it is escalated to the HOD of the

concerned department.

5. THANKING

A job well done requires a “Thank You” to keep employee going and to excel each time.

All the workers received watches form the management as a token of appreciation for achieving the

highest production for the year 2009 and also lunch was arranged by the management for all the

employees to celebrate this success.

Women’s Day was celebrated for the first time at KEMWELL on March 11, 2009. All the women

employees received gifts from the management and also snacks was arranged to appreciate and thank

the women for their contribution towards the organization.

6.DEVELOPING /NURTURING

Talent is what every individual is bestowed with inorder to nurture and develop it, Kemwell provides

its employees with necessary mediums to achieve it. Employees are given opportunity to pursue their

education further.

3 of their employees have got admissions at IIMB.

English classes are arranged for those employees who have been identified by the

management.

Mr. Natesh – Sankrit professor for over 20 years was invited by the company on 12th July, 2009 to

deliver a talk on motivation. This session was conducted mainly to motivate employees so that they

deliver the best results.

While working in a department every individual needs to be actively involved with each other and

they conduct team building sessions so that every employee co- ordinates with each other and

maintain a healthy work environment.

41

7.CARING

Special people receive special care and all the employees of KEMWELL are special and thus all of

them are cared for. KEMWELL is associated with Employee State Insurance Corporation and

Mediassist to provide medical benefits to the employees. The employees who come under the ESI

generally do not get medical assistance of huge amounts hence to lessen the medical burden of the

employees the management pays on behalf of the employees for their medical needs and on a later

stage this amount is recovered from the employees in 3 equal installments.

8.CELEBRATING:

Deepavali is an occasion which is celebrated with lots of pomp and glory and to celebrate this

occasion with employees the company arranges for a lucky draw wherein all the employees receive

gifts.

All the employees are special and when they retire they show care and arrange for a farewell party for

the retiring person and drop the employee till his door step assisted by the General Manger and HR

Manager.

Kannada Rajyotsava is another occasion which is celebrated very grandly in the organization and

during this time each year a blood donation camp is organized in which most of the employees

participate and each one of them receive certificates as a token of appreciation.

Before the celebrations of Kannada Rajyotsava, they also organize sports for the employees such as

Cricket, Volley Ball, Throw Ball etc and activities such as Rangoli competition, Musical chair etc. the

winners of these events get rewarded during Kannada Rajyotsava.

Each year the company arrange picnics for employees along with their families and also the

employees who are no more a part of the organization are also invited to share the fun time with

them. This year the efforts made by the HR department in arranging the picnic at Film City are

commendable.

A Blood donation camp was held on the 20th of December 2009 at T. Begur Village in association

with M/s Social Banking Cell of Rotary Club, in which many of the employees have participated

voluntarily. On the occasion of the anniversary of the inauguration of the Oral Care unit, OCU

celebrated OCU Day on 19th November 2009. The function was inaugurated by Greg Gashoff,

Director – Global Resourcing, GSK, UK. On this day, an educative session on the importance of oral

42

care was held for all the employees of Kemwell, providing the details about the genesis of oral care

problems and the solutions available.

9.SHARING

Transportation facility is provided for the employees of Nelmangala unit and no deductions are made

from their salary. For the employees who are localitiesof Nelmangala auto arrangements are made

along with this the employees are also paid shift allowances as they work in night shifts as well.

For the candidates who are selected from different places relocation arrangements are also provided

and the charges are borne by the company. Arrangements such as finding a house for rent or lease is

done, school admissions for the children of the employee are arranged by the HR department.

3.1 OBJECTIVE OF STUDY

43

The Main Objective of the Study is to understand and analyse the Effectiveness of Induction Program

at Kemwell Biopharma Pvt. Ltd.

To study the Effectiveness of Induction Program at Kemwell

To suggest means for improvement of training

To know the perception of employee regarding the training

To identify how training assists the employee in understanding the procedures and other

norms of the company

To illustrate Advantages and Disadvantages of Induction Program

To understand its effect in reducing the turnover rates amongst newly joined employee

To know the effects of poor induction program

One of the most dangerous workplace situations is when new employee tries to carry out work for

which they have little or no experience or training. There is a chance that they can be affected with

the bad practices which are once learned and it becomes difficult to correct which can be leaded to

high risk situations. To overcome this, it is very important that every employee when joining in a

company must undergo the induction training, they must be provided with the basic knowledge to

perform their task better and also the knowledge on safety and health. An effective Induction program

includes the following which is been followed at Kemwell as well:

Physical Orientation - describing where the facilities and resources

Culture Orientation - details of the organization’s history, mission, values and standards

Product Orientation - details of products and services provided and customers served

Team Orientation - showing how the employee fits into the team/department

Role Orientation - showing how the employee’s role impacts on the business

Job Description - detailing a clear outline of job role and work requirements/responsibilities

Health and Safety - provision of information as a legal requirement

Explanation of terms and conditions – with provision of full details such as Staff Handbook.

Companies spend a vast amount on recruitment just to place right candidates into the job. The

Induction program starts with welcoming new individuals into the organization and introduce them to

the company’s culture and ethical standards, to, indeed help them feel that they have made a right

choice make them to start their new job, committed, engaged and productive.

Advantages of Induction Training:

Helps in knowing the company’s culture and ethical standards which are been followed.

44

Familiarization of employee to the company and its practices

Increases the organizations reputation further more into public

Helps employees to understand the mission and vision, organization goals etc

Creates a sense of belongingness and make them strive towards the goal

Makes employee aware of HR practices like compensation and benefits, Health and safety etc

The employee become more quick at work and very productive

Improves the retention of employees and reduces the turnovers

Results in integration of new employees

Disadvantages:

It is expensive

May take time if employee contribution fails

Getting appointment of speakers is bit difficult

Lowers the morale in employees, if the trainer is not efficient

Poor Induction programme disadvantages:

Integration of employees in a team is poor

Creates low morale among new joined employees

Reduces the productivity

Failure to work under high pressures

May result in additional recruitment which is a loss

Misleads employees to bad practices.

Difference between effective and no effective Induction Programs:

Effective induction decreases the chances of attrition v/s bad induction increase the attrition.

It makes employees more energetic whereas non effective induction demoralizes the new

entrant.

It makes positive impact v/s it possesses negative impact.

It reduces cost v/s it increase the cost.

It increases team work ability v/s it reduces team work ability.

Induction program must include all the aspects of the organization and present for the awareness of

the new employee. Like emergency procedures, facilities, safety issues, rights of the employee, what

to be paid, no harassment, equal opportunity, grievance procedures, employee responsibilities, times,

conduct standards, job function, dress requirements, organizational structure, what it does, how they

fit in, who is their Manager, the functions of different departments, how the employee will be

45

managed, what the performance management process will involve, and his/her role in that process,

are the few concern areas during Induction.

Therefore, we can say that Induction training is very essential for any customer because it helps an

individual to grow within a company and it inculcates more confidence in the employee. During the

induction new appointees should get to know about the organizations, employment philosophy, work

culture and values along with key business process. This makes a new entrant fit into the culture of

organization very well.

3.2 METHODOLOGY:

Sources of Data:

46

Both Primary and Secondary Sources is been used

Primary Data: Primary data was collected with the help of managers of all

departments and individual discussion with the workers in other departments,

Personal Interviews, Company Manuals, Questionnaire

Secondary Data: The data was collected from the company website, annual reports

and Manuals and through the internet, text books, and magazines.

Data Collection method: Personal Interview

Research Instrument: Questionnaire

Scaling method: Likert Scale

Responses were collected on 5 point, 4 point and 2 point scale rate basis

(“Excellent, Very Good, Good, Average, Poor, Strongly agree, Agree, Not sure,

Neither Agree nor disagree, Disagree, Yes and No)

Sample size: 18

Sampling technique: Convenient Sampling

Tool used: Percentages and Frequencies generated using SPSS software.

Limitations of the Study:

1. Some of employees were not interested to fill up the questionnaire

2. Time constraint was one of the limitations

3. Number of people attended the training was only 24, so couldn’t get more responses

4. Unavailability of employees for the response on questionnaire.

5. Another branch was too far, from the head office, where it was difficult to get the samples.

4. OBSERVATION AND ANALYSIS

47

After the data was collected, qualitative analyses was used in compiling and interpreting the data. The

responses were categorized and weightage was assigned to the responses. The comparison of

responses of different sample is taken into consideration and based on which the graphs and charts are

prepared. The Total employees working in Kemwell are 641 as the below graph indicates the same.

Table 4 shows No of employees as per levels

Senior-Management, 12

Staff; 479

Worker; 150

Total; 641

The below table.5 represent no. of employees in each unit.

Biopharma U

nit

Liquid D

evelo

pment U

nit

New Li

quid Dev

elopmen

t Unit

Oral C

are U

nit

Oral S

emi U

nit

Pharma D

evelo

pment U

nit

Semi S

olid U

nits

TOTA

L0

100

200

300

400

500

600

2 6 0 1 2 1 0 1243

134

20 16

10940

117

479

0

76

0 2 2 070

150

Senior Management Staff Worker

Kemwell conducts induction training once in every three months and each department head will be

conducting the induction for their respective departments. For the recently conducted induction

48

training, the batch was very small in number i.e., 24. Out of 24 questionnaires distributed, 18 were

returned. i.e., a sample size of 18 is collected representing 75% response rate.

Most of them expressed their personal opinion that the training was excellent when it is compared to

the other company’s practices. Apart from the training, corporate people visit and conduct the training

for different department. For example: Recently for HR department, Dr. Pallab bandyopadhyay has

taken a session on Managing growth by managing self, Which is very encouraging and appreciate the

management for their contribution towards employee development.

Based on Responses, the data is represented in charts and tables along with the personal opinion of

the employees.

As per my study, it is found that employees between age group 25 to 45 years are around 78% and

22% are less than 25years the below table no. 5 represent the same.

less than 2522%

between 25 to 45

78%

Age

The below table and pie chart no. 6 represent the departments participated in the providing their

opinions.

 Frequen

cyPerce

ntAnalytical development 2 11.1QC 8 44.4QA 4 22.2Admin 1 5.6Projects 1 5.6Production

1 5.6

49

HR 1 5.6

11%

44%22%

6%

6%

6%6%

Departments participated

Analytical development QC QA

Admin Projects Production

HR

The Below Chart no. 7 represents the rating on Structure of Induction training, 55.6% people say the training was structured well, 27.8% say as average and 16.7% people feel that it is poor. Few employees feel that there is currently lack in the structure provided to new employees. There was no formal need analysis undertaken with new employee without which they are exposed to work. While inducting the individuals, they should have included more information about other departments which would help in familiarization of products generated in other departments which would be helpful to them.

Frequency Percent Valid PercentCumulative

PercentValid good 10 55.6 55.6 55.6

average 5 27.8 27.8 83.3poor 3 16.7 16.7 100.0Total 18 100.0 100.0

good average poor Total0

20

40

60

80

100

120

105 3

18

55.6

27.8

16.7

100

Frequency Percent

The below chart no. 8 represent the rating on duration of the training in understanding the procedures of the company. Here, only 16.7% from analytical department rated that they were able to understand

50

the procedure and rest others 83.3% rated as neitheragree nor disagree. Some of the employees expressed that the trainer was not very elaborative in regard to the procedures and had consumed less time in providing the training. More over they are not provided with the employee handbook which would have helped them for reference.

Frequency Percent Valid PercentCumulative

PercentValid strongly agree 3 16.7 16.7 16.7

neither agree nor disagree 15 83.3 83.3 100.0

Total 18 100.0 100.0

strongly agree neither agree nor disagree Total0

20

40

60

80

100

120

3

15 1816.7

83.3

100

Frequency Percent

The below chart and table no. 9 indicates the rating on training. 44.4% was rated good and average as well, 11.1% rated as poor. Almost 16% employees said that the training was beneficial, rest said that they would have included the services of other departments and its facilities and recently faced issued by the management. Training has briefly highlighted with the pharma Industry and their respective departments. Most said that the trainer was very efficient in teaching the subject and among the employees there are few who wish to attend the training once again.

Frequency Percent Valid PercentCumulative

PercentValid good 8 44.4 44.4 44.4

average 8 44.4 44.4 88.9poor 2 11.1 11.1 100.0Total 18 100.0 100.0

51

good average poor Total0

20

40

60

80

100

120

8 82

18

44.4 44.4

11.1

100

Frequency Percent

The table no. 10, 11, 12 and 13 below is divided into four parts like understanding of company values, ethical standards, job description and strengths & policies of the company. We can say that there are few departments where the information about company standards is not informed. In particular if we say, projects and production department gave poor rating compared to other departments. Each department must inform about their strengths along with the policies which would help them in dealing with the customer better. Ethical standards plays a vital role in the company, it is mandate that every employee behaves ethical in the organization. Department should make its best efforts to impart their ethical, cultural values to its employee.

Understanding of company values (Table no. 10)

Frequency Percent Valid PercentCumulative

PercentValid very good 4 22.2 22.2 22.2

good 9 50.0 50.0 72.2average 4 22.2 22.2 94.4poor 1 5.6 5.6 100.0Total 18 100.0 100.0

very good good average poor Total0

20

40

60

80

100

120

49

4 1

1822.2

50

22.2

5.6

100

Frequency Percent

52

Understanding the Job description (Table No.11)

Frequency Percent Valid PercentCumulative

PercentValid very good 1 5.6 5.6 5.6

good 16 88.9 88.9 94.4poor 1 5.6 5.6 100.0Total 18 100.0 100.0

very good good poor Total0

20

40

60

80

100

120

1

16

1

18

5.6

88.9

5.6

100

Frequency Percent

Ethical Standards(Table no. 12)

Frequency Percent Valid PercentCumulative

PercentValid good 12 66.7 66.7 66.7

average 5 27.8 27.8 94.4poor 1 5.6 5.6 100.0Total 18 100.0 100.0

good average poor Total0

20

40

60

80

100

120

125

1

18

66.7

27.8

5.6

100

Frequency Percent

Understanding of Strengths and Policies (Table no. 13)

53

Frequency Percent Valid PercentCumulative

PercentValid good 12 66.7 66.7 66.7

average 5 27.8 27.8 94.4poor 1 5.6 5.6 100.0Total 18 100.0 100.0

good average poor Total0

20

40

60

80

100

120

125

1

18

66.7

27.8

5.6

100

Frequency Percent

The below chart and table no. 14 represent the Trainer efficiency in teaching the subject, most of the respondents found that the trainer is good among them 14 respondents said that they found his instructions helpful and was very clear with the concepts and followed a step by step process for easy understanding, 2 people said that he was not much detailed and they found it hard to follow him and few were suggesting that there should be atleast one session that should be conducted by the managing director so that employee will get motivated.

Frequency Percent Valid PercentCumulative

PercentValid very good 1 5.6 5.6 5.6

good 11 61.1 61.1 66.7average 4 22.2 22.2 88.9poor 2 11.1 11.1 100.0Total 18 100.0 100.0

The below chart no. 15 shows the rating on whether the trainer was clear in providing instruction with all relevant information. A no. of new appointees felt overwhelmed with the information given at induction time. It was suggested that if the management could provide an employee handbook, it would help them even better in understanding and absorbing the information.

Frequency Percent Valid PercentCumulative

PercentValid neither agree

nor disagree17 94.4 94.4 94.4

54

disagree 1 5.6 5.6 100.0Total 18 100.0 100.0

neither agree nor disagree disagree Total0

20

40

60

80

100

120

17

1

18

94.4

5.6

100

Frequency Percent

The below table no. 16 represents rating are responses to the question whether the training has helped them to be initiative at your workplace. Most of the respondents have become more confident at work and they have come to know where to direct people for relevant information. The training had taken away fear for approaching any other departments and can discuss the issues faced by the team. Employees are now able to bring good coordination at work. Few employees are not satisfied with the training, there were not provided with the proper guidance and information on procedures of the department. Few employees even suggested that, information about the services or products of other department should have helpful to them.

Frequency Percent Valid PercentCumulative

PercentValid not sure 1 5.6 5.6 5.6

neither agree nor disagree 15 83.3 83.3 88.9

disagree 2 11.1 11.1 100.0Total 18 100.0 100.0

55

very good good average poor Total0

20

40

60

80

100

120

1

114 2

18

5.6

61.1

22.2

11.1

100

Frequency Percent

not sure neither agree nor disagree

disagree Total0

20

40

60

80

100

120

1

15

2

18

5.6

83.3

11.1

100

Frequency Percent

The below table and chart no. 17represent employee opinions and views are encouraged during the training. Employees said that they got an opportunity to ask question and have appropriate answer from the management. As the training period was short and people were not so comfortable to ask questions and more over there was no feedback evaluation sheet to know the opinion on the training.

Frequency Percent Valid PercentCumulative

PercentValid neither agree

nor disagree 17 94.4 94.4 94.4

disagree 1 5.6 5.6 100.0Total 18 100.0 100.0

neither agree nor disagree disagree Total0

20

40

60

80

100

120

17

1

18

94.4

5.6

100

Frequency Percent

The below graph no. 18 represent the improvement in speed at work after the training. The employees are provided with brief explanation on what is expected out of them and informed them clearly about their job descriptions, which made them confident to deal with the customers. They don’t make any assumptions at work and feel more comfortable. Few suggested that, they are unaware about the

56

products dealt by the other units, if the same would have been included that would help them in better understanding in regard to any issues.

Frequency Percent Valid PercentCumulative

PercentValid strongly agree 1 5.6 5.6 5.6

not sure 1 5.6 5.6 11.1neither agree nor disagree 12 66.7 66.7 77.8

disagree 4 22.2 22.2 100.0Total 18 100.0 100.0

strongly agree not sure neither agree nor disagree

disagree Total0

20

40

60

80

100

120

1 1

124

18

5.6 5.6

66.7

22.2

100

Frequency Percent

The below table and chart no. 19 represent supportiveness of tools used in the training. Few people were satisfied with the presentation of the program, as the information provided to them as sufficient enough for their routine job. Some were suggesting that trainer would have used a collar microphone and there should be one person other than the speaker provided with remote to turn the slides as it makes session more interactive and avoid unnecessary disturbances. It is also suggested that usage of graphs, videos would make the session interesting.

Frequency Percent Valid PercentCumulative

PercentValid agree 3 16.7 16.7 16.7

neither agree nor disagree 15 83.3 83.3 100.0

Total 18 100.0 100.0

57

agree neither agree nor disagree Total0

20

40

60

80

100

120

3

15 1816.7

83.3

100

Frequency Percent

The below table and chart no. 20 represent the successfulness of communication between the staff and speaker. It is observed that there was no formal evaluation or review by the employees who are attending the session which will give the insight about the effectiveness of the training. Some speakers gave ill presentation; so there was no effective transfer of information. Some department are satisfied with the session especially Analytical, QA and QC, the speaker was efficient enough to make the interaction more effective.

Frequency Percent Valid PercentCumulative

PercentValid neither agree

nor disagree 13 72.2 72.2 72.2

disagree 5 27.8 27.8 100.0Total 18 100.0 100.0

neither agree nor disagree disagree Total0

20

40

60

80

100

120

135

18

72.2

27.8

100

Frequency Percent

The below chart no. 21represent how helpful was induction program in knowing the organization culture well. Some departments have failed to impart the work culture to their respective employees,

58

some were successful at this. Culture plays a vital role in any organization, the company should create a fit between employee and organization which help them to perform their jobs better and makes an employee satisfied with his/her present job which was lacking a bit in the training. This is how we find some of the employees leaving the organization and moving for other jobs. Projects, QA, QC and production departments has to take care of their employees and motivate them for better results and create a friendly work environment.

Frequency Percent Valid PercentCumulative

PercentValid strongly agree 1 5.6 5.6 5.6

neither agree nor disagree 13 72.2 72.2 77.8

disagree 4 22.2 22.2 100.0Total 18 100.0 100.0

strongly agree neither agree nor disagree

disagree Total0

20

40

60

80

100

120

1

134

18

5.6

72.2

22.2

100

Frequency Percent

The below table and chart no. 22 represent the opinion of attending the training once again. Some departments were not satisfied with the training and requested for training once again, they have suggested that, more information about other departments and their products, company’s procedure would help them better to perform their task.

Frequency Percent Valid PercentCumulative

PercentValid yes 5 27.8 27.8 27.8

no 13 72.2 72.2 100.0Total 18 100.0 100.0

59

yes no Total0

20

40

60

80

100

120

513

18

27.8

72.2

100

Frequency Percent

The below table and chart no. 23 represent the time period of the training is too long. It can be observed by the table that, about 11.1% of employees feel the training period of too prolonged and trainer was too much detailed. Among all, one employee suggested that the training period would have been extended as it was too short to absorbing the information. Other than this, people of other departments were made to wait outside the conference room and made the area little rushy.

Frequency Percent Valid PercentCumulative

PercentValid agree 2 11.1 11.1 11.1

not sure 2 11.1 11.1 22.2neither agree nor disagree 3 16.7 16.7 38.9

disagree 11 61.1 61.1 100.0Total 18 100.0 100.0

agree not sure neither agree nor disagree

disagree Total0

20

40

60

80

100

120

2 2 311

1811.1 11.1

16.7

61.1

100

Frequency Percent

The below table and chart no. 24 represent the ergonomics at training. It is observed that, the training was conducted in a small conference room, where a proper seating arrangement for all employees was

60

not possible. Some of the employees were unable to take down the notes as the seating was no so proper and filled with chaos and interaction was less due to unnecessary disturbances and uncomfortable feeling.

Frequency Percent Valid PercentCumulative

PercentValid yes 13 72.2 72.2 72.2

no 5 27.8 27.8 100.0Total 18 100.0 100.0

yes no Total0

20

40

60

80

100

120

135

18

72.2

27.8

100

Frequency Percent

The below table and chart no. 25 represent whether the material provided at training was sufficient enough for employees, for some departments the presentation was enough to understand their role. Others were not very satisfied. It is also observed that they have not provided employee hand book which would explain them the policies and their role in the company. Employee handbook is a integral part of the training which was lacking at Kemwell.

Frequency Percent Valid PercentCumulative

PercentValid strongly agree 1 5.6 5.6 5.6

agree 3 16.7 16.7 22.2neither agree nor disagree 14 77.8 77.8 100.0

Total 18 100.0 100.0

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strongly agree agree neither agree nor disagree

Total0

20

40

60

80

100

120

1 3

1418

5.6

16.7

77.8

100

Frequency Percent

The below chart and table no. 26 represent the impact on work culture. Most of the employee responses were neither agree nor disagree; there was not much effect on the work culture after the training. Some people said that, it has impacted to know the departments well became more confident in dealing with the customer and also lost the fear to approach other departments for any quires and take their respective suggestions.

Frequency Percent Valid PercentCumulative

PercentValid not sure 1 5.6 5.6 5.6

neither agree nor disagree 16 88.9 88.9 94.4

disagree 1 5.6 5.6 100.0Total 18 100.0 100.0

not sure neither agree nor disagree

disagree Total0

20

40

60

80

100

120

1

16

1

18

5.6

88.9

5.6

100

Frequency Percent

All these observations were based using SPSS software using percentages and frequencies and

charts.Kemwell is a growing company, where in opportunities are more, employee are satisfied with

62

their job and their salaries. The below graph is an example for the growth in their salaries taken from

the balance sheet of Company for the year 2008, 2009 and 2010, the below chart no. 27 represents

same.

Salaries, Wages and Other Benefits to

Employee

Contribution to Provident and Other

Funds

Workmen and Staff Welfare Expenses

Total0

20000000

40000000

60000000

80000000

100000000

120000000

140000000

160000000

128902558

9125273 10690917

148718748

104051431

7092856 7097572

118241859

72780350

5695965 5573659

84049974

2010 2009 2008

5. FINDINGS

The Induction program carried out at Kemwell Biopharma is for once in every three months for one

day to all new joinees. Each department head conducts training for its own department.

The below are the findings which are based on my observations:

It is observed that the training was conducted in a conference room where in there was no

proper seating arrangement as it becomes difficult for the employee to concentrate on what

speaker is presenting and moreover, they were unable to take the notes.

Training style was very formal, the presentation was without graphs and charts and others

which indicate the growth of the company or other factors

The involvement of Managing director was not there, which would have motivated the

employee if at least one session was taken.

It is observed that only department wise training was conducted, which formed a rush in the

area and people where in waiting for their turn.

During the training, all employees were not provided with the introduction of all other

departments and its products

It is found that there is no evaluation or feedback form after the training is conducted.

63

Most of the employees were not aware of other departments and suggested for atleast videos

of them.

The training session was too short which makes session not very interactive

Some of the departments were not aware of company values and culture

Employee hand book were not provided for their reference and understanding of procedures

Departments like production and project were not much satisfied by the trainer efficiency to

teach the subject and also with the structure of training. For QC department, training was not

well structured however, they were happy with the training and understanding of procedures.

6. RECOMMENDATIONS

Induction training should be conducted timely particularly soon after an individual employee

assumes duty

During the Induction program, speaker should use the collar microphone in the training room

as some of the speakers voice is not audible due to which some sessions are not interactive.

Most of the employees felt that the training period was too short and can be prolonged with

additional details of the company.

During the training an operator should be assigned for operating the system while the speaker

is presenting.

I also recommend that at least one session should be addressed by the Managing Director of

the company to motivate the trainees.

During the program, I suggest that speaker should conduct some fun activity in between to get

refresh which make session interactive.

It is observed that employees were not very comfortable sitting in the conference room with

no proper seating arrangement and it will be even difficult to take down the notes while the

speaker is presenting.

64

Departments like projects and production were not so satisfied with the training, I would

recommend to conduct the training for those batches again or else, the training should be well

structured and impart the company’s culture and values.

They must provide Employee Handbook, which will save time and cost.

Speaker must inform the audience of what the company expects out of them which makes

easy for employee to work and be prepared.

Distribution of Evaluation or feedback from will help speaker to be more effective and present

better.

7. CONCLUSION

Human resource is the most crucial asset of an organization. Taking a closer perspective, it is the very

quality of this asset that sets an organization apart from the others, the very element that brings the

organization’s vision into fruition.

Kemwell Biopharma Pvt Ltd being the leading contract manufacturers in pharma industry in India,

they have a great focus on quality, service and safety. Every employee is treated as part and parcel of

the organization, they make employees to know about their Vision, Mission and organization’s goals

and make them a part of it. In any organization, the Induction Training is a very important part of

Human Resource Management System. Yet there are some companies who has not yet realised the

importance of it.

Induction training is important because it plays a vital role to the newly joined employees at the time

of introduction to the new recruit about the organization with which they are integrated into

organization and be more productive.

65

The study on effectiveness of induction helped me to gain insight to the HR practices and know the

factors that have an effect on the induction training. Through my research I understood that effective

training will improve the performance and reduce the attrition rate, it also creates a fit between person

and organization culture and motivates employee development. Most of the company’s fail to face

their challenges as there are not aware of their goals, mission and vision of the organization and

through induction training we impart our culture to the employees and make them productive and

face the challenges to achieve the targets. A suitable and decent induction training stimulates the

involvement of the workforce and therefore likely to improve their performance.

The induction at Kemwell as per the research analysis values, the participated employee overall

feedback is positive conclusion performing its role up to the mark. The training imparted meets the

objectives like Effectiveness of the training and its resultant in the performance of the employee and

helps to motivate employees and helps in avoiding mistakes.

To improve the effectiveness of the program, I have provided suggestions about the possible

outcomes which will have greater effect on induction program that will give better results and be

more efficient.

Internship at Kemwell gave me an opportunity to learn new things related to HR and gave me

practical knowledge about the work in regard to the aspects of management and administration.

8. LEARNING OUTCOME

The industry internship program at Kemwell Biopharma gave an opportunity to face the real

corporate world, where quality, dedication towards the company and work, achieving results with

perfection and satisfaction of the customer, is the main concern. I was equally happy with the

department for my contributions towards the company. In Kemwell I was concerned with Learning

and development department, where in we are been exposed to different departments, HR policies

and bring changes into the HR structures. I had a great opportunity to work about ‘The Great Place

To Work” about the Culture Audit and also we have attended a session ‘Managing Growth by

Managing self’ conducted by Dr. Pallab Bandyopadhyay, HR Manager - Citrix. He is one among the

highest paid HR in India with wide knowledge of Human Resources.

Studying the Effectiveness of Induction program in the organization was a great learning experience.

It helped me in understanding intricacies of HR role in the organization and I understood the factors

66

that have an effect on induction training and how important and Induction is in any organization. The

below are my learning’s:

Understanding the procedure of how to conduct Induction training with important factors

included.

Gained insights into Selection and recruitment and evaluation forms

Gained insight into HR Policies followed at Kemwell

Impact of training and development in performing the day-to-day job activities

Understanding the standard orders of the company.

Understanding the HR practices in a manufacturing industry

Knowledge of various HR functions at Kemwell

Understanding the competencies and job descriptions of each designation in HR

department.

Experience of working in an environment where there great scope for practical learning

An exposure to the organizational culture and climate

An opportunity to work with most of the top management professionals at Kemwell

Finally I would like to conclude hoping Kemwell Biopharma pvt.Ltd. to be successful in the years to

come and be the leader in its boundary.I would like to express my gratitude to our Faculty guide Prof.

Asha P and the Head Human resources, Mr. KVVYS Narayana and Ms.Chaya Devi (HR Executive)

for guidance and I wish the same support continues ahead.

9. ANNEXURE

QUESTIONNAIRE

How Effective is the induction Programme:

Employee Name:

……………………………………………………………………………………………….

Age: …………….. < 25 …………………. 26 to 45 ………………….. >45

Company:

…………………………………………………………………………………………………………

……

67

Department:

………………………………………………………………………………………………………….

Designation:

…………………………………………………………………………………………………………...

1) Do you think the Induction Training was well-structured?

Excellent Very Good Good Average Poor

2) Was the duration of training is ample to understand the procedures?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

3) How do you rate the training program?

Excellent Very good Good Average Poor

4) Have you attended an induction program in your previous company?

Yes No

5) How do you rate the training when you compare Kemwell with your previous company for the

below options?

> Introduction about company and its values

Excellent Good Average Poor

> Able to understand the job description

Excellent Good Average Poor

> Ethical standards of the company

Excellent Good Average Poor

> Strengths & policies

Excellent Good Average Poor

68

6) Was the trainer efficient in teaching the subjects?

Excellent Very Good Good Average Poor

7) Do you think the trainer was clear in providing instruction with all relevant information?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

8) Do you think the training has helped you to be initiative at your workplace?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

9) Do you think there should be any changes in structure? If yes provide your answer in the below

mentioned box?

Yes No

10) As a trainee were you able to express your personal experiences and views in the session?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

11) Did the training improve your speed and productivity at job?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

12) Do you think the tools used in the training were supportive?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

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13) Do you think the Communication between trainer and trainee was successful?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

14) Induction program has helped me in knowing the organization culture well?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

15) Do you think you need to attend the training once again?

Yes No

16) Do you feel that the training period was too long?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

17) Do you think the ergonomics in the venue was proper?

Yes No

18) The material provided in training was sufficient in understanding the procedures?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

19) I agree that the training has impacted my work culture?

Strongly agree Agree Not sure

Neither agree nor disagree Disagree

20) Any suggestions you would like to mention about the training methods?

70

10. REFERENCES

Source: http://wilsonlearning.com/images/uploads/pdf/pharmaceutical_en.pdf

Source: http://www.britannica.com/bps/5b50a880-f11e-4ef8-9718-3b3edc7eca95

source: http://www.who.int/trade/glossary/story073/en/index.html

www.cci.in/pdf/surveys_reports/indian-pharmaceuticals-industry.pdf

www.idma-assn.org/Speech.pdf

source: www.cci.in/pdf/surveys_reports/indian-pharmaceuticals-industry.pdf

source: http://www.pharmaceutical-drug-manufacturers.com/pharma-industry-statistics/

Comapny Manuals

www.Kemwellindia.com

www.Kemwellbiopharma.com

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www.indiapharma.com

www.thegreatplacetowork.com

What’s the Use of Induction Courses?A Case Study of Three South African Universities

Articles:

Induction training purpose and its effectiveness, employee performance in an organization

Staff induction training guide

How to have a successful new employee orientation program

Induction produces not upto scratch by larachamberbin

Effective staff induction leads to broader benefits by Nadia Williams.

Internet Search:

http://EzineArticles.com

www.eztrain.com/solution/business-solution/employee-induction

www.biz-development.com/humanresource/3.3employeeinduction.htm

www.ksttraining-co.uk/staff-inductiontraning

How to create effective induction program ( www.newemployee.com )

Magazine:

The great Place to work

HRD Updates

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