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Internal Newsletter Novartis (Bangladesh) Limited Issue 1 January 200| | |

Bangladesh excelling in BioCamp 2007

Content

Country President's Message on 2008

Special Feature

Diseases and New Launches

Mixed Bag

Note from the Editor's Desk

Lead Story - BioCamp 2007

Business News

In Focus

Training and Workshops

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Welcome to the first issue of 2008 of Drishti.

Among the topics covered in this issue, our lead

story presents the f irst ever opportunity toparticipate in 2007 BioCamp, which took thestudents few steps closer to the global happeningsin business and biotechnology world and theopportunity to receive first hand experience frompeers and the experts. Particularly we have takentime to focus and establish our commitment to thesocial responsibility and to the development of ourfuture leaders. Which we believe will strengthen therelationship with educational institution and themedia.

Also in this edition of Drishti, you will come acrossthe history of Tongi Plant, initiatives like setting up

Note from the Editor's Desk

pediatric corners, NEM, Aspire, the evolution Animal Health business and our own production sitThe Tongi Plant. You will also find the regul

features among other things.

We do hope that you will find this issue ainteresting and enjoyable read. If you would like tmake a comment about Drishti, or any of the wriups, or suggest a topic that you believe we shoucover in the future, please contact any of theditorial team or write to

Wish you a successful 2008.

Head of Corporate Affairs and CommunicationsRasna Hasan

[email protected]

Dear Colleagues,

With this issue of Drishti we start the year 2008 andcommence implementation of our strategies for the

New Year. Before focusing on 2008, I would like you,with me to evaluate our achievements and missedopportunities of 2007.

The year was another successful period ofachievement milestones both in business ando r g an i z at i o n d e v el o p me n t. W e a r e W E L LPOSITIONED in our market and experiencingSTRONG GROWTH that has strengthened ourbusinesses in the respective markets both withabove market growth and MARKET SHAREIMPROVEMENT. We have simultaneously madeQUALITATIVE IMPROVEMENTS of our organization

with our commitments toward internal and externalstakeholders.

I would like to thank each and every one of you whocontributed to this journey of success with hardwork and dedication.

Our climb of this steep performance hill withchallenges is a difficult one, because our standardsare governed by conformity and marketingstandards that we strongly are committed to.

Over the years, we have built our organization

focused on the key pillar: our people. As usual thisyear we will focus on performance driven byNovartis values & behaviors and leadershipstandards and build on OWNERSHIP of ourrespective responsibilities.

2007 in retrospect

2008 seizing the opportunities

Meeting and going beyond market EXPECTATIONwith our product and services is undoubtedly th

other key pillar of our strength. In each of orespective Divisions, we have existing portfolios annew brands to be introduced. As we began ostrategy of introduction, I encourage you to 'THINDIFFERENTLY' and recount our previous experiencewith that build on strengthening our forte in thfuture.

The challenges will be many, for one, we will agaface the ongoing changes in the market environmenhowever our success will depend on your convictioin our goal.

Goal of Novartis Bangladesh is clear and ambitiou

bu sin e ss grow t h o ver m a rk e t be n ch m arrelentlessly developing our human potential to methe business challenges, and shaping oorganization positively in terms of environment anquality.

Your faith, focus and hard work alone will drive utowards such sustainable victory.

I have profound confidence in all of you as I knowe will continue our successful performance aneven move on the next level of excellence. On behaof Novartis Bangladesh, I wish you personal anprofessional success in the year 2008.

Ashfaque ur Rahman

Country President and Head of Sandoz

Country President's Message on 2008

G o a l o f N o v a r t i sBangladesh is clear anda mbi ti ou s: bus in es sg r ow t h o v er m ar ke tbenchmark, relentlesslydeveloping our humanpotential to meet the

business challenges, andshaping our organizationposit ively in terms ofenvironment and quality.


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In the 21st century, biotechnology istransforming life in many ways throughbreakthroughs in life sciences, medicine,agriculture and food products. This hasbecome a key technology for any nationaleconomy with an eye on the future, as well asa global industry that spans national borders.As a world-leading pharmaceutical company,Novartis shares in the science and passion ofbiotechnology, and extends support to allcountries worldwide in their local development

of biotechnology. We believe the cultivation oftalent with a global vision is essential forbiotechnological innovation. By educatingtalented young people about recent trends inthe biotechnology industry and by promotingregional cooperation, we aim to contribute tothe advancement of biotechnology worldwideand thereby also in Bangladesh.

Novartis International Biotechnology Camp isan educational Camp for students, withobjective to promote the biotech-industry ofdeveloped and developing countries in Europeand the Asia Pacific region by offering them anopportunity to train themselves at the art ofbusiness development and/or Biotechnology.

BioCamp has been hosted by Novartis for thepast 3 years. This year BioCamp took place inTokyo, Japan, at the Academy Hills atRoppongi Hills by Novartis Pharma K.K. Forthe first time representatives from Bangladeshwere present. 2 students, Mr. Sagar Sen and

Ms. Sadia Mahboob, and Mr. Naimul Haque, ajournalist from the prominent daily newspaper,Daily Star, attended the program along withstudents and journalist from various othercountries.

The program started from 6th October andended on the 8th. The students wereaddressed by many experts from Novartis andoutside. To name a few, Mr. Hiroyuki Mitani thePresident and CEO of Novartis Pharma K.K.,

Dr. Reinhard Ambros the Global Head ofNovartis Ventura Fund, Dr. H. Robert Horvitz aProfessor at MIT (Massachusetts Institute ofTechnology) and Nobel Prize winner forPhysiology and Medicine in 2002, Dr. JrgebnBrokatzky-Geiger the Head of HumanResources at Novartis. The three day programwas a mix of speeches by the esteemedspeakers, workshops, question and answersessions and presentations.

The program was a huge success and was aunique experience for our representatives. Mr.Sager Sen, who is in his last semester of hisMBA program in IBA, Dhaka University andMs. Sadia Mahboob, who is in her third year ofher B' Pharm at the Department of Pharmacyin Dhaka University, were both highly excitedand appreciative of the opportunity presentedto them. Mr. Sagar Sen was awarded the BestIndividual Performer and attained manypraises from all the lecturers. He, together withMs. Sadia Mahboob highlighted the brillianceand capabilities of the young minds in ourcountry. We expect that they will pave the wayf o r B i ot e ch no l og i ca l d e ve l op m en t i nBangladesh and along with others will helpmake Bangladesh a successful and prosperousc ou nt r y i n t he B io t ec hn o lo g y a ndPharmaceuticals sector.

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Bringing Biotechnology closer to Bangladeshi studentsFahimul Alam Melveen, Officer HR and Corporate Affairs, Sandoz Division

Lead Story

Sagar Sen and Sadia Mahboob with Dr. Horvitz Sagar Sen with his awa

Dr. Horvitz


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Khan, Project Leader, Sandoz APAC ClustePortfolio Attractiveness Project. SandoBangladesh marketing plan for 2008 was weappreciated and commended for focus andinnovation.

In addition our promotional approac(especially the Vaxtin launch theme) wahighly appreciated by the marketing team

during the best practice sharing sessiotermed Generic Launch Strategy trainingThe innovative performance of Sando(Bangladesh) team was appreciated for focusand creativity, namely, Dhaka Reporters Unity(DRU), patient support program on psychiatryand the establishment of pediatric corners invarious hospitals was also recognized amongsother activities.

At the end, we have come back witappreciation for commendable projects and

marriage of clear focus and competitive toola nd t ec hn iq ue s t o c re at e u sa b leimplementable marketing strategies.

Business News

Customers today are equipped with a greaterdegree of knowledge and sophistication withregard to the goods and services that theychoose to purchase. In order to remaincompetitive, businesses must also becomemore sophisticated in their approach tomarketing and the innovation process. Thisyear's marketing plan meeting and trainingsession was nothing more than challenging

and breaking the rules to achieve the ultimate.Scheduled at The Headquarters of LekPharmaceuticals, a Sandoz Company inLjubljana, Slovenia, the two day trainingprogram, started from the 24 to 28September, 2007.

The programme was divided in two parts,marketing plan and marketing trainingprogramme. In the challenge session countryspecific Marketing Plans for 2008 werechallenged by Mr. Gorazd Hladnik, Head of

Sandoz APAC Cluster, Mr. Ales Koce, Head ofMarket Research, Lek Pharmaceuticals d.d.,Mr. Bruno Nussdorfer, Head SFE Project, LekPharmaceuticals d.d. and Mr. Enayet Ullah

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Challenging and Breaking the rules: Marketing PlanMeeting and Training at Lek PharmaceuticalsMd. Tanbir Sajib, Portfolio Manager, Sandoz Division

Mr. John B. Ketchum, Head of Novartis

Oncology, Asia Pacific Region, v isitedBangladesh from the 10 to12 September,2007 with the objective to build a strategy tofurther strengthen the Oncology business inBangladesh. With the increasing awareness ofcancer among people & patients and gradualdevelopment of expertise & institutions,Bangladesh appears to hold promise for apotential Oncology market - Mr John stated.He participated in an Oncology businessreview session and provided some strategicdirections for further growth of the business.

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Mr. John B. Ketchum visits BangladeshDr. K. S. Arefin, Portfolio Manager, Pharma Division

Mr. John spent a full day in the field to mee

Oncology KOLs and exchanged views anideas with them. He pointed out the fact thaHematology and Thalassemia segment coube the growth driver for the Oncology businesin the near future for the Bangladesh markeOur CPO Head, Mr. M. Mansur Alam, expressehis gratitude and thanked Mr. Ketchum forecognizing the potential of the BangladesOncology market. At the same time rendorsed our commitment to the futurstrategic growth.


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Novartis Animal Health participated in theKendrio Matshaw Mela, organized by theMinistry of Fisheries and Livestock from July23 to July 29, 2007. A good number of fish

and shrimp farmers, hatchery owners,nutritionists, opinion leaders and people fromdifferent sectors of the Animal Health business

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Kendrio Matshaw Mela. 2007Sonaton Ghosh, Manager Aqua Sales, Animal Health Business Unit

were present and visited our stall. Round TableDiscussions (RTD) were the main attractions ofour stall. Through 40 different RTDs, we wereable to convey product messages and

communicate our commitment to the well-being of companion animals and on the healthand productivity of farm animals.

Most children dread going to the doctor andmost of the time for a good childish reason;

after all, most of us still associate the doctorwith painful pinches and awful tastingmedicines! As parents, we always consider agood doctor as one who can put our child atease. Without doubt a good pediatrician willalways approach the child in such a mannerthat the child is not intimidated and afraid butrather intrigued, inquisitive and happy.

Experience has shown that children are scaredand uncomfortable in an unfriendly hospitalwhereas children in a friendly and playful

environment often show remarkable couragein the face of illness. Creating an environmentwhich encourages a child to express his or herfeelings is seen as essential to a successfulpediatric division of a hospital as children arevery resilient, and can bounce back to healthrapidly if given the right environment.

Bearing all these facts in mind and with thecorporate focus on creating marketingexcellence, Sandoz Division has establishedtwo ; one in thepediatric ward of Dhaka Medical College

Pediatric Play Corner

Hospital and another one in the Khulna ShishuHospital. Sandoz Division has undertaken this

initiative in order to focus on Constructive playto relieve boredom and provide reassurancefor parents.

This one of a kind promotional effort, in theBangladeshi Pharmaceutical market, has beenhighly praised by the doctors. Our mission isto bring healthcare of international standard tochildren because children are our future. Asafe, healthy, hygienic and growth promotingenvironment is fundamental to support thehealth of children. That includes physical,

mental and social well-being.

Dr. Abid Hossain Mollah, Professor, Head ofPediatric inaugurated the corner at DhakaMedical College Hospital, and Mr. Md. FirozAlam, Deputy Commissioner, Khulna Divisionwas the chief guest at the Khulna ShishuHospital.

In the future, Sandoz wishes to install morein various

hospitals as we want to reach every child whoneeds physical, mental and social care.

Sandoz Pediatric Play Corner

Because children are precious Sandoz Pediatric Play CornerSujan Kumar Saha, Portfolio Manager, Sandoz Division


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The Footprints of Animal Health Business UnitAbdul Gofran, Head of Logistics, Animal Health Business Unit

Special Feature

In view of the great potential of Animal Healthindustry, Novartis (Bangladesh) Limited, thethen Ciba-Geigy, started marketing AnimalHealth products in Bangladesh in 1977. Thebusiness itself was known as Bio TechnicalProducts or BTP, a Sub-Division of theAgricultural Division. The main focus of thebusiness then was imported house holdinsecticides. With 5 people in the team, BTPoperated in 3 different business segments withproduct imported from Switzerland:

1. House-hold insecticides2. Pest control Services3. Veterinary medicines

In the beginning of 1981, the total sales of thesub-division was only 5 million Taka. and inthe same year, considering the marketdemand, Animal Health Business Unit (AHBU)started private marketing. However due tolarge pack size of those products we couldonly reach big farms. This leaded us to createcustomized pack sizes that enabled us

effectively gain market share from small farms.

In early 1990, Ciba-Geigy Switzerland startedproduct rationalization and most of ourleading products were phased out gradually. Inorder to cope with the changed situation, wecame up with a proposal to setup our ownproduction unit to manufacture the productsspecifically for Bangladesh market. The dreamcame true in 1993 through setting up of TongiProduction Unit which was a milestone ofAnimal Health Business in Bangladesh for

Novartis. Since then, we have been producinga number of generic products besides our ownpatent brands at Tongi Plant.

In 1994 Animal Health separated from thAgro Division and became an individubusiness unit. The Animal Health managemenventured into new market segments in 199when poultry market started demonstratindiversified needs. In addition to our owantibiotics, feed additives were introduced fopoultry. It was a turning point for the AHBand since 1997 the Animal Health busineshas posted double digit growth continuousand today the sales projection for 2007 is 37

million Taka.

At present, there are approximately 15companies operating in this sector. The maselling items are animal therapeutics, feeadditives, vitamin and mineral premixevaccines, disinfectants etc. Novartis AnimHealth Bangladesh is in a leading position idairy anthelmintics, poultry therapeutics anwater soluble vitamins.

We, at Animal Health, have been focusing o

our valued customers by providing innovativand quality products for 30 years. We aproviding door to door service to serve oucustomers and maintaining close relationshwith them. We also provide valuable technicainformation regularly to leading farmerdoctors and consultants. Our business is alsflourishing through continuous support of apoultry and dairy farms, practitioners, feemillers and hatcheries.

Till date, we have achieved 23% growtcompared to 2006 and we are looking forwarto a sustainable double digit growth in thyears to come.


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In Focus

Fundamentals of Rapport Building: The Six CluesMd. Rezaul Karim, Head of Sales, Sandoz Division

The ability to create rapport with others is askill very important for the Sales function.Many people are naturally talented in this area,while others have to strive hard to develop theskills necessary for effective rapport building.We work in a competitive environment wherepurchasing decision is primarily based onpersonal rapport or skill of detailing by thesales colleagues All the leading companies inthis competitive market maintain a minimumstandard of quality and with rigorous pricing

and marketing strategy the competitiveness ofthe sector increases in many folds. Thus it isinstrumental for people in the Sales functionto be able to build effective and efficientrapport to create a differentiating factor withthe prospective customers in order to generatesales. A well recognized sales maxim is that,People do business with people they like!

Successful sales people have a knack formaking people feel important and valued.They understand the value of building trustand rapport early on in the selling process. Itreally does not matter how knowledgeable weare about our products or how many closingtechniques we have mastered, unless one canearn his/her customer's trust and confidence.It is sure that once we have established afoundation of trust and rapport with ourcustomer, we actually have the hard partbehind us and can anticipate making the sale.Below are some fundamentals to buildingrapport, if practiced these will help us build

trust & rapport quickly with our customers.

Whether you like it or not, people formimpressions about you based on such factorsas appearance and attitude. When it comes tobuilding trust and rapport, there is nothingmore important than making a favorable firstimpression. Here are four suggestions to helpyou create a favorable first impression.

1. Maintain punctuality at all times and be well

prepared for your sales call.

Pont 1 - Create a Favorable First Impression:

2. Maintain a well-groomed appearance anddress appropriately to match your product,your company image and reputation andyour customer.

3. Be upbeat and personable, withoutbecoming overly familiar.

4. Maintain eye contact and a smiling face.

It is important that you establish yourcredentials as an expert in your industry as

s oo n a s p os si bl e d ur in g y ou r i ni ti alappointment. Hand out your business card,then mention two or three reasons why youlike working in your industry and for yourc ompa ny . M ak e su re y our mark et ing(promotional) materials look professional andare kept up-to-date.

Before you begin your sales presentation, youmust first warm up your prospect and makethem feel comfortable. A great way to establishcommon ground during the warm up is todiscuss the weather, sports, a local news storyor your prospects favorable subject. If you aremeeting your customer in their home, office orin chamber look at personal items on displaysuch as pictures or awards. Generallyspeaking, people enjoy talking about theirhobbies and past accomplishments.

Successful sales people take notes, listen

attentively, and avoid the temptation tointerrupt, criticize, or argue with theirprospects. It is a good idea to occasionallyrepeat your prospect's words verbatim. Byoccasionally restating your prospect's keywords or phrases you not only clarifycommunication, but also build rapport. Whileit is important to educate your prospect aboutyour products or service, as a general rule, youshould listen more than you talk. Keep yourattention focused on what your prospect issaying and avoid the temptation to interrupt or

Pont 2 - Establish Your Credentials:

Pont 3 - Look for Common Ground:

Pont 4 - Use Active Listening Skills:

S u c c e s s f u l s a l epeople have a knacfor making people feeimportant and valuedThey understand thvalue of building trusand rapport early on ithe selling process.


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dominate the conversation. When yourprospect gives a pause you can do threethings- (1) You can make a statement, (2) Youcan give your opinion on the issue or (3) Youcan use most powerful technique that is ask a

relevant question.

Research indicates that people are born intoone of four primary temperament styles;aggressive, expressive, passive and analytical.Each of these four primary temperament stylesrequires a unique approach and selling strategy.For example, if you are selling to the impatient,aggressive style, they want a short warm up andexpect a quick bottom line presentation. While

at the other extreme, the cautious, analyticalstyle requires a longer warm up period and isinterested in every detail.

P on t 5 - A dj us t t o Yo ur P ro sp ec t' s

Temperament Style:

Under the guidance of Mr. Gorazd Hladnik,Head APAC Cluster, Sandoz is running twoprojects in the areas of Marketing and Saleswith the broader objective of improvingefficiency. The Marketing project started at theend of May, 2007 with the following strategicgoals

1. Realize APAC cluster growth strategy andestablish the leading brands

2. Achieve preferred supplier status andmarket leader posit ion in selectedinstitutional buyers categories in all APACCluster markets

3. Develop best in class generic marketing inthe regionWithin the scope of the project, productsubmission plans for 2008 for the countries,driven by Bojana Dragovic and JiqingMadeleine-Wang, Commercial OperationsLeaders have been finalized.

Marketing Plans for 2008 have already beensubmitted and approved by Lek, Bangladesh,Pakistan and the Philippines, whose plan waschallenged and approved with the help of

Pont 6 - Understand Body Language:

Body language is a complex mixture omovement, posture, and tone of voicResearch indicates that in a face-to-facconversation, over 65% of our communicatio

is perceived nonverbally. Our body languagreveals our deepest feelings and hiddethoughts to total strangers. In additiononverbal communication has much greateimpact and higher reliability than the spokeword. Therefore, if your prospect's words wernon-match with their body language gestureit would be wise to rely on their body languagas a more accurate reflection of their trufeelings. Be mindful of your own bodlanguage gestures and remember to keethem positive by (1) unfolding your arms, (2

uncrossing your legs, and (3) nodding youhead in agreement, and smiling frequentwhere applicable.

M arke ting S ervice s, a nd rea dy to bimplemented in 2008. Malaysia, Singapoand Vietnam also submitted their marketinplans and currently await approval.

Functional competency development is one othe key performance drivers within the APACluster, and with the guidance of Mr. GorazHladnik, quite a number of training programhave been organized for marketing colleaguein Slovenia and Bangkok.

An award system for marketing colleagues fobest practice sharing will also be introducesoon. It is expected that all these activities wallow us to further develop our businesses anmarketing effectiveness to post even bettegrowth in the coming year. I wish all sales anfield colleagues the best and thank them fotheir cooperation and support over the year.take this opportunity to commend ouPortfolio Team for their dedication and effortthis year. It is imperative that we strive hardeto achieve the performance levels that we artruly capable of attaining sp that next year wcan post even better growths than this yeaand more than the budgeted growth.

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Growth Driving Product PortfolioMd. Enayet Ullah Khan, Head of Marketing, Sandoz Divison


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0

Thalassemia is a disease which refers to somegenetic blood disorders af fecting theproduction of hemoglobin. Thalassemia canmanifest in the form of anemia, enlarged liverand spleen, bone deformities and at times, thedisease progresses to life threateningmanifestations.

According to a report of WHO, 7% of totalpopulation in Bangladesh are Thalassemiagene carrier and around 0.35 million patients

are actively suffering from the disease. There isno curative treatment of the disease exceptbone marrow transplantation which is anexpensive procedure and an appropriatedonor is needed. So, blood transfusion

Tiamutin is a worldwide popular brand for thecontrol of Mycoplasmosis, one of the mostcommon chronic respiratory poultry diseasesworldwide. In Bangladesh it is one of our topthree brands in poultry sector. We have beensuccessfully marketing Tiamutin 45% since itwas launched in 2001. With an objective tofurther increase our market share we havelaunched Tiamutin 15%, a brand extension ofTiamutin, on September 06, 2007. The launchw as d on e i n p re se nc e o f r en ow ne d

veterinarians, consultants, key opinion leaders

remains the mainstay of treatment. Butrepeated transfusion warrants a potentialhazard that is iron overload which results indeposition of iron in heart, liver, pancreas &other endocrine organs. As human bodycannot excrete extra iron, the only way tohandle this situation is to mechanically bindiron through some chelating agent.

Considering the extended need of chelation,Novartis has made available

in Bangladesh again. In addition globally,Novartis has launched in some key markets,Exjade (deferasirox) - the first and only once-daily oral iron chelator which has significantlychanged the outlook of iron chelation therapy.

Desferal injection

and experts from different organizations. Dr.Priya Mohan Das, Professor, BangladeshAgricultural University presented the keynotepapers during the launch program.

Tiamutin 15%, is available in 10x100 gmpacks at an affordable price. It will strengthent h e T i am ut i n b ra nd f ur t he r t o wa rd simprovement of poultry health and fortify ourstrong position in the Bangladesh PoultrySector.

Thalassemia and mandatory iron chelation

'Tiamutin 15%' : A new hope for Mycoplasmosis Control

Dr. K. S. Arefin, Portfolio Manager, Pharma Division

Dr. Ripon Kumar Paul, Product Executive, Animal Health Business Unit

Diseases and New Launches


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09

Celebrating Boshonto at the Head Office Abdur Razzak and his son, Shomratat Durbeen

Screening for Hypertension on InternationalHypertension Day

Sagar Sen and Sadia Mahboob at BioCamp 2007

in Tokyo, Japan

Associates performing at the Cultural Show during

Town Hall Meeting in January 2007

Associates at Town Hall Meeting in July 2007

NOVARTIS (BANGLADESH)

Associates enjoying the 10 Years Anniversary


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LIMITED IN 2007 1

NBL Associates at the APAC Excellence Awards 2007

Participants at COMPASS

Community Partnership Day 2007

Interactive activities during CPD NBL extending f inancial support to the Chief Advisor'sRelief Fund for flood victims

Birthday celebration at the Sales Center


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Movers and Shakers

Mixed Bag

Mr. Ahmed Obaidur Rab,

Mr. Salim Solaiman,

joined Novartis Animal Health UK Limited as a Financial Accountaneffective from 1st October, 2007. Prior to this position, he was Finance Manager of NovartAnimal Health, Novartis (Bangladesh) Limited. During his professional career in Novartis, MRabb became the Regional Champion for Finance in-control and assisted in the implementatioand validation of NFCM controls in the Asia Pacific region. He was instrumental in implementinSAP in Bangladesh in 2002.

Head of Marketing, Pharma, has left NBL on a short term assignment lastinone year, and has joined the Singapore CPO as Business Head, with effect from December 012007. In the Singapore CPO, he will be looking after the marketing and sales of the CPObusiness.

Births

Noirhit

Son of Subarna Ghoshand Sonaton GhoshManager, Aqua Sales, AH BU6th October,2007

Training and Workshops

Strengthening Emergency Management at NBLFahimul Alam Melveen, Officer HR and Corporate Affairs, Sandoz Division

"NEM (Novartis Emergency Management) is acompulsory corporate system which effectivelymanages any physical or chemical incident,product emergency, or other critical situationswhich could have a negative impact onpersons, the environment, company property,and / or reputation. In an emergency itestablishes the internal decision-makingstructures and procedures to be followed."

The Holiday Inn Central Plaza was the venue

for the NEM workshop for Asia on the 18 ofOctober 2007. The workshop was conductedby instructors from Dyson Consulting andNovartis Associated from Corporate NEM andBCM, HSE and QA.

th

The workshop was divided into two parts. Thfirst part concentrated on the structure of thNEM System, its objectives and methods ooperation. The next stage was a PandemSimulation Exercise where the participants hato face a rigorous program that tested oucapabilities to take the pressure if and whethe real situation arises. With a total of 2participants a good percentage claimed ththe workshop met their requirements anenhanced their knowledge on the situatio

and activities to be performed during pandemic.


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1

ASPIRE

The Success formula: ANVISA inspection

Shashwata Prosad Das, Portfolio Manager, Pharma Division

Dr. Shariful Alam, Head of Quality Assurance, Tongi Plant, Sandoz Division

At Novartis, we practice a particular set ofvalues & behaviors that have been engraved inour culture. These values & practicesdifferentiated us globally and locally from ourcompetetors.

The continuoius changing environment asks

for an increasing level of innovation andrequires motivated & goal oriented humanresources. We need to find new ways to createan inclusive and inspiring work environment,f re e u p t im e a nd e ne rg y w it hi n t heorganization and foster a culture of innovation,so that we can take on the exciting challengesof multiple launches, drive continued externalfocus and sustainable growth.

As a key export market it is imperative tomaintain utmost quality standards andcontinuously perform well in any GMP audit ofthe Plant. ANVISA is the abbreviated form ofA G N C I A N A C I O N A L D E V I G I L NCIA SANITRIA, i.e. National Agency ofSanitary Surveillance, under the Ministry ofHealth of Brazil. Approval of ANVISA in favor ofNovartis (Bangladesh) Limited or otherNovartis Country Organizations is a must forSandoz Brazil to import products for theircountry.

Novartis (Bangladesh) Limited has beenexporting finished dosage forms to Brazilthrough Sandoz Brazil since 2001. TheNovartis Tongi site is an approved productionsite for products for European, South Africanand Brazil Regulatory Authority, and to remainone we undergo audit every two years interval,.

With this in mind Novartis has indroducedAspire, which stands for achieving sustained

performance through innovation, recognitionand empowerment. Aspire is a program ofcultural change that encompasses manydifferent initiatives.

To be driven by ASPIRE, Novartis needs toimplement three (03) aspects in all itsprocesses:(a) Unleash the full potential of people(b) Free up time & energy within organization(c) Exceed patient & customer expectations

This evolves around the idea of giving the bestfor the job, and help others in the process, andat the same time set aside time for family andfor relaxation. Continuous Innovation is keyhere to create better & simpler ways of gettingthe job done.

Feel ASPIRE, Realize the essence of ASPIRE, &Practice ASPIRE. Be a successful professional &make Novartis the most successful company.

The first ANVISA audit took place in 2002,then in 2004 and lastly in November of 2007.We have successfully completed the auditwithout any critical/major observation andhoping to receive the approval soon.

The Brazilian market is a strategicallyimportant market for Novartis (Bangladesh)Limited's export business. The products

exported to Brazil are mostly film coatedtablets produced by the Sandoz Division andcomposed of Alendronate, Azithromycin,Clarithromycin , Mirtazapine, Ramipri l ,Setraline and Simvastatin.

The Export business with Brazil constitutedabout 18% of our total export revenue in2006. Therefore from a business point of viewthe inspection was of great importance andstrategic value for Novartis (Bangladesh)Limited.


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A B M Yusuf Ali Khan, Manager IR & Admin. Sandoz Division

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The Changing face of Tongi

Novartis (Bangladesh) Limited (NBL) cameinto existence with the global merger of Ciba-

Geigy and Sandoz, two Swiss Healthcare giantsin 1997. From early 1970, Novartis - thenknown as Ciba-Geigy - engaged in trading withvarious chemical and healthcare products inBangladesh. The Bangladesh group companywas incorporated in 1973 with the 40%partic ipation of Bangladesh ChemicalIndustries Corporation (BCIC). In a first jointventure agreement of both partners in 1980t he i nv es tm en t i n a c ro p p ro te ct io nf ormula t ion p lan t in C h it tag ong wasimplemented. In 2000 Novartis decided on a

global basis to spin-off the agro business andthe former Crop Protection Business of NBL atpresent continuing with the business partnerBCIC, under the authority of Syngenta as aseparate legal entity.

In a second joint venture agreement in 1988NBL and BCIC invested in a pharmaceuticalsproduction plant in Tongi for life-savingproducts fitting the needs of the country. Thestate-of-art manufacturing plant of Novartis(Bangladesh) Limited was established in 1989with an annual capacity of 200 milliontablets/capsule. The first buildings were raisedin 1989 and commercial manufacturing wasinitiated in 1990. Total headcount was 65(Mgmt. 20 & 45 Associates). In 2002 theproduction facility expanded and with theexpansion the capacity increased to an annualp ro d uc ti o n c ap ac i ty o f 6 00 m i ll i ontablets/capsules. Now the Total headcount ofthe Plant 217.

The Sandoz Division of NBL is the owner othe Tongi Plant. The plant is located about 2

Km north of Dhaka city and cover an area oabout 36,634 m . The site is surrounded in thnorth by a 10 m wide road beyond which oncan find the village of Tongi, in the web or de re d b y f ie ld s, i n t he e as t t hpharmaceutical factory of Eskayef, and to thsouth and southwest the site lies adjacent tthe river Turag.

The site comprises of buildings for productioquality control, IT, warehousing, engineerinsupport, product development, animal healt

p r od u ct i o n, s t o ra g e o f i n fl a mm a bsubstances, diesel storage for generatoincineration, water supply, waste watetreatment, vehicle repairs, offices and thcanteen along with a guest house and guarbarrack. A scrap yard for retaining samples also present.

Pharmaceutical Production comprises of twsections dealing with Manufacturing anPackaging. Most of the active substances usein manufacturing are supplied by Novartis AGBasel, Switzerland & Sandoz GmbH (Novartis Company) Kundl, Austria. Most of thauxiliaries used for production are bougfrom approved supply source of Novartis AGBasel, Switzerland and Sandoz GmbH AustriSecondary packaging materials are bouglocally from third parties.

Apart from producing globally developepatented & generics drugs, traditionally TonPlant was instrumental in local development o

f inished pharmaceutical products e .Famotodine, Ciprofloxacin, OmeparazolSparfloxacine, Diclofenac etc. Since 199Tongi Plant has been producing finished drugfor export purposes, but after the recenexpansion the Plant became a global supppoint for Novartis generics. Besides, we havbeen successfully toll manufacturing Rochproducts like Toradol, Naproxen, DormicamTilcotil, Revotril, Dilatrend from mid of 2006.

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1

From one of the most experienced productionoperator of the plant:

Md. Abul Kashem, Emp # 2012, SeniorProduction Foreman, started his journey with

Novartis, then Ciba Giegy, on 3 September,1989. According to him his long tenure withNovartis derived from amicable working

environment. One of his lasting memories isfrom the time in the year 2004 when he metwith an accident at work. He treasures thesupport and cooperation he received from hiscolleagues and the company. He wishes

success for us and looks forward to the samesupport he has been receiving from Novartisfor the past 3 decades.

Longest serving Associates of Tongi Plant

FARIDUDDIN AHMED

MD. ANWARUL KABIR

MD. AFAZUDDIN

MD. ABUL KASHEM

MD. ZIAUL HOQUE

MD. MONIRUZZAMAN MOLLICK

Manager, Warehouse

Sr.Production Foreman

Production Operator II



Sr. Production Supervisor

October 1972

September 1989

November 1989

September 1989

September 1989

September 1989


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Novartis (Bangladesh) Limited

Phone FaxE-mail Website

House 50, Road 2A, Dhanmondi, Dhaka-1209, Bangladesh8615302-8 880-2-8613489novartis bd@gx novartis com www novartis com bd

Shah Mohammad Ibrahim, Ashfaque ur Rahman and M. Mansur Alam

Melveen F. Alam, A.B.M. Yusuf Ali Khan, Nadera Rownak, Shashwata P. Das, Rasna Hasan and Tanbir Sajib

Advisory Board

Editorial Board

drishti_dec07.pdf

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