VOLUME-15 ISSUE-1 SEPTEMBER 2014

Human Centred

Innovation

The Dr. Reddy’s Annual Leadership

Summit 2014

Editorial

Regards

Malasri RoyEditor

Contributors

Malasri Roy : Cover StoryPreetha S : Global ConnectAbhishek C Gupta : The CALL SummitJagjit Singh & Naqi Abbas : SMT UpdateManpreet Singh & Brijesh Patel : UnwindTeam CPS : The Power of NowVenkat V : Budding PhotographersTeam DRF : Corporate Social Responsibility

Editor : Malasri RoySub Editor : Shilpi Lathia

Dear Colleagues,

In this issue the spotlight is on the Dr. Reddy’s Annual Leadership Summit. Since 2008, every year our Management Council Members and a select group of Leaders spend some time together to set the pace for key organisational priorities. Our Cover Story will help you understand more about this Summit through the learning experiences shared by participants. We would like to thank our Leaders for sharing their interesting and detailed accounts with the readers of Elixir.

Under Global Connect you can read more about the recently held Annual Investment Forum in Sochi. This forum is addressed by the Prime Minister of Russia, and the plenary speaker this year was our Chairman, who represented both our company and our country. Under Special Feature we have covered the CALL Summit held in Hyderabad during the fi rst week of September. It had colleagues from various geographies get together and participate in stimulating workshops and discussions.

In Up Close & Personal this time we get a glimpse into the personal side of Umang Vohra, Executive Vice President & Head- North America Generics. The Travelogue on Venice has been written by two kids, Muskan and Aditya Shukla, and we would like to thank their dad Jayadeep Shukla, Country Head – Venezuela, for their effort.

And fi nally in The Last Word our CEO shares his thoughts on the Annual Leadership Summit, its purpose and how it creates value for the organisation, with special mention of the learnings from the 2014 Summit.

We hope you enjoy reading this issue. Please share your feedback and/or story ideas with us at elixir@drreddys.com.

CorrespondentsKrishna Vardhan Kontheti API Hyderabad Plant Murali Krishna Kurada API Hyderabad Plant 2Sridevi NB : API Hyderabad Plant 3Midhun MR API Hyderabad Plant 4Kameswara Rao Ganti API Nalgonda PlantDibya Jyoti Takoe API Srikakulam PlantDK Hemanth Kumar Formulations Hyderabad Plant 1Aru Saxena Formulations Hyderabad Plant 2Siddharth Dwivedi Formulations Hyderabad Plant 3Ravi Kumar Kukkala Formulations Yanam PlantNarvada Joshi Formulations Baddi Plant 6&8Santosh Kumar Mukhlal Formulations Vizag SEZ PlantRamesh Gudepu Formulations Srikakulam Plant (SEZ)Sirisha Moparthi API HOPuja Dhillon Technology Development Centre Hyderabad 1Monalisha BiologicsPiali B Proprietary ProductsDebashree Mukherjee IPDO

Marissa Tauriello PrincetonMike McCorkle ShreveportVishwas Muthyala Slough / BeverlyKatie Hardcastle Mirfi eldKanupriya Sharma CambridgeJanet Garcia MexicoPankaj Phatak South AfricaPrithwiraj Chaterjee JamaicaMarian Balaso iu RomaniaValentina Polegeshko UkraineE KVVH Vamsi Mohan KazakhstanMaria Virginia Pompa VenezuelaPreetha S Emerging MarketsJay Nair DRFHENishtha Taposh Global Generics IndiaAaron Trevor Dsouza Corporate Offi ceRosanne Maria Mathias Leadership AcademyShweta Majumdar Aurigene BengaluruVeerendra Patil Aurigene Hyderabad

Elixir is edited and published by Corporate Communications for and on behalf of Dr. Reddy’s Laboratories Limited, Road No 3, Banjara Hills, Hyderabad - 500034.All news and articles are selected and suitably edited at the discretion of the editorial team.Elixir is for internal circulation, distributed only to employees of the company. Information from it should not be printed or reproduced without the prior approval of Corporate Communications.Designed by Priyadarshini Advertising Pvt Ltd, Hyderabad.Printed at Kala Jyothi Process Pvt Ltd, Hyderabad.

VOLUME-15 ISSUE-1 SEPTEMBER 2014

Human Centred

Innovation

The Dr. Reddy’s Annual Leadership

Summit 2014

INDEX

Annual Leadership Summit

04 - 17SMT Update

48 - 53

Global Connect22 - 29

Unwind62 - 65

News Diary 34 - 43

Up Close and Personal

70 - 71

Roadmap to the Future

18 - 21CSR

54 - 61

Travelogue30 - 33

Budding Photographers

66 - 69

Brand New44 - 47

Special Features

The Last Word

72 - 79

80 - 83

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The Dr. Reddy’s Annual Leadership Summit

5

Every year our Management Council Members and a few select Leaders spend some time away from work at the Dr. Reddy’s Annual Leadership Summit, the ALS in short. This Summit is a platform for our Leaders to network, develop common perspectives on organisational priorities, and focus on personal leadership and growth. Initiated in 2008, the ALS is held annually over a period of 4-5 days at Boston (except in 2013 when the Summit was held in Mumbai), and world renowned experts and Ivy League faculty are invited to stimulate collective thinking. So how does this Summit create an impact on the organisation? We reached out to participants and anchors to understand the purpose, themes, and overall impact of this Summit.So here is all that you need to know about the Dr. Reddy’s Annual Leadership Summit, this year’s and those held in the past, as well as glimpses of some lighter moments.

6

Since the time the idea of an Annual Leadership Summit was mooted by one of our former directors several years ago, the Summits have become institutionalised within the organisation. They have laid the foundation for a tremendous learning opportunity for the leadership group in the company. Each program has a distinct theme, topical at that point of time and with inputs and insights from world class faculty, our leadership group gets a week of top class engagement with an open dialogue in a classroom setting. And every program on the last day sets an agenda for some actionable items that are then followed through to create impact in the organisation. Much has happened every year at these Summits, and the actions thereafter have created signifi cant value for the company and will continue to do so in the coming years.

Satish ReddyChairman

Designed to create signifi cant value for the company

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Human centred innovation was this year’s theme. We wanted the theme to tie in with our brand journey and our goal of putting our “patients fi rst” and this came together nicely. At this year’s Summit we imagined ourselves in the lives of our patients and consumers. We learnt how to adapt “design thinking” to satisfy patient and consumers needs, and play a more signifi cant role in their lives. We learnt that while methods could be learned, the sensibilities that accompany human lives are equally important. We learnt that we could play a signifi cant role in the lives of patients and consumers and how we can design solutions that could help them lead more fulfi lled lives as against just offering them a cure for their immediate condition.This year’s Summit has identifi ed a few key patient and consumer projects and internal processes that could benefi t from a design thinking framework.The long lasting impact of this Summit though will be felt in our empathy, willingness and ability to always imagine ourselves in the lives of our patients and consumers, and the use of this design thinking framework to fi nd solutions and help them lead better and more fulfi lled lives.

Umang VohraExecutive Vice President & Head- North America Generics

ALS 2014As mentioned in Satish’s note, every year the ALS has a theme which is aligned with our organisation’s priorities at the time. ‘Human-Centred Innovation’ was the theme selected for the 2014 Summit. It fi ts in well with our current focus on putting patients and customers at the centre of everything we do, and an important aspect of this is to design products and services with them in mind. This year’s theme is expected to provide our Leaders with insights into unmet needs and enable the creation of whole new sets of consumers. Let us know more about this theme and the subsequent learnings through the experiences of participants.

We learnt how to adapt “design thinking” to satisfy patient and consumer needs

‘Human-Centred Innovation’

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The theme for this year’s Summit emphasises the need to put our patients and partners at the centre when designing our product and service offerings. At the

Summit, we discussed several case studies that illustrated these concepts, including Cirque du Soleil, Lego and Medtronic. The four-day long Summit commenced with

an excellent outside-in perspective by culling out learnings from P&G, a highly customer-centric organisation. The key learnings facilitated by IDEO’s Boston

offi ce focused on breaking boundaries, defeating the “we know best” mind-set and bringing the power of the entire team and customer to the solution to come

up with a completely different approach. Case study discussions on the fourth day had key takeaways of relevance to all businesses in terms of making strategic choices by putting the customer at the heart of problem-solving. The fi nal day of synthesis and summary facilitated by Prof Krishna Palepu brought key initiatives that emerged with one underlying theme – how we add services to our product offerings to establish a deeper connect with our patients and physicians. Taking

inspiration from human-centric innovation, in EM, we have understood that ‘knowledge’ is a signifi cant unmet need for physicians. They want specifi c

knowledge that is delivered at a place and time that is convenient to them. In the process of ensuring relevant knowledge to physicians, we also create an

impact on patient journey and treatment paradigms. In line with this signifi cant unmet need, we have developed a concept known as LOOP, through which we provide knowledge that is curated, translated, digestible, concise, and relevant to their practice. This concept is currently in rapid prototyping phase, and will

be scaled up on the basis of customer feedback and suggestions.

MV RamanaExecutive Vice President , Emerging Markets

SuC

One, that innovation and the art of innovating is a process; it is not only about that one sudden bright idea in someone’s head: with the right process and approach, including the notion of spending more time in the fi eld and quick prototyping products/services, you can get more innovation out of a large and diverse group of people. How do you make it work in a company like ours? That is the part we have to fi gure out now. The other learning for me was this whole concept of prototyping; that at the end of the day, you really don’t know what’s going to work. As scientists, engineers and business analysts, we tend to overanalyse things, overthink things or overdesign things, and this is not always helpful. While we are not designing products that can easily be prototyped or tested, but you can still learn from this and do more experiments in the fi eld, be willing to fail and start new ideas at a faster pace.

Dr. Raymond de VreVice President - Biologics Commercial

Switzerland

Two key learnings on innovation and prototyping

We have understood that in EM,‘knowledge’ is a signifi cant unmet need for physicians

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Human centric innovation taught us the value of authentic core belief, a deep purpose and empathy in innovation. I also understood that value of practical empathy – understanding the needs of the customer in the context of the customer brings a very different view to design. Once these needs are understood basic design may begin, but it also needs further “testing” or on the road experimentation with real users. This not only made me understand that product/design/customer needs are never to be thought from a development professional’s perspective, but that it should be realised along with the customer in his/her context. It was a powerful learning. From the empathy side, the learning was obvious and clear. It was also very interesting to note that the same process made incredible business sense. However, the clear connection was authentic purpose and empathy. IDEO’s structured methodology for rapid prototyping and continuous improvement was a revelation. I am planning on implementing these learnings in many an avenue at work and in my personal life.

- Krishna VenkateshVice President& Head – OSD Development

I understood the value of practical empathy

Starting with the customer will bring empathy and that’s what our brand stands forThe applicability of “design thinking” is far reaching - right from our product innovation thinking to thinking about patients, thinking about how we offer our services to doctors, to even how HR offers its services to potential and current employees and how IT BP offers its services within the organisation. It is expected to have far reaching implications for us and our way of doing things, and our orientation in everything that we do will bring in that empathy. We need to design our solutions based on the insights we gain. Another aspect is to not be shy about making mistakes. The emphasis is on co-creating without the fear of failure. Create a prototype and test it out with a few of your customers within or outside the organisation. And when every aspect of the work that we do involves keeping the customer in mind, the control driven processes shall start becoming redundant. We wouldn’t need checklists and things would begin to happen on their own.This is the hope as we try to implement design thinking in the organisation.

Manish BajajHead - India Strategy - Global Generics India

The theme is a tremendous opportunity for our companyPatients are always at the centre of everything we do, but in the session we challenged ourselves to take that thinking a step further and put ourselves in their shoes. What can we do within the framework of the products we manufacture to make the experience of improving or maintaining health an even better one for patients? How does that differ by a disease state, a market and even an individual? These are the types of questions we must challenge ourselves with, and create answersfor, to be the most effective and successful company for our customers.

Mike AllenVice President & Head - Rx ProductsNorth America Generics

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ALS and opportunities for personal growth Apart from networking and the platform to meet colleagues and discuss organisational priorities, this Summit also provides excellent learning opportunities. Each participant gets to learn and create side by side with global colleagues and take away powerful inputs on personal leadership. The sessions conducted by Ivy League faculty and well known industry experts who challenge conventional thinking help set the tone for resetting priorities for the current year. Here participants have shared their individual learning experiences.

For me the ALS has been a place where lots of my thoughts have been validated and number of doubts clarifi ed. It has taught me to look at a situation or a problem from multiple perspectives. ALS discussions and the reading material always give me lead for very useful and further engagements, with self and others. Some of the important learnings from the ALS for me have been “do the last experiment fi rst”, “there is no substitute for innovation”, “keep it simple”, “context is as important as medicine”, “fail as early as possible”, “collaborate and build on ideas”, “develop a failure accepting culture” and “empathise rather than sympathise”...!

Rajeev Singh RaghuvanshiVice President - Differentiated Formulations

R & D Proprietary Products

I have learnt to look at a problem from multiple perspectives

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The growth comes from being exposed to ideas and concepts outside of one’s domain. These concepts can then allow us to take a different frame of reference when one returns to one’s daily roles. Growth and awareness at an individual level also comes from cross-fertilisation of ideas across business units and functional boundaries – this does not routinely happen outside of the ALS setting.

Dr. Raghav ChariExecutive Vice President

Proprietary Products

ALS leads to growth and awareness at an individual level

I gleaned ideas and action plans

Personally, the principles have been imbibed in me and I foresee a signifi cant shift in my way of identifying problems and more importantly solving them. Being a critique myself, I do question the questions, but this Summit has taught me not to just challenge the question but even challenge the scope it’s addressing.

The two day session with the IDEO team was an entirely new experience to me. I found it was very useful in:• Equipping me with the process and methods of human-centred design so that I can be more intentional about facing and solving current challenges• Taught me to identify patterns and opportunities for concept development• Inspired me to approach challenges differently and experience how human- centred design can add new perspectives to my R&D work• The session on prototyping was quite a learning experience. I was part of the team that looked into the life of a psoriasis patient through photographs pasted on poster. From the experiences of the psoriasis patient through pictures we created insight statements that led to “How might we?” questions to identify and prioritise product as well as service ideas to this disease therapy area that can signifi cantly improve the treatment outcomes for the patients to lead a better and productive life. • I am most of the time caught up in understanding the biological mechanisms behind various diseases and looking for opportunities to intervene for better outcomes with new drugs or improving the existing drugs. In this process, I rarely think of the patient for whom I am working to fi nd a better medicine. The many talks on the human centred innovation taught me the importance of observing and talking to the patients to understand the everyday challenges they go through and to see whether the products that we are developing can make a difference.

Shanavas AlikunjuHead of Biology & Senior Director

Proprietary Products R&D

The two Summits that have had signifi cant impact on me are 2011 – Building towering competence in development and manufacturing & 2014 – Human Centred Innovation. Both Summits had teachings of what great people and organisations do to bring a quantum leap in attitude and process of innovation. As a member of the R&D team, I gleaned ideas, action plans and the value of focused, uninhibited free thought in ideation and execution. The two Summits also showed that innovation has signifi cant dependence on hard work, discipline and a mindset to learn from mistakes and failures. I also learned that no one or no organisation has ever been successful through brilliance alone, but through structured thinking and relentless execution, coupled with good ideas.

Krishna VenkateshVice President & Head

OSD Development

I have learnt the importance of observing patients to understand their everyday challenges

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This was my fi rst leadership Summit and it was an outstanding learning experience. The theme had uniquely combined the insights of “design based thinking” with the classical application of Strategic thinking. The very unique design based thinking aspires to arrive at the customer strategy more from an “end consumer empathy” rather than classical qualitative and quantitative market research based decision making. In fact it challenges the very notion that consumers know everything they want. They inspire organisations to experience consumer behavior fi rst hand in the fi eld conditions, understand their daily routine, understand their nuances in the fi eld and then build product concepts that would help them improve their quality of life and effi ciency. They also introduced the methodology of prototyping the concept and building the product with the consumer themselves. They follow the concepts of “quick introductions and rejections of the product concept”. In their world speed and low cost pilots hold the essence.

The second session was taken by Prof. Ramon from Harvard Business School. It was excellent and will help us tremendously improve our marketing mix model specifi ed to a particular segment or few segments. It gave a very powerful insight into how a good segmentation improves the consumers “willingness to pay” with enhanced “cost saving” to the organisation. In our industry we tend to go all out to provide increasingly higher value to our consumers with a view that this will differentiate us from the competition. In fact this model tells us that our offerings should be aligned to the consumers’ need in that segment and any higher value offering which is not in line with the needs of that particular consumer will be a waste of resources. The whole concept in Blue Ocean Strategy to create markets that do not exist now was an eye opening session. We are focused on market shares but this concept told us to look for new markets that would not have competition and do exist today. Blue Ocean Strategy provides an extremely powerful idea that can take any organisation on a rapid growth path with higher profi tability by avoiding unnecessary “price/competitive wars”. All these concepts taught at the Summit have played a big role in my personal growth as a business head. I now look at my sphere of work very differently than before. My endeavour is to apply these concepts in business and continuously look for an untapped Blue Ocean.

Ripan PuriHead – Super Speciality, Niche

We are going to focus on design thinking to solve problemsI have been to two Summits so far. Last year’s Summit was around growth and we learnt about various ways which can eventually help us achieve growth. This year the Summit was primarily on design thinking, and immediately after the ALS we had the CALL Summit, so it all kind of came together. The Summit was very interesting, and the fi rst two days were spent only on design thinking. Overall for my department I would like to say that the ALS has a huge impact because there is direct application. The learning from

It was an outstanding learning experience

this year’s Summit has been as much as that we are already thinking of training the rest of the team and a workshop has been lined up to this effect. Even when it comes to projects we are handling, we have incorporated design thinking in those to solve problems. In everything that we do, we are trying to identify ways we can apply some of our learnings.

Mukesh RathiSenior Director – IT BPE

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Looking back at past SummitsEach year, a Management Council member anchors the ALS, playing a key role in organising the event. Here past anchors refl ect on their respective event.

The theme of the 2011 Summit emphasized the need for us to move towards becoming a “Customer Centric” organisation from being a “Product Centric Organisation”. The four-day Summit began with Prof.Ranjay Gulati (Jaime and Josefi na Chua Tiampo Professor, the Unit Head of the Organisational Behavior Unit, and the Chair of the Advanced Management Program at Harvard Business School) setting the context for Customer Centricity with some practical and interesting concepts. This was followed by a visit to the famous MIT Media Lab “where the future is lived, not imagined”. The Media Lab’s Weisner Building was at the forefront of the technology that enabled the “digital revolution” in 1985. After the visit to the Lab, Dr. Daniel Goleman, the author of the book titled Emotional Intelligence (1995) conducted a session for us on Emotional Intelligence for Effective Leadership.

Day 3 of the Summit was facilitated by Frances Frei, Professor in the Technology and Operations Management Unit at Harvard Business School. She introduced us to “Customer Service Excellence which should be designed in a way that it is sustainable and scalable on its own”. She helped us think about differentiation based on Service Excellence which needs to be achieved through a deep insight of an unmet customer need.

On the fourth day of the Summit, Prof. Krishna Palepu facilitated a synthesis and summary of the key learning of all the sessions. The Summit met its objectives in helping the senior leadership team understand the following: more robust customer segmentation and targeting, select product–service offering on which we will excel and offer differentiated value, create funding and resource allocation mechanism to drive excellence, and de-emphasise non-strategic customers and products.

MV RamanaExecutive Vice President - Emerging Markets

2011 Building a customer-centric organisation

Tremendous learning experience working with Prasad and Dr. Krishna Palepu to help convert a broad theme into specifi c sub-themes that would connect with the challenges that we were facing as an organisation. The learning experience and opportunities ALS provides, leads to personal growth, a unique combination of personal refl ection, collective learning and shared insights amongst colleagues.

Dr. Cartikeya ReddyExecutive Vice President

Biologics

2010 Building towering competence in product development and manufacturing

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The 2013 event was focused on delivering aspirational growth through innovation. The selection of cases sharpened our thinking on both organic and inorganic growth through GE and Danaher cases respectively. The group also benefi ted from the need for an organisation to be market and customer driven and why it is an absolute necessity to focus on customer benefi ts versus product features. Additionally, the inaugural address by Aditya Ghosh, CEO Indigo, underscored the need to be focused on a simple yet powerful business model that is able to deliver on select customer benefi ts.

Alok SonigSenior Vice President &

India Business Head (Generics)

It was a pleasure to organise the Summit. A lot of thought goes into the Summit and for this one I think Prasad had already done a lot of thinking. We had a great team and between Ravi Dhulipala, MS Raju and Rhina they had already fi gured out the logistics, venue planning, speakers. Ravi personally spent a lot of time with IDEO in supporting their requirement for the Summit.The biggest learning is that when you begin to put contenttogether, it helps one’s own understanding about the subject immensely. Also the most important thing is to begin tounderstand what messages each interaction should leave the participants with and how to string these messages into an overall theme. At this Summit our biggest worry was logistics -it was a new venue and a different campus setting. I realised that classroom design is as important as content. Even though MIT(our location this year) and Harvard (where most faculty comes from) are within Boston, the “case - framework” that Harvard faculty endorses leads to a very different classroom design and setting. We also did not have all participants staying at the same location so that added to the complexity a bit. Somewhere we were also concerned about how the IDEO sessions would come across because while they seemed really confi dent (and the sessions were received well) we were still trying to fi gure out how they were stringing the sessions together. Two moments that will stay with me this Summit - One was from Prof. Ramon’s class. He is such an engaging and energetic professor and kept us alive with his movement and modulation through class. I am sure that Prof Ramon does not need any further exercise during the day and probably burns well over 500-700 calories just by his energetic conduct in class - at one time through his class he just kneeled down and said that we should give him a minute to catch his own breath! The second was the boat cruise where a couple of us took over the microphone and started to sing old Hindi and English songs.

Umang VohraExecutive Vice President &

Head- North America Generics

2012 Growth through innovation At a conceptual level, there were a number of ideas that we were able to discuss, but as an organisation we are still only incompletely separating how we think about our core businesses and our new growth engines. The dominant logic of the core is one of the themes Vijay Govindarajan cautioned against. Also, what we as a company refer to as “Box 3” ideas are typically being considered as “Box 2” ideas by innovator companies in the pharma space.So there is a challenge on how we can stay truly ahead of the curve, which we need to pay more attention to over time.

Dr. Raghav ChariExecutive Vice President

Proprietary Products

2014 Human-Centred Innovation

2013 Preparing towards delivering aspirational growth

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Past Summits and action takenWe reached out to a few repeat participants for their views on how past Summits have infl uenced the organisation. Here is what they had to say.

Every Summit has enabled us to take focused actions, which has had signifi cant impact to business and in building the morale of teams. A few examples which really stand out are as follows:

a. In 2008, the ALS theme was “bridge Performance gap by aligning operations to strategic choices”. In this Summit the focus was towards aligning operations and focus on exploiting existing opportunities. This was of great relevance to Emerging Markets business, as we were spread thin across various markets and decided to exploit strategically important markets. Below are the various strategic choices we had taken in line with the ALS theme to address the burning issues:i. We reduced the geographic footprint from 42 to 14 countries to exploit the existing opportunities and increased depth in existing marketsii. We brought in operational excellence through implementation of Viable Vision. In Russia – due to the weather, terrain and huge geographical spread of country enabling access is a huge challenge. We designed a fully integrated approach of supplying to consumption instead of supplying to forecast to ensure patients never go without products. Through this proactive approach we have signifi cantly removed shortages and improved inventory turns for our partners in Russia. Not only does this model enable our partners to increase their effi ciency and profi tability, but also helps them to respond to the exact needs of patients in their area in a way that was not possible before.

b. In 2010, the ALS theme was “building world-class competence in product development”. Post this Summit, a Product Development team aligned to Emerging Markets was instrumental in developing products that could be leveraged in Russia and other geographies. c. In 2012, the ALS theme was “Growth through Innovation”. The spirit of ‘Entrepreneurship’ and Innovation’ have been pivotal to the growth and expansion of Dr Reddy’s across the emerging market geographies. With strategic incremental innovation we systematically broadened the market width by leveraging existing capabilities and building new ones along the way. In Russia, we started off with Rx business and added the ‘Key Account Management’ capabilities to enter into Hospital business. Taking part of the learnings from Rx and Hospital businesses, we added the understanding on ‘Direct to Consumer’ capabilities to enter into the OTC business. Similarly, we

Every Summit has had signifi cant business impact

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adopted the learnings from Russia to build strong businesses in Ukraine, CIS, South Africa and Venezuela, where part of the learnings from one business coupled with relevant capabilities specifi c to the market were used to build new businesses.d. In 2013, the ALS theme was “delivering industry-leading growth”. This Summit led to the commencement of alliance with Proprietary Products team in understanding patient needs and developing innovative products which did not exist in the world. These innovative product ideas could be leveraged across EM geographies to address unmet patient needs. Strengths of EM and PP are used in patient journey, which in the long-run would result in coming out with products and solutions which would meet signifi cant unmet needs.

MV RamanaExecutive Vice President - Emerging Markets

I have seen every Summit contributing to a change in our strategic and operational agenda. In 2008, we faced a strategic infl exion point extolling us to either expand and focus on widening our portfolio of countries or make our strategic canvas smaller but bring depth to our presence and relevance in a few core strategic countries. We chose to deepen presence in core countries and we allowed our strategic choices to be shaped by an “Exploit vs Explore” logic that even guides our decisions today.

By 2010 we had articulated how our business model succeeds through the right portfolio choices and product development, always available supply and commercial excellence. At the 2010 Summit we then dialed up how product development and manufacturing need to be organised and this led to several initiatives within IPDO and interface points between IPDO - FTO and IPDO -CTO and perhaps the birth of the Filing to market launch process ( FTMR ).

In 2011 (my favourite Summit by far ), we discussed how segmenting the customer by the right attributes is a very important strategic choice and that organisations should select its most rewarding customers and try and reduce the complexity of being “everything to everyone” in the marketplace. This led to several of our businesses making strategic choices about our customer and product portfolio and has become part of our regular strategic planning process.

In 2012 , we discussed imperatives of planning and balancing innovation and growth and looking at them through a lens of time horizon and differential metrics. We came away from that Summit with a common understanding and vocabulary of how we would govern and structure and keep our Bio similar and PP businesses separately from the core Generic businesses. Each of these Summits infl uenced our strategic thinking. Each one has added a shared common vocabulary that helped us execute to that direction.

Umang VohraExecutive Vice President & Head

North America - Generics

These Summits infl uenced strategic thinking

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ALS and Its Impact on the OrganisationThe Annual Leadership Summit refl ects some of our key organisational priorities. So how does that translate into impact once the event is over? Leaders explain how the ALS creates value for the company.

At a senior level, the succession of topics that we have covered at ALS have created a vocabulary and a way of thinking about our strategy and execution across all our businesses; nomenclature such as “Box 1 vs. Box 2 vs. Box 3” ideas, Francis Freye’s frameworks for prioritising which value levers we work on in each business, are just two examples of how certain approaches have now percolated across the entire senior leadership team at DRL. These frameworks have allowed us to adopt a common language to describe our problems and challenges and have allowed us to achieve greater alignment and convergence across our businesses over time.

Dr. Raghav ChariExecutive Vice President

Proprietary Products

I think the Summit does multiple things. First it gets people from different Business Units together, and second, the learning environment makes us get away from the review kind of mindset. We are not defensive at all, and are open to discussing anything in a creative, problem solving kind of way. We talk about concepts and abstract issues, and this creates a different kind of relationship with colleagues from other BUs. Third, I think by getting the right professors and talking about topics most relevant to the organisation, it helps put our thinking in context to what many people across the globe have learnt in similar situations. Also, we are very inward looking – at best we look at our nearest competitor, that too at a tactical level. So the case studies shared help us look at companies which have gone through similar situations and learn from their successes or failures. I think the Harvard professors do this very well, and they help us understand the key decisions and investments those companies made, their successes and their failures, and put these all together in context. I may have a certain way of doing things and I might have a goal for the year, but that’s too small in the journey of the company. The latter is much bigger, so we need to continually take a step back and take in this broader view of the company. Otherwise we’d be too stuck up in monthly and quarterly achievements, yearly goals and budgets. So this gives us a chance to step back a little bit. And in the end I think it forces us to see how we can best apply these learnings to our specifi c situations. Different BUs have different situations, different stages of evolution in their maturity and their market standing, so different solutions will apply to each BU. This forces us to think a little bit differently. It doesn’t say that we need to completely change our course. It says that we need to refi ne our course with the thinking we have.

Manish BajajHead - India Strategy Global Generics India

The Summit helps us refi ne our course It helps us arrive at

innovative solutionsLeadership Summit is an excellent cross functional platform to discuss and debate organisational issues to arrive at innovative solutions. The Summit will help to align the thought process of the company’s top leadership towards achieving a common goal. The Summit provides fantastic learning experience guided by the top faculty from the best of the educational institutions and using relevant case studies that help create frameworks to systematically apply the principles.

Raja MVSMAVice President & Head of Marketing - EM

Malasri Roy

It develops a common vocabulary across the senior leadership team

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Roadmap to the Future

20

21

Thirty years is a short span of time, when you compare it to the history of mankind, and disease. Yet, in three short decades, we

have come to be counted amongst the leading healthcare companies, providing affordable and innovative medicines to patients across the world. Interestingly, the world around us has been changing - with its healthcare needs and problems changing faster than ever before.

Thirty years is also a good time for us to pause a little, look back at where we came from and look ahead to where we want to go. The future is going to challenge us in unprecedented ways. Our best will be tested. Which is why, it is the right time for us to defi ne what we want to be in this changing world and how we wish to impact patients’ lives.

Satish and Prasad invited 360 select leaders from across the company for a one day session held in HICC - Hyderabad, India on the 1st of September, 2014 to address these very questions.

The day started with Satish and Prasad’s presentation to the team where they disclosed their vision for the way ahead. The presentation was followed by two workshops where attendees were divided into different teams as per their BUs to create an action plan on the way ahead and identify the changes that need to be made in our day to day work. These workshops were conducted by respective MC members and post the workshop each MC member presented the ideas their groups came up with.

The CALL Summit Collective Awareness Learningand Leadership Summit

Abhishek C Gupta

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23

Global Connect

24

Strengthening ties across bordersEvery year, the Sochi International Investment Forum is attended by leaders of foreign countries, ambassadors and heads of diplomatic missions and of transnational corporations and leading Russian enterprises, experts and analysts, as well as representatives of leading world media.

25

Satish Reddy seated next to the Prime Minister of Russia, Dmitry Medvedev at the plenary session.

The Sochi International Investment Forum is a contemporary venue for constructive dialogue between business

and government, that was set up with the support of the Russian Government to address development of the global economy and its principal trends; discuss the outlook for investment and innovation in Russia. International Investment Forum Sochi-2014 was held between 18th–21st September 2014 at the Main Media Centre located in the Olympic Park. The plenary session is the key event of the Forum, which traditionally addresses the most relevant issues relating to the economic and investment future of Russia and its regions. The main topic of the plenary session of the International Investment Forum Sochi-2014 was RUSSIA BETWEEN EUROPE

AND ASIA: NEW REGIONAL POLICY UNDER CONTEMPORARY CONDITIONS.This year, our Chairman, Satish Reddy was invited as the plenary speaker representing both our company and our country. We are not only the biggest Indian pharmaceutical company in Russia but also the biggest Indian company in the private sector. The plenary session was attended by 3000 participants and was streamed live on national TV, in Russia.

Satish addressed the gathering and spoke about the contribution of our company to Russia and our commitment to Russia.

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1st International Forum of University Science

MV Ramana at the 1st International Forum of University Science

MV Ramana with the award for Dr. Reddy’s in the area of infl ammatory disease management.

On 5th-7th June Dr. Reddy’s took part in the 1st International Forum of University Science that was held in Moscow. The aim of this Forum was to study the contribution of

fundamental research into infl ammatory disease management. On 2nd July in Russian State, Duma, there was a round table conference that was conducted to discuss the results of the 1st International Forum of University Science. During the session the sponsors of the event received diplomas for their help and contribution from Vice Chairman of the Organizing Committee of the Forum, A.E. Pikhlak (Head of rheumatology and medico-social rehabilitation Chair of Moscow State University of Medicine and Dentistry) and Professor V. A. Chereshnev, Chairman of Science and Technology Committee of Russian State Duma. The next Forum will take place in May 2015. Dr. Reddy’s was awarded for its contribution towards infl ammatory disease management

27

Honouringthe bestdoctorsIt became a tradition on the eve of the Day of Medical

Specialist to honor the best doctors in Russia. The awarding ceremony “Prizvaniye” is the highest doctors’ recognition

by colleagues and patients for their hard work, professionalism and loyalty to the doctor’s duty. On 11th June, 2014 for the 14th time in the Central Theater of the Soviet Army in Moscow, the best doctors were awarded with the prize “Prizvaniye”, established by the Russian Ministry of Health together with the First Channel. Dr. Reddy’s sponsored the Ceremony for the second year in a row and received the Award for support to Russian healthcare. The ceremony was inaugurated by prime minister Dmitry Medvedev.

Doctors at the awarding ceremony- Prizvaniye

Musicians at the award ceremony

Yuliya Alekseeva

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Team Venezuela moves to a new offi ceWe have been present in Venezuela since 1998, consistently working towards providing affordable and innovative medicines.

In the process, we have emerged as the partner of choice for our customers across the value chain. The company has market leader brands in acute, chronic and OTC segments and a robust portfolio of future winners. Through its three business units – Rx 1, Rx2 and Rx3 – Dr. Reddy’s Venezuela promotes 25 brands, including market-leading mega brands like Zovanta, Ciprolet, Omez, Florestor, Olanzapina DRL and Plagril.

The last three years have been very eventful at Dr. Reddy’s in Venezuela with consistent performance and low attrition. We have in the last year entered into the Pedia and OTC segments. August 2014 saw the inauguration of our new state-of-the-art offi ce. Inaugurated by MV Ramana (Executive Vice President -

Emerging Markets) and the 2nd Secretary of the Indian Embassy to Venezuela Shri V.K. Wadhwa, this offi ce will provide infrastructure support to our colleagues located in different parts of Venezuela. The event was a nostalgic one, as invitees included associates and partners who have been part of our journey since 1998. Some of them met MV Ramana after as long as 15 years. Speaking on the occasion, the guests appreciated Dr. Reddy’s for making quality pharmaceutical products available to the people of the country.

The new offi ce inaugural event

The event was a nostalgic one, as invitees included associates and partners who have been part of our journey since 1998

29

Diabetes educator program in Jamaica

Empowering a self-aware consumer

The prevalence of non-communicable diseases in Jamaica is increasing at an exponential rate. As a result, chronic

diseases like diabetes and hypertension are evolving to be greater threats to our society. Patient education on Diabetes Disease Management which includes proper diet and medication is necessary to reduce the disease burden. The pharmacist is a vital link between the physician and patient in the management of diabetes.

The Pharmaceutical Society of Jamaica and Dr. Reddy’s Laboratories Ltd is pleased to announce the roll out of a “Diabetes Educator Program” for pharmacists in

Jamaica. This training program would take place on 30th and 31st August in the campus of UTECH (University of Technology, Jamaica). This would be the fi rst of a total four such training programs with an intention to train a total of about 80 pharmacists (20 per program) in Jamaica in a span of next 12 months. This short 2-day course combines several elements of physical, psychological and social management for patients with Diabetes Mellitus. The goal of this short course is to empower enthusiastic pharmacists to become a “Certifi ed Diabetes Educator” and further enrich their role in patient care. In order for the certifi cation to be complete,

after the workshop, the pharmacist will complete 250 in-clinic hours, interacting with patients and applying the knowledge and skills taught. With the help of the education imparted by these trained diabetes educators, the diabetic patients in Jamaica will gain valuable information on how to live with and manage their disease successfully and this in turn will help in reducing the disease burden in the island. This initiative has been ably guided by a partnership of the former organisations in close collaboration with the “University of Technology, Jamaica”.

Participants practicing their skills Welcome address by the PSJ President Elect Dr. Lisa Bromfi eld

The Pharmaceutical Society of Jamaica and Dr. Reddy’s Laboratories Ltd announce the “Diabetes Educator Program

As the health care landscape evolves and consumers more proactively seek health information, use new technologies, and expect to live longer and more productive lives, OTC medicines are becoming an important part of the care continuum. Recognizing the importance of consumer empowerment and the positive role of self-care and self-medication in improving individual and public health, especially in emerging markets, Dr. Reddy’s launched its OTC division in South Africa in July 2014.

The offi cial launch event, announced the entry of a team of ten new sales representatives, 2 new regional managers, and a new brand manager. They are our “new champions”. The new team was much

applauded and supported by the members of the various departments. The event also marked the unveiling of a new name for the OTC team, rechristened as “Self Care” underpinned by our motto “Caring about Wellbeing”. The launch event was very successful, ensuring that all team members left highly motivated and aligned to the vision and strategy of the Self Care team to achieve R100 M by FY17 through – cutting edge product innovation, best-in-class sales and marketing initiatives.

Preetha S

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31

Travelogue

32

It has been said that whether or not someone is a romantic at heart, Venice promises to take one’s breath away. Venice must be experienced

with all of one’s senses wide open. With it’s breath-taking ancient architecture, winding canals, and endless mysterious passageways, Venice is one of the most alluring cities in the world. We enjoyed seeing new life styles and seeing how people live in Venice, Italy- the types of food they eat and what they do for a living and just for fun. Venice is in on northeast coast of Italy. It is protected from the Adriatic Sea by a strip of land called the Lido. The region around Venice is called the Veneto. Venice actually consists of 117 bodies of land connected by more than 400 bridges over

its 150 canals. The Grand Canal is like the main street, cutting through the centre of the city.

There are many interesting places that you can visit in Venice. One of the spectacular places to visit is the Rialto Bridge which is one of the most famous bridges in Venice and one of Venice’s top attractions. The fi rst of only four bridges to span the Grand Canal, the Rialto Bridge is lined with shops and is a gateway to the Rialto Market. Also the building of the Rialto Bridge, is of the late 16th century. A series of bridges occupied this, the narrowest point across the Grand Canal. Because this bridge was the only place to cross the Grand Canal on foot, it was imperative to construct a bridge that would hold up to heavy use and would

Land of eternal romanceVeniceJayadeep Shukla, Country Head - Venezuela, recently went on a trip to Venice with his family. Sharing the experience with us are his kids.

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also allow boats to pass underneath. Other places to look around Venice itself is the St. Marks Basilica, St. Marks bell tower, and Plaza Ducale. The St.Marks bell tower is an imposing square design tower about 99 meters high. It was built in the 12th century on the site of what was probably a watch tower, and rebuilt to its current form early in the 16th century with the addition of a belfry and with the copper coated spire, topped with a sort of rotating platform with a statue of Archangel Gabriel.

Next up is the St. Marks Basilica. It is unique for both its wealth of history and the magnifi cence of its facade and interior. In essence, it is a splendid workshop, where great Italian and European artists worked through the centuries. Its Byzantine character appears particularly on the great mosaics illustrating St. Marks tales as well as scenes of the old and new testament.

Palazzo Ducale is a masterpiece of Gothic Architecture, Doge’s Palace is an accumulation of layer upon layer of building work and ornamentation, comprising the original foundations, the 14th/15th century structure, sizeable Renaissance addition and opulent Mannerist details. The public entrance to Palazzo Ducale is through the frumento entrance which is located under the portico of the 14th century facade facing St. Marks Basin.

Venice is also a pretty rich gastronomic region. It is easy to see why, given that it is a region that for centuries had commercial relations with distant lands, such as the East (land in which the Venetians learned the use of spices) and Northern Europe. The four key points of Venetian cuisine are: polenta (small shrimp), cod, rice and beans.

The best experience although are, the Gondola rides! The Gondola is a traditional, fl at-bottomed Venetian rowing boat, well suited to the conditions of the Venetian lagoon. The Gondola is propelled like punting, except an oar is used instead of a pole. For centuries gondolas were the chief means of transportation and most common watercraft within Venice. It is driven by a Gondolier. In modern times the iconic boats still have a role in public transport in the city, serving as traghetti (ferries) over the Grand Canal. They are also

used in special regattas (rowing races) held amongst gondoliers. Their primary role today, however, is to carry tourists on rides at fi xed rates and get the lifetime experience of being in Venice. You go through the ancient rivers of Venice and experience the joy of going through calm rivers with houses on both sides where people actually live. Our Gondolier was explaining to us that now with the rise in the water levels people live in from the 1st fl oor onwards. It is also the perfect thing to do after a long day of walking.

Also one of the places we loved was Murano. The reason we love this island is because of the beautiful glass factory (known as the Vecchia glass factory). There are only two of these glass factories in the world, one of them is in Murano (the original one), and there is one in Venezuela, Caracas. You can actually see them making here some great master pieces with melted glass here.

There is another island named Burano, known for its work with lace,handicrafts and colored houses.While there are touristy parts of Burano, much of it still has the working-island feel that can be hard to fi nd in Venice. Fishing boats come in at the end of the day with their catch; local women peer over their fl ower boxes at the tourists wandering below. Burano is a beautiful place to just take a stroll and watch its magnifi cent stores and see the hard work of all of the people who live there. Just looking at these people we can tell that they are proud to live in Burano, mastering everything they do through generations and being a part of the Italian society. While talking to some of the locals we realized in both Murano and Burano, that they do not travel sometime for months to mainland Venice. They are completely engaged in their work and families in these small islands with people from all across the globe visiting them every day.

The best experience although are the Gondola rides!

Mousam and Jayadeep ShuklaMuskan and Aditya Shukla

View from the Rialto bridge

Burano Island

As experienced by Muskan and Aditya Shukla

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35

News Diary

36

Our goal this year at Dr. Reddy’s US is to further the growth and expertise of our community of employees and

managers by progressively exposing them to the tremendous wealth of knowledge that exists outside of the walls of our company. Also known as “Knowledge Sharing” initiatives, these formal company programs have brought in thought leaders and consultants to cross-train Dr. Reddy’s workforce with ideas from other companies, and even other industries, to further sharpen the competitive level of our employees’ ideas. In April, an informal effort at the New Jersey offi ce location sprang up to complement the formal programs, providing an opportunity for Princeton site employees to engage, network and learn from their colleagues in neighboring companies.

Headlining the panel of experienced executives were Dr. Raghav Chari (EVP-Proprietary Products at Dr. Reddy’s and Head of Promius Pharma), David Brennan (founding CEO of AstraMerck), Wayne Yetter (former CEO of the US division of Novartis and recent Chairman of Nupathe, which was successfully sold to Teva earlier in the year). Meant to be fun, stimulating and thought-provoking all at the same time, this particular panel’s discussion subject matter was “Will Big Pharma Follow the Big Three Auto Manufacturers?”

Wayne Yetter kicked off the discussion by noting that one of the motivators for massive change in the pharma industry is missing- he thinks that there hasn’t been any one dramatic crisis or discontinuity as witnessed in other industries, such as that of IBM in the

early 1980s, and therefore there has not yet been any major catalyst that could drive the transformation needed by the pharma industry. Dr. Raghav Chari disagreed somewhat, saying that the crisis in R&D innovation was one such catalyst and the question that we have to ask ourselves is whether we can go about a different way of innovating. He told the audience of Dr. Reddy’s efforts in approaching the challenge through affordable innovation, and pointed to Dr. Reddy’s example of seeking breakthrough treatments that can transform a broad (rather than micro-segmented) group of patients’ health for the better, but do it in a way that makes economic sense.

This was an insightful discussion for the panelists and the 75 executives in the audience, more than 10 of whom were Dr. Reddy’s managers who were very interested in the debate. In the end, the evening was summed up by a motivating glimpse from Apple’s own comeback story. Apple was Fortune magazine’s most admired company for the last 7 years straight, but it wasn’t always so. In Steve Jobs’ own words, he revealed the fact that when he took over at the company in 2000, “We were 90 days from going bankrupt.” The story was both sobering and motivating at the same time, and the crowd left with the thought that if Apple can put itself back on an innovation and success track after nearly going bankrupt, then that capacity should certainly be present in the innovative spirit of the Life Sciences industry.

Knowledge Sharing in Princeton

Blood Donation Camp in Bachupally

Dr. Raghav Chari

David Brennan

On 27th August, 428 employees and workmen donated at our Blood Donation Camp inaugurated by Mrs. Anji Reddy and

the Lions Club Jubliee Hills committee, at the Bachupally Campus. We thank the contributors for making this CSR activity a success and saving countless lives.

Mrs. Anji Reddy at the inauguration of the blood donation camp

37

Focused energy initiatives started at Dr. Reddy’s in October 2012 with a mandate of sustainable approach covering dimensions of secure green power sources, effi cient

power generation and energy conservation. Commenting on this initiative Sandip Banerjee, Head – Engineering and Projects says; ‘The energy management programme is aimed at reducing the cost, usage of energy and reducing carbon footprint. This article is meant to share our journey in this initiative and some of the future plans. We look forward to taking this initiative across each shop fl oor level and building the consciousness on energy management through measurement, consolidation and use of technology in facility design & operations.

Secure Green Power source:Third Party Partnership : In spite of great challenge in current business environment for a sustainable energy security approach, renewable solar power resources have been effectively identifi ed and sourced for the fi rst time in Andhra Pradesh through open access at a very competitive rate. This is the fi rst time in the state of Andhra Pradesh, that an Open Access Generator for Solar Power could supply power to an Open Access consumer. The settlement rules had to be redone in order to make this effective. Out of the total 26 MW of Solar Power supply contract executed with third parties, 10 MW drawal has already started at CTO-1 and CTO-2. All contracts were signed at a very competitive rate with nominal 2% escalation, year on year.

Joint Venture Captive Solar Power Plants: We have studied all our units for capturing solar power generation opportunities and identifi ed SEZ-Srikakulam and Bachupally campus for installation of rooftop solar panels. Apart from rooftop solar installation, the team has also submitted proposals for captive land mounted solar power generation of additional 30 MW on Dr Reddy’s land with a Joint Venture arrangement.

This initiative will increase the renewable power portfolio to 28% of total power consumption of all Andhra Pradesh and Telangana based plants at lower per unit rate then APSEB rate. The overall reduction in CO2 emissions will be 70,000 Metric tons per year.

Approach towards Energy usage and cost optimisation

Green power source

Energy Conservation Heat Pump:Themes on conservation were initiated focusing on Metering & daily monitoring, consolidation of utilities and bringing in newer technologies. Daily monitoring across all plants

ensures good administrative control on energy consumption. Energy consumption in utility is approximately 50% of the total consumption. High energy conservation potential has been identifi ed, through the process of consolidation of cooling towers and chillers, which will conserve both energy and water. Opportunities are being evaluated for incorporating new technologies into existing facilities like:a. Heat Pump for boiler feed water heating with chilled water generationb. Electronically Commutated (EC) motor technology for power reduction in air handling units of HVAC systemc. Articmaster for subcooling in chillers d. Motor optimization software to reduce active & reactive load at drive level, to reduce power consumption.

Cogeneration, thermodynamically effi cient use of fuel, is planned to generate power and required process steam, together at CTO-6. Installation of cogeneration power plant will cater to 65% of power and 100%

Cogeneration Power Plant:

steam requirement of CTO-6 and SEZ at lower power and steam rate compared to the current rate.

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Gracing the occasion were our Chairman, Satish Reddy, Global Head of HR, Dr. Chandrasekhar Sripada and host of other Senior members.

This platform, was an opportunity, to not only understand, but also appreciate each team’s contributions, and together celebrate success. The

uniqueness of this event was in its theme - “Diversity”, which emphasised on “Delivering Excellence, through Diverse People & Diverse Thoughts” with “equal opportunity for all” not only in actions but also our thoughts and endeavours. Drawing essence from this theme, our Chief Diversity Offi cer- Poonam Raghuvanshi, along with her team of 25 women committee leads and volunteers from IPDO, led this entire show to success. This was a great opportunity for our women employees to take up something above & beyond their work stream and prove their networking and

execution abilities. Each committee lead was partnered with a Leadership Council member for any support and guidance. It recognised those teams of IPDO that were the best, in terms of Innovation and Technical Excellence, Complex Product Development and Delivery (API and Formulation), Safety Zone, Support Function, Customer Delight, Delivery as a team and Integrated Development. Diversity being the theme for the event, the team with the most diversity was also awarded.

The event was different in its own small, yet important way. It not only involved recognising team contributions and opportunity to our employees to showcase their talent, but also shared a generous token of gratitude with NGOs which work for differently abled and education for the girl child. It also involved giving away saplings in eco-friendly bags to all our employees, marking our tribute to the environment.

The excitement and grandeur of the IPDO Awards Night

85 leading pulmonologists participated in a recent conference organized by GG-India Team Aspira and Oncology. The Eklavya Conference held at the

Leadership Academy was organized with the intent of educating pulmonologists about early diagnosis of lung cancer, which can signifi cantly increase the possibility of patients’ survival. Majority of lung cancer patients get treated for tuberculosis for varying periods of time before a diagnosis is made. Such late stage diagnosis drastically affects the chances of survival, also making curative surgery

challenging. Subjects discussed in detail include the Indian lung cancer landscape, differentiating between tuberculosis and lung cancer, and current treatment options available for lung cancer management. The conference was chaired by Dr. Senthil Rajappa (Senior Consultant in Medical Oncology, Basavatarakam Indo American Cancer Hospital & RI),Dr. Kumar Prabhash (Senior Consultant in Medical Oncology, Tata Memorial Hospital, Mumbai) and Dr. Amit Kumar Janu (Diagnostic and Interventional Radiologist, Tata Memorial Hospital, Mumbai).

The organizing committee

EklavyaTowards early lung cancer detection

39Team Biologics at the PACT launch

In India, nearly 6 Lakh people die of cancer every year, but there are only about 1,600 cancer specialists across the country. Oncologists in India are highly constrained for time, meeting on

average, over fi fty patients a day and they need to routinely consult multiple sources of information, including textbooks, journals, articles on the internet, drug information, etc. to create customized management plans for each patient. This severely impacts the time and quality of their interactions with patients. Cancer Patients often have to travel long distances and wait for hours to meet the oncologist but the duration and quality of their interaction with the physician is limited by the complicated treatment planning process and the pressures of resource constrained cancer care centres.

PACT is a mobile application that was developed in under six weeks by the Biologics marketing team in partnership with the Global Generics India Oncology marketing team, for use by oncologists in India, providing them with an innovative and easy-to-use tool to diagnose and treat their patients. Together, both teams identifi ed the need to provide oncologists with a simple, easy-to-use, reliable, effective ready reckoner on information related to oncology practice and our key cancer products, so that oncologists could optimize their time to cater to higher numbers of patients.

PACT was launched at the ‘Best of ASCO, June 2014’, the premier medical oncology conference in India, in Hyderabad by Dr. Senthil Rajappa, MD DM - senior consulting oncologist at the Indo-American Cancer Hospital, Hyderabad and organizing secretary for this conference. PACT was also introduced to leading oncologists who attended the Indian Cooperative Oncology Network (ICON) meeting at Bhopal, September 2014 where there was an overwhelming positive response to the initiative.PACT currently contains the following sections:

The acronym “PACT” reinforces our commitment to partner with oncologists to enhance cancer care, and the logo aptly refl ects this. The orange in the PACT logo represents Dr. Reddy’s Laboratories, the green represents the oncologist, with the patient (in silver) in the centre. The logo itself is shaped like a cancer ribbon, indicating the cancer therapy area, and incorporates the colors of the Indian tricolor to refl ect the scope of PACT.

PACT Practice aid for Cancer treatment

PACT currently contains the following sections:1. Calculators for:• Absolute Neutrophil Count (ANC)• Febrile Neutropenia Risk• ESA Response• Non-Hodgkin’s Lympoma (NHL) Prognosis• Myelodysplastic Syndrome (MDS) International

PrognosticScoring System

• International Staging System for Multiple Myeloma• Response Categories in Multiple Myeloma2. An information section that provides the most updated global cancer practice guidelines and a global conference calendar along with updates from these conferences. 3. Full prescribing information of our key cancer products

PACT can be downloaded free of cost by oncologists in India on their Android- and iOS-based mobile devices (mobile phones and tablets) and the installer fi le is fairly light in terms of size (occupying just 17 MB on the device). Since uninterrupted internet connectivity in India can be a challenge, PACT has been designed to be fully functional on a mobile device after download and installation, without needing an internet connection for routine operation. Users will receive notifi cations of updated versions on their devices as they are available. PACT was developed with inputs from Global Medical Affairs and Legal teams, with reviews and inputs from senior practicing oncologists.

In the three months since its launch, it has been downloaded by over 500 oncologists, including key opinion leaders from the lymphoma space. PACT enables the oncologist to spend more time with patients, by minimizing the time they need to spend referring to multiple sources of information, in a healthcare resource-constrained country such as India.

Mobile technology for better diagnosis, and management of cancer

40

Fellowship for Dr. Rakeshwar Bandichhor

Dr. Rakeshwar Bandichhor has been conferred with FRSC and admitted to CChem for his excellent commitment

towards the advancement and management of chemical sciences based organisation/department. He began his tenure at University of Regensburg, Germany, followed by University of Pennsylvania, USA and Texas A&M, College Station, USA and subsequently arrived at Dr. Reddy’s. Fellow status in the chemical profession

signifi es a high level of accomplishment as a professional chemist. Eligibility for Fellow status applies to applicants who are Members of the Royal Society of Chemistry (MRSC), with a minimum of 5 years professional experience. However, in special cases, Fellow status can also be conferred directly to competent scientists. This way of achieving Fellow status is even more credible. In general, for achieving Fellow status, a candidate must have made an outstanding contribution to the advancement of the chemical sciences; or to the advancement of the chemical sciences as a profession; or have been distinguished in the management of a chemical sciences organisation.

We feel proud to have such a scientist in the organisation who not only brings repute to himself alone, but to the organisation as a whole. His expertise and passion will help pave the way for his colleagues and younger generations to aspire and achieve feats of scientifi c contribution for Dr. Reddy’s that benefi t the society. We congratulate Rakesh and celebrate his achievements. We wish him the best as he aims to achieve even greater heights than that of FRSC, in the future.

People Manager Eff ectiveness Program (PMEP) at FTO Duvvada Site

In order to have a common language across the site on driving people performance and development, and to strengthen people practices, a People Manager Effectiveness Program was launched at FTO Duvvada Site.

FTO Duvvada Site Head, Ram Rajendra Kapratwar took the lead to train all his Site leadership on the 8 elements of Effective People Management.To begin with, at FTOs, a conscious decision was taken to focus on fi rst 4 elements of Effective People Management; once the 4 elements are effectively practiced, the rest will be implemented subsequently. Ram emphasised on the importance of connecting with the prospective hires, hiring and inducting employees well for smooth transition; driving employee performance through timely feedback sharing, coaching, focusing on employee development and appreciating the employees. Site leadership clarifi ed their doubts on certain approaches; and discussed on the efforts they need to put for sustaining these practices.

The session in progress

Dr. Rakeshwar Bandichhor

Gilmy M-App

GG-India Team Zenura-2 recently launched the Glimy-M app. The app is available on all platforms -

Android, iOS and Windows. It has already been downloaded by approximately 5000 doctors. This app provides doctors with regular scientifi c updates from six major diabetes journals in a simple format. Daily pop-ups of major studies and review articles are presented in a format which is easy to absorb, takes less time to read and comes at a gentle pace. Also, since attending all national and international conferences is not really possible for a practitioner, the Glimy-M app gives the doctor live feed updates of major sessions held in national and international conferences. This ensures that the clinician does not miss out on any relevant update. The ‘Patient Corner’ section helps the doctor explain the disease to the patient in a simplifi ed manner and enforce the importance of lifestyle modifi cations for a better glycemic control.

Doctors who have downloaded and used the app have deeply appreciated the prompt scientifi c updates presented in a simplifi ed manner and its ease of use.

41

Dr. Reddy’s took part in celebrating the International Nelson Mandela Day by donating toys to children in the Oncology

Paediatric ward at Baragwanath Hospital.Employees of Dr. Reddy’s South Africa delivered the gifts personally to bring smiles on the faces of the young cancer patients.

Team South Africa celebrates Nelson Mandela Day

Scholarships to children under Dr. Reddy’s CSR Initiative

Mrs. Anuradha Prasad at the felicitation day at Pydibheemavaram

Mrs. Anuradha Prasad presenting

the scholarship to the meritorious student

The Dr. Reddy’s stall at ALLSA Congress

Employees at the Oncology Paediatric ward,Baragwanath Hospital delivering smiles

Dr. Reddy’s CSR wing in association with DRF- Education initiated School Improvement Programme (SIP) in Pydibheemavaram,

Srikakulam district. Under this initiative, scholarships were given to the meritorious students from the underprivileged sections. On 7th August 2014, the scholarships for the academic year 2014-15 were handed over to 91 selected students from 3 schools by Mrs. Anuradha Prasad, DRF Chairperson in an event organised at ZP High School, Pydibheemavaram.

Mrs. Anuradha Prasad also handed over a cheque for ` 3.6 Lakhs to Sankar Foundation offi cials for yet another initiative ‘Comprehensive School Vision Screening Program’. This program is meant to prevent childhood blindness caused by refractive errors and other common eye diseases caused among school children. 4500 children from 15 Govt. Schools (3 Schools in Duvvada and 12 schools in Pydibheemavaram), will be benefi ted from this initiative.

ALLSA is the national Allergy Society of South Africa, representing all related allied health professionals. The purpose of ALLSA is to

advance the knowledge and practice of allergy and immunology through publications, meetings, and conferences and to foster the education of both students and the public.

Held between 8-10 August, the event was attended by over 200 specialist doctors and professors from all therapeutic areas. All major competitors representing allergy and immunology were present with the likes Cipla, GSK, Aspen, MSD, Astra Zeneca, Adcock Ingram and a few others.

The Dr. Reddys stand, which represented Topraz and Allerway5, showcased product information as well as activities and attractions that drew the Health Care Practitioners.

ALLSA Congress- August 2014

42

Dr. Vilas Dahanukar, VP & Head - Process Chemistry at IPDO, has recently

been conferred the role of Chief Scientist (Process Chemistry). Vilas’ primary responsibility will be to drive innovation in the chemistry function, by providing strategic infl uence across all sites where process chemistry is practiced (IPDO, CTO, CPS, DRILS and Chirotech). He will foster innovation and enable delivery of novel solutions, through his ability to direct and mentor process chemists for conducting cutting edge research and development of APIs and intermediates, and provide guidance to formulation scientists and process engineers on challenges related to chemical interactions. As Chief Scientist, Vilas will also be responsible for attracting, developing and enabling retention of global chemistry talent, to build and sustain best-in-class API development capabilities in the organisation. He will also drive innovative work practices and help provide global visibility to Dr. Reddy’s through patents, publications, presentations and participation at international conferences, workshops and committees.Vilas is the fi rst Chief Scientist at Dr Reddy’s. He will be a role model for the scientifi c community, both within and outside the company. His career trajectory will be an inspiration for all budding scientists, as they develop their career roadmap in the company.

Cresp fi ghts anaemia by stimulating the RBC (blood) production, and enables patients to lead a more energetic and spirited life. It also empowers them

to be more independent. Drawing an analogy, GG-India Team Oncology joined hands with a Mumbai based NGO - Chirag Foundation with an aim to empower and enlighten 30 impoverished rural families of the Muhudulpada village in Maharashtra. These households, currently without electricity, were provided two solar power based

home lighting systems each, on behalf of 60 oncologists. This was done with the greater aim of improving their quality of life and to set in motion an entire socio-economic transformation in the community. The names of participating doctors were inscribed on the lamps, which on their behalf, were handed to the villagers. The initiative was immensely appreciated by the doctors as they felt a part of this entire journey.

Lighting up lives with solar power

Patient being analysed

Xplora is a unique customer engagement initiative that aims to provide skin and hair analysis to pre-registered patients of

dermatologists. A team of 60 associates work with 1500 leading dermatologists, supporting their practice. These associates, armed with advanced skin/hair testing instruments, conduct tests on patients and give them an analysis capturing the health of their skin and hair. Such analysis reinforces the competence of the consultant and consumers feel more confi dent of the prescription. Periodic analysis also helps in monitoring the benefi ts of prescribed products during the course of treatment.

Hair and skin camps by GG-India Team

Dr. Vilas Dahanukar is the First Chief Scientist at Dr.Reddy’s

Lighting Up Lives

Dr. Vilas Dahanukar

43Winners of the Best CFO Awards

Saumen Chakraborty is India’s Best CFO

The country’s best Chief Financial Offi cers (Best CFO with Exemplary All Round Performance & Best CFO Award for Sustained Wealth Creation) were honoured at the Fifth Business Today-YES Bank Best CFO Awards 2014 at

the Taj Mahal Hotel in New Delhi on 18th September. We are pleased to announce that our CFO, Saumen Chakraborty was awarded India’s Best Overall CFO this year. On receiving the Best CFO Award Saumen noted how corporate governance is imperative now. “A CFO’s life is getting diffi cult and complex, as he/she has to face challenges continuously and keep adding value to the company, while protecting it as well”. In its seventh edition (and fi fth in partnership with YES Bank), the Business Today Best CFO Awards recognised those who have, perhaps, the most diffi cult job in corporate India - heading the fi nance department - at a time when the economy is yet to boom.

Saumen receiving the award from Piyush Goyal (Minister of State with independent charge for

power, coal and new and renewable energy)

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BrandNew

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Kidrich-D3GG-India Team Victra launched Kidrich-D3 Drops (Cholecalciferol) 800 IU/ml for the prevention of Vitamin-D defi ciency in infants and children. Vitamin-D defi ciency leads to poor bone formation / growth, decreased immunity, increased risk of LRTI and malabsorption syndrome. It is estimated that 86% of Indian infants are Vitamin-D defi cient.Routine supplementation of Vitamin-D is recommended within days after birth and throughout childhood.

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HepatinicGG-India Team Victra launched Hepatinic suspension (ursodeoxycholic acid 125 mg/5ml) for the management of cholestatic liver disorders in infants and children. These disorders occur due to obstructed bile fl ow from liver, leading to toxicity and death of liver cells. Hepatinic increases the bile acid secretion and protects liver cells, thereby adding life to the liver. Current treatment options only offer nutritional support, without any liver protection. Hepatinic thus addresses a signifi cant unmet patient need.

Defl uxGG-India Team Futura launched Defl ux injection (dextranomer and hyaluronic acid) for the management of vesicoureteral refl ux* (VUR) in children. VUR refers to the backfl ow of urine from the bladder to the ureters, and sometimes up to the kidneys. This can seriously damage a child’s kidneys due to renal scarring. Currently, VUR is managed by prolonged antibiotic course or ureter surgery.Defl ux is a minimally invasive, endoscopic treatment option for VUR* with a success rate of 83%. Addressing a signifi cant unmet need, it helps avoid the stress and trauma associated with the traditional treatment approach used to treat pediatric patients.

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SMTUpdate

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Each team has been provided unique identity through its own name, logo, team leaders and team members. The performance of the Work

teams is measured on 4 parameters i.e Safety, Quality, Delivery and Health of Team and is tracked through a dedicated Performance Scorecard. Today we have 158 teams across the FTOs covering about 3000 employees.

FY 14 has seen the Work Teams touching new highs of performance . During the year, teams completed 405 Improvement Projects in areas of safety, quality,

productivity, availability and achieved savings of INR 3 crores. The teams also completed 4000 plus Kaizens (small improvements in work place)

On 15th July 2014, Our CEO GV Prasad announced the Best Work Teams for FY 14 at an event held at Leadership Academy. The event was attended by Dr. S Chandrasekhar, Samiran Das, FTO Leadership team and Team Leaders/ Members of the 11 fi nalist teams. A cross functional committee was formed to select the top teams from the 11 nominated teams. The committee interacted with

Best Work Teams for FY 14 One of the initiatives under the SMT Way of Working was the introduction of “Work – Teams” on the shop fl oor in Feb 2012.

FTO

51

each team and evaluated them on the parameters of Team Performance, Team Work & Continuous Improvements before finalising the top teams.

The following 3 teams emerged as the Best Teams of FY ‘14 exhibiting consistent high performance on the parameters of safety, quality, delivery health, high degree of team work and ensuring continuous improvement through innovation.

Team Apex Predators Lions (FTO 3- Prod.) completed 45 Kaizens and 9 Improvement projects during the year and achieved a validated savings of INR 83 lakhs through their projects on productivity improvement & wastage elimination in the production process. Team Electrical Power Stars ( FTO 3 - Engg) scored consistently high marks during the year and also completed 28 Kaizens & 5 Improvement projects. The team achieved savings of INR 3 crores through Open Access Power purchase from IEX which enabled purchase of power at lower price from open market.

Team Rising Star ( FTO 2 – packing) achieved 103% of their plan for the year. The team also increased their OEE put in Omez line 5 ( CCR Line) from 29% to 55% and increased output from 30 mns/ pm to 60 mns/ pm during the year.

Samiran Das in his message said that he was encouraged to see the quality of improvements being made in the shop floor by the teams and mentioned that the power of teams was being felt now. He cited the example of geese flying in formation for leveraging their collective strength & the power of eagle to achieve higher goals, he then

urged the teams to work like eagles in formation .Dr. Sripada Chandrasekhar congratulated the teams for their superior performance and spirit of continuous improvement. He said that teams should work in the best way to build capability and engagement in teams and encouraged teams to take up Multiskilling within the team as a priority.

Prasad mentioned that the role of the Leader is to develop his team through work. He expressed his happiness at the progress made by the teams in the last 2 years and mentioned that doing meaningful work in pursuit of excellence is what motivates teams. He urged the teams to make an impact through their work towards our purpose of providing affordable and innovative medicines for healthier life.

The Winning Teams were presented with a trophy and certificate by Prasad. As a part of their celebrations and learning, the winning teams would also visit other companies to learn some of the Best Practices in Industry.

We would like to congratulate the winning and also request all the teams to raise their performance bar for the year ahead and join the list of winning teams.

G V Prasad with the winning teams

Additionally, three Best projects of FY’14were announced and these are:

Best Safety project

Implementation of Teflon Bush in the

FBD to eliminate Fire hazard

Team The Rising Sun,

Prod, FTO 2

Best Quality project

Wet/Physical analysis calculation

through Cubic Software for better

compliance

Team Elites, QC,

FTO 8

Best Productivity

project

OEE Improvement from 29% to 58% in Packing line 5 (CCR)

Team Rising Star,

Packing, FTO 2

2 1 3

Jagjit Singh

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Objective & DesignA need was felt for the Technical Trainees in Self Managing Teams to understand different aspects of the organisational culture, the signifi cance of discipline and the importance of their role in the organisation. HUM Consulting was engaged to design and deliver to address this need and enable the team members to align themselves to the culture and adhere to the rules and norms of discipline, while they are at the plant or in the community living or even otherwise.

CTO-II was chosen as the fi rst unit for implementation. The team from HUM Consulting held elaborate discussions with the plant head, plant HR, production managers, shift in-charges, Director-HR and Associate Director-HR. There was an elaborate session conducted with the Technical Trainees at the Community Premises to understand their views. A detailed interaction was conducted with the HOD and faculty members at the college where the Technical Trainees go through the CPPT program. Basis the interactions, the observations were utilised to design a training program which would be contextually relevant and address the specifi c areas.

Training AnchorsThe program was designed and delivered to align the Technical Trainees with the following:1. DRL Values 2. The Operating Philosophy of Self-Managed Teams (SMT)3. Specifi c Dos & Don’ts at the Plant and the Community Living Premises 4. Discussions on specifi c incidents that have occurred in recent past

5. Role modeling of candidates who conform to the desired behavior and showcasing them to the trainees6. Etiquettes desirable of Technical Trainees in the workplace and otherwise

The ‘SMT Culture Alignment Process’ explains the underlying thoughts which were adopted to design the Training Flow. Its further explained in the points as mentioned below:1. The Primary Objective of the Program was determined as one of culture building through strengthening the current organisational initiative of Self-Managing Teams. It’s imperative for the Organisation to work towards the success of this initiative as it provide strategic and competitive advantage2. The success of SMT solely depends on its adoption, in letter and spirit, by the layers of the organisation which are directly in contact with SMT process – Technical Trainees and the Supervisory Layer 3. Empowering the Technical Trainees was the next logical undertaken for the success of the initiative4. Having introduced the Technical Trainees on the journey of empowerment, it’s equally crucial to enable the Supervisory Layer the ability to harness the power of an empowered team. It’s also important for the Supervisory Layer to reinforce the messages that have been given to the Technical Trainees in their training modules. A training program for the Supervisory Layer has already been mooted and proposed in that direction. 5. Sustaining this initiated change will be

SMT Members

There was an elaborate

session conducted

with the Technical

Trainees at the

Community Premises to understand their views.

College to corporateCTO

53

important for it to yield long- term results. Periodic dip-sticks and interventions would be required to continuously reinforce the messages given to the Technical Trainees and the Supervisory Layer. This would further strengthen the SMT initiative.

A few words by Trainees“The training has helped us develop a high sense of ownership about our Block and its processes” – Naga (Technical Trainee)

“The Action Planning done in the last module of the training has given me a lot of clarity and I now feel more empowered to work on my developmental goals” – Manikanta (Technical Trainee)

“The training has helped me become aware of my emotions and attitude. I would now like to work on these to make myself more effective” – Bheemsai (Technical Trainee)

Strengthening the

Organisational Initiative of SMT

Success of SMT by

enabling its adoption

Empowering Technical Trainees

Power to Managers of

an Empowered Team

Sustaining initiated Change

Success Stories from API Srikakulam

I have been working in CTO 5 since Jul’10. I joined as a technical trainee in the Process Engineering department and am working as a Production Area Head. My team is responsible for in and out of Ranitidine HCl (Form – 1 & Form – 2), Montelukast Sodium, Omeprazole Mg and Capecitabine API at CTO 5. There are 77 team members in my team working in two different teams. One team takes care of entire manufacturing process of Montelukast Sodium and

Omeprazole Mg and the other team takes care of Ranitidine HCl Form – 2 clean room operations. Also, there are two female team members who are part of daily training and documentation activities. It was always a different experience when you are with SMT team members. They always look up to us as a friend, leader, parent, aspirational fi gure etc,. Being young and through a right selection process, I have witnessed a

- Madan Dosapati, Production Head ,

Area 2, CTO 5.

m Afrom

zeal in them to work, to learn, to develop themselves and the organisation thereof. They are always on their toes to make their work successful with no quality or safety deviations. As the structure is so simple compared to the traditional set up, it is very easy for them and for me to reach out to each other and discuss various day to day activities. I am pretty confi dent that my SMT team members can learn and execute manufacturing of any critical product within a very short span of time. “Lead self” is my motto at work. I teach them how to get things done by doing it myself and asking them if any further improvements can be made. By constantly questioning them on the process, equipment, engineering, technology, status of production, planning, etc.,t I churn out their internal thinking process and make them question internally, the importance of learning new things on a continuous basis. This exercise will be a mutual benefi t between the team and individual.

A few achievements that I can share and laud my team are taking up the brown fi eld area (Ranitidine Form – 2 clean room) with minimum hiccups.• Consistent production meeting the market requirements with no safety or market complaint since their induction in Sep ’13.• Commissioning of a green fi eld project for Montelukast Sodium & Omeprazole Mg.• Validating both Montelukast Sodium and Omeprazole Mg, which are critical molecules for the growth of CTO 5.• Successful completion of 4 MT campaign of Capecitabine API for our esteemed customer M/s Roche with highest ever achieved yield.

- Kallam Srinivas Reddy, Production In-charge, Block M, CTO 2

I have witnessed a

y,

Srinivas started his career in Dr.Reddy’s way back in 12th December 1996. He is one of the key champions to drive SMT initiative at CTO 2 and is leading a team of 27 technical trainees. He feels that the SMT way of working is quite different from traditional way of working, because there is paradigm shift in the way we think, behave and deliver. The entire system works on the principle of “WE” rather than I and you. He motivates the team in all the means by making things interesting, supporting the team both personally & professionally. He also insists on career growth and education. Few of the achievements by the team through the SMT way is that they could meet the targets (increased numbers also) with consistency.

Naqi Abbas

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Corporate Social

Responsibility

56

Making dreamscome true

LABS – PwD

LABS aspirants

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Initiated in 2010, the LABS – PwD (People with Disabilities) project has been helping differently abled Indian youth fi nd job opportunities. The beginning

was not easy, as it involved reaching the right people, understanding their needs, and then making them understand how the program will benefi t them. Once these hurdles were crossed, there has been no looking back. Today the LABS-PwD project has a team of 35 employees operating out of Hyderabad, Bangalore, Chennai, Kerala, Delhi, Kolkata, Noida and Mumbai. The number of people with disabilities who have benefi tted from this project till date stands at around 3000.

The LABS-PwD project aims to provide quality placement, supported by continuous learning and improvement. The team at the Head Offi ce has developed a corporate networking strategy for the entire team to demonstrate how to approach the employer, which will ensure employer sensitisation for recruiting persons with disability for their different requirements. DRF is aiming to reach at least 2500 persons with disability every year and will operate in 25 locations by end of 2014. PwD centres are supported by Dr. Reddy’s Laboratories, Accenture and Bharat Petroleum Corporation.

A trainer has a key role in moulding the lives of PwDs once they reach the LABS centre. DRF recruits only those trainers who have the drive to serve with full commitment. Currently, around 35 team members are involved in changing the lives of PwDs through sustainable job opportunities.

Trainers undergo intensive 10 day induction when they join DRF. It makes them understand the process thoroughly. Field experience makes them more competent and sensitive towards the needs of PwDs. All trainers are responsible for mobilisation, training and networking with employers. Regular trainings and interaction with co-facilitators gives them an opportunity to learn more and implement the best practices at centres.

Employers like Aegis, Lemontree and many others are providing opportunities to PwDs at entry level positions. Understanding about PwDs skills makes employers think about the possibilities of providing employment opportunities. Some employers expressed their satisfaction in recruiting PwDs as they could see tremendous output from them.

The number of people with disabilities who have benefi tted from this project till date stands at around 3000.

LABS aspirants

LABS aspirant

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How has been you experience working as a LABS- PwD facilitator so far?Working as a LABS-PwD facilitator has been a very unique experience for me. When I joined LABS, I was aware of the hardships of disabled people. When I started working with them I was really moved by their hardships and the way they handle their life. Their intrinsic motivation level is wonderful. As a facilitator I always try to know and understand their individual needs and impart my training to satisfy their needs and provide them their right to live a respectful and independant life.

But sometimes I feel bad when employers refuse to take PwDs, especially hearing impaired aspirants, as their employees. I, as a facilitator, try my level best to sensitize such employers about the capabilities and skills these PwD youth have, to contribute towards their company’s growth. Overall, it is a wonderful & remarkable journey for me as LABS-PwD facilitator.

What satisfi es you the most in your job?Beaming faces of aspirants when they come to us after getting jobs, satisfi es me the most. At that time I always feel that I am doing justice to my role as a facilitator.

How do you see this program in the coming years?From 2007 till now, LABS PwD has achieved many things e.g. highest serious placement rates, covering most number of PwDs across the country and a good rate of retention. So I think in the coming years, we will cover all the 29 states in our country which will be done through our highly motivated team which has always believed in their potential.

Personally what transformation have you undergone in all these years being a facilitator?When I joined LABS-PwD as a team, I did not know how to cope with their needs and problems and honestly, I felt I wasn’t fi t for the role of a path maker. But, when I saw these PwDs walking on the fl oor using their hands; it made me realize that they must have started from somewhere when they were aware of their disability. As a person I came to understand that “you have to start from a point because in the end nobody will be there to push you up to achieve something”. So this program has transformed my life complete as a person, as well as a worker.

Sailesh KumarCentre Co-ordinator and Senior Facilitator

LABS- PwD centre, Karkardooma, New Delhi

An interview withMr. Sailesh Kumar

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LABS – PwD Facilitator Shailesh Kumar (standing)

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With a family of six, Divya Misal (32) wanted to get a stable job to support them. She lost her father at a young age and now stays in a joint family with her brothers, mother, sister-in law and nephew. After her 9th standard, Divya had to discontinue her education owing to the fact that she was to be married. Things did not work out and she started working as an executive at a local fashion boutique earning a monthly salary of `6,000. while staying with her mother and brothers. Soon after, she met with a road accident and lost her hand. Due to this, she slowly lost her hopes of having a better future. She was discouraged by her mother to take up a job thinking it would be diffi cult for Divya to cope. Through one of the mobilization drives organised

by the DRF- LABS- PwD team in Ghatkoper, she got to know about the training. She was higly infl uenced by it and enrolled herself in the ITES domain in the BPCL supported LABS centre in Byculla, Mumbai. Initially hesitant to attend classes and participate in class room activities, Divya slowly gained her lost confi dence. After 45 days of training, Divya was placed with Vertex Solutions, Airoli as a Telecaller on a monthly remuneration of `7,500. Today Divya wishes to fi nish her graduation. Her additional income has not only helped her family but has boosted her dignity to a new extent. She is very happy with her success, and sees herself working in a good position in future.

A story of courage

For Rajesh, passion overcame all

Rajesh Kukuma (33) was an aspirant of Mobile Technician Course at the VRC supported LABS- PwD centre in Vidyanagar, Hyderabad. Having completed his SSC, he could not continue further studies due to fi nancial problems. Rajesh is orthopaedically challenged and his physical condition became a reason for employers not to employ him. His lack of knowledge and direction also made him lose his confi dence. He came to know about DRF and the LABS- PwD program through one of his friends. He joined the VRC, Vidyanagar branch to learn how to repair cell phones.After he joined LABS, Rajesh was able to make a difference in his life. He attended classes regularly and improved his practical knowledge. He took lot of interest in life skills which was a new topic for him. After 60 days of training, Rajesh was placed as a Mobile Technician with Sharan Communications, Sitaphalmandi, Hyderabad on a monthly remuneration of `7,000. Today, Rajesh is more confi dent about himself and feels that he can actually achieve whatever he wants.

Jolly Bandopadhyay (30) comes from a lower middle class family, She is married and wanted to help her husband by being an extra earning member. She is orthopedically challenged, with her right limbs not functioning properly. Jolly had fi nished her 10th but could not continue studies owing to her maiden family’s fi nancial problems. Jolly came to the LABS- PwD centre at Salt Lake, Kolkata with her husband. She enrolled herself in the program after counseling and completed the 60 days program. Post the training, Jolly was placed as an MIS executive with the zonal offi ce of Dr. Reddy’s foundation in Kolkata, earning a monthly remuneration of `5,500. Jolly fi nally came out of her house, leaving behind her physical challenges. She is

very happy about this and says that this has given her an opportunity to know her inner self and regain her lost confi dence. “I am learning about the balance of work life, personal life and work pressure. LABS training proved to be a boon for me and the facilitators supported me fully. LABS has transformed me into an optimist. Everyday motivates me as it has something new in store for me to learn. I know I can reach great heights and prove myself to those people who always looked down upon me. I want to let them know that physical disability is not a precondition for failure. One will fail only if he/she stops trying. I am proud of myself and consider myself as my role model”, says a super confi dent and happy Jolly.

Her disability became her strongest motivation

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Our placed aspirants at KFC, Calicut

Tina Gupta (35) works for the Lemontree Hotels in Koshambi, Gazhiabad as a housekeeping executive. Tiya, as she prefers calling herself, never thought that she would come this far. Tiya fi nished her 12th and was pursuing her under-graduation when she met with a gruesome accident that left her in coma and full body paralysis for a long time. Tiya’s parents passed away when she was in her school and after her accident, her only sibling, an older brother, disowned her. She had nowhere to go and nobody to take care of her. A Delhi based NGO, Snehalaya, took her under their supervision. It was through Snehalaya that Tiya got to know about the LABS training. The NGO, along with her, approached the DRL supported LABS- PwD centre at Karkardooma, New

Delhi. Taking a keen interest in the program, Tiya enrolled herself as an aspirant with the ITES domain. Tiya has good communication skills and is a very friendly person. Owing to the accident, Tiya used to suffer from forgetfulness, but with constant help during the training, Tiya has improved a lot now. Today Tiya is independent and earns `7,500 every month. She never thought she would make a comeback in life with dreams and ambitions. “Society has ridiculed me enough. I don’t bother about them anymore because I have a superior motive now - to establish myself in life. I have learnt a lot from my life and the LABS training. Things from the past are painful but I am determined to make my future very bright”, says a confi dent Tiya.

She made a comeback with dreams and ambitions

Team LABS- PwD

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Unwind

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We are the CCLChampions!

Standing from left to right: Ganesh, Narasimha Raju, Rajesh KiranSiginam, Srikanth Kanda, Mukesh S Gyanchandani, Manpreet Singh, P Krishnanand, Anil Kumar Kola, KadooVikas PR

Sitting from left to right: Rajendra VarmaAlluri, Uma Mahesh Majji, Ravi Kumar Kesari, Rezwan Abdul, LNVG Krishna R, BhunajNarendraraoSarode, Brijesh V Patel

This tournament win is a momentous occasion for our Dr. Reddy’s cricket team, as we have won a cricket tournament for the fi rst time ever in the cricketing history for Dr. Reddy’s

65

We feel great pride and delight in sharing that our Dr. Reddy’s cricket team has won the 11th Corporate Cricket league (CCL) Championship, for the year 2014.

This tournament was intensely fought between top 24 corporate teams of Hyderabad and we emerged victorious by defeating Oracle in the fi nal held on 13th Sep 2014, Saturday at Melgiri Cricket Ground, Hyderabad.

Our team achieved stellar wins in the league stage with wins over teams like GMR Group, Microsoft and Northgate Technologies. The quarter-fi nal against Wells Fargo was a nail biter with a last ball win for us. In the semi-fi nal against Tech Mahindra, Manpreet came up with a brilliant captain’s knock of 93 runs, ably supported by a brave innings of 45 runs from Brijesh, who despite getting hit by a bouncer and getting wounded, continued to bat to take the team to a strong total of 174 runs. In reply, Tech Mahindra could only manage 120 runs. In the fi nal, Oracle was held to a low score of 117 runs, owing to a brilliant spell of swing bowling from Rezwan, who took 3 wickets including their two opening batsmen. Dr Reddy’s easily chased down the target in 17 overs to win their maiden cricket Tournament.

Manpreet Singh was awarded the ‘Best Batsman of the Tournament’ for scoring 286 runs in 7 matches. Brijesh Patel was awarded the ‘Outstanding Achievement of the Tournament’ for his valiant innings in semi-fi nal match. He was among the top bowlers in the tournament with 16 wickets and also scored 181 runs in 7 matches. Bhunaj Sarode also chipped in with 12 wickets in the tournament.

This tournament win is a momentous occasion for our Dr. Reddy’s cricket team, as we have won a Cricket Tournament for the fi rst time ever in the cricketing history for Dr. Reddy’s!

After ending up with runners-up trophy six times earlier, our team has fi nally achieved its long cherished dream.

Hello to the Champions!

It is with a great sense of happiness and delight that I received the news of our team winning the CCL Championship for 2014! Hearty congratulations to all the members of the team that made this happen, you make our company proud. Since cricketing history of Dr. Reddy’s has been mentioned, I recollect a Pharma Cup we participated in several years ago and one I used to attend regularly. It was called Pharma Cup but only two teams competed, us and Ranbaxy. So, if you discount the fact that we won that cup once, I agree, it is a fi rst in our cricketing history for us to win a Cricket tournament! Cheers to you all and good luck with the next one.”

Satish ReddyChairman

If you are a passionate cricket player and would like to join the team, please feel

freeto get in touch with any of the below Team members :

Manpreet Singh - 8142527853Brijesh Patel - 9985393932

P Krishnanand - 8008204644Rajesh Kiran Siginam - 8008556450

1. B Sampath Kumar (SCM, Bachupally)2. Latif Jafar Shaikh (IPDO)3. Rajnish V Chavan (GG India)4. Deepak Kumar (GG India)

Previous Elixir Quiz Winners

Match in progress

Manpreet Singh

Brijesh Patel

Brijesh Patel and Manpreet Singh

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BuddingPhotographers

68

Chichen Itza, a pre-Columbian city built by the Mayans

Taxco de Alarcón, City with silver mines

Dance form of Veracruz

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Have a passion for photography? If you would like to share your original photos with the readers of Elixir, please email your best work to us at elixir@drreddys.com No downloaded images please!

Photographer :

Venkat VishwanathAssociate Director - HR

CTO CVC

Xochimilco, one of the boroughs of Mexico City D.F

Huasca de Ocampo, Hidalgo

Xcaret, Carribean coastline of México-001

Hacienda de Santa Maria Regla. An old mining estate, now tranformed into a hotel

House of Hernán Cortés in the fi rst real Spanish town,

‘La Antigua’

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You begin your day with: A “thank you” to God followed by a quick scan of any urgent emails.

Your favorite relaxation activity: Spending time with Armaan (for the fi rst couple of hours) and “own “time on the Treadmill or X trainer.

Favorite books: The Godfather by Mario Puzo. A book I read during my growing up years!!!

How will You Measure Your Life?by Clayton Christensen. A book I read15-18 years after I started working.

Built to Last and Good to Great by Jim Collins. Books I read when just entering work.

Your favorite television show/channel: Sports - Barclays Premier league on any channel and any of the tennis grand slams. Of late the serial Downtown Abbey.

Your favorite city: London. Hyderabad too!

The airline you most enjoy fl ying with: British Airways with close competition now from Emirates because of their schedules.

Favorite holiday destination: Anywhere around Route 1 South in California or Koh Samui, Thailand.

Your favorite athlete: Sachin Tendulkar and Roger Federer for their consistency and perseverance.

Your favorite cuisine: Indian or Thai.

Your favorite restaurant: Sahib Singh Sultan, Hyderabad.

Your most prized possession:A T shirt my father gave me years back.

A leader you admire the most: Mother Teresa.

Your leadership mantra:I have two that are told through these quotes:1. In the end people will forget what you said, people will forget what you did, but people will never forget how you made them feel. So fi nd the right balance between being loved and respected. 2. If you were fortunate enough to catch the elevator to the top - don’t forget to send it down when you are done.

A personal development tip for our readers:Keep the curiosity to learn alive and when the opportunity arises, remember to push yourself out of your comfort zone

Umang Vohra Executive Vice President & Head

North America Generics

Up Close & Personal

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SpecialFeatures

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Dr. Reddy’s CPS division recently unveiled the Power of Now™, a customer-focused marketing

initiative that’s aimed at accelerating project delivery through dedicated response networks, with shortened decision-making chains and reduced lead times. The new campaign, which was launched at Chemspec Europe in Budapest in June, includes a new brand image for CPS, with an updated logo and strapline, and fully integrated marketing communications across online and offl ine channels, including social media (see ‘Countdown to launch at Chemspec’).

The campaign is part of CPS’ broader organisational change, a major process of reviewing and improving company processes, cultures and structures, to ensure it is better able to deliver on the changing needs of today’s dynamic pharma industry. The revitalised CPS will bring out CPS’ core offerings and unique proposition, demonstrated in this campaign through the three pillars - speed of response, confi dence and trust. A key part of this reshaping is the ongoing Commercial Excellence Program, which was initiated early this year, and is being institutionalised among our internal and external stakeholders.

The Power of Now- Custom Pharmaceutical Services

Anurag Roy speaking at Chemspec

“We’ve built our track record on delivering innovative ways to solve customers’ complicated chemistrychallenges.”

Anurag RoyVice President & Global Head-CPS

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Effective marketing communications will be vital to ensuring that the industry is aware of CPS’ renewed offering, and the fi rst phase of the Power of Now™ campaign focuses on speed of response. It aims to place CPS at the top of the mind, for decision makers within innovator pharma companies, with supporting messaging to build confi dence and trust in CPS’ capabilities. The second phase of the campaign will roll out during 2015, building on this new awareness and interest, to engage with and educate audiences on the compelling advantages and added value that CPS offers. Ultimately, it will be about delivering on the promises made by the improved CPS, its Commercial Excellence program and the Power of Now™.“We’ve built our track record on delivering innovative ways to solve customers’ complicated chemistry challenges,” said Anurag Roy.“But pharma companies don’t just need technical expertise, they need it to be delivered as quickly as possible. With the Power of Now™, CPS will stand out as a CDMO that offers a number of advantages to give its customers a real competitive edge.”

What does the Power of Now™ promise?Innovator pharma companies are under increasing pressure to maintain a competitive edge while meeting ever more stringent safety and quality requirements, and fi nding ways to operate more sustainably. As a result, decision-making behaviour has changed and lowering the cost of goods is no longer the main driving force when such companies choose to outsource. “Reducing the cost of goods can still have clear benefi ts that may, in turn, be passed on to consumers, but there is a growing demand for suppliers that offer more innovative ways to add value than simply cutting costs,” explained Anurag.

Innovator companies are looking for CDMOs that offer experience with meeting regulations; specialist scientifi c and technical capabilities; safety and quality reassurances; and compliance with health, safety and environmental norms.

As part of Dr. Reddy’s, CPS is uniquely able to tick all of these boxes. Over the coming months, this new campaign will demonstrate that the Power of Now™ is not just a strapline, but a coordinated series of activities across online and offl ine channels, that will ensure these core messages reach pharma audiences worldwide.

What does the Power of Now™ mean to us?• Understanding customer needs/working closely with them• Putting the customer fi rst• Not just providing a service, becoming a partner• Being responsive and fl exible• Working as a team• Effi cient communications• Speed without compromising on quality• Meeting challenges head-on

What does the Power of Now™ mean to our customers?• Faster customer service and delivery• Shorter decision-making chains • Reduced lead times • Condensed paper trails • Better accountability • More effi cient project management• Accelerated route from clinical to commercial supply • Competitive advantage

CPS at Chemspec

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Countdown to launch at ChemspecTargeting press before the showNew press kits and media briefi ngs were sent to the trade press ahead of the show, inviting them to meet CPS and attend the Outsourcing Best Practices panel discussion which included Anurag as a panelist, and ran twice in Budapest.

Visibility throughout the eventRepresentatives from CPS’ Business Development Team attended Chemspec, including Christian Jones, Andy Evans, Anurag Roy, Marco Hennebohle and Nikhil Kelkar. CPS had exclusive sponsorship of the visitor bags at the show. premium position ads in the Chemspec Show Daily during the event. CPS’ bespoke booth was designed for high standout and maximum promotion of the Power of Now™.

Social media is an important part of the new campaign, starting with new Twitter and CPS LinkedIn profi les. Through social media, CPS will be reinforcing its key messaging in line with industry events and technology themes, and also supporting all online and offl ine marketing activities, helping to direct followers to relevant CPS web pages, driving awareness and understanding of CPS’ capabilities and offering, and building interest, engagement and loyalty among audiences. Make sure

you follow CPS on Twitter (@CPS_DrReddys) and LinkedIn (https://www.linkedin.com/company/3769836). The branding on CPS’ website and sales collateral was also updated in

time for Chemspec, and a dynamic corporate video was created when the full business development team met at Chirotech, our Cambridge, UK, site in June. The new branding will be rolled out across CPS’ literature, stationery, business cards and email signatures over the coming weeks.

CPS in the newsAnurag participated in the Pharma Outsourcing Best Practices panel discussion, which took place twice during Chemspec and covered best practice approaches to developing

CPS LinkedIn page

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global outsourcing strategies, identifying outsourcing partners, risk mitigation and effective partnership management. It included speakers from a number of other companies, such as Saltigo (Robert Bloodworth), DPx (Lukas Utiger), Codexis (John Nicols), and Kaneka America (Alan Walker).

Editors from Chemistry & Engineering News, CHEManager International, Speciality Chemicals and Chemistry Today interviewed Anurag during the show. CPS is appearing in several news roundups, industry opinion

pieces, technical articles and editorial contributions throughout September and October. Look out for CPS news, features and bylines in sp2 magazine, Pharmaceutical Technology, Speciality Chemicals, CHEManager International, Manufacturing Chemist and Chemistry Today.

What’s next?Following the initial launch at Chemspec, CPS is gearing up for a hard European launch at CPhI Worldwide in Paris, followed by the global launch early next year. While there is strong global awareness of Dr. Reddy’s Laboratories, many people have not yet heard of CPS, so this campaign aims to raise the CPS profi le in order to attract more enquiries and business.

Targeting visitors before the showPremium position, standard print and digital ads appeared in key European trade publications, including Speciality Chemicals, Manufacturing Chemist, CHEManager International and sp2 magazine, during the weeks prior to Chemspec.

Team CPS

CPS Chemspec Europe booth

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Traditionally, intranets used to focus on content, organisational communication and standard transactions like leave requests. However, the intranet is a platform that touches employees working for numerous, critical organisational functions and is located across several geographies. Hence, it has an immense potential to be leveraged for benefi ts of transformational nature in our daily jobs at work. Intranets should help people quickly fi nd information that they need and help them confi dently complete their tasks. To observe emerging trends in intranets, we consulted James Robertson, the global leading authority on Intranets.

Organisations like McKinsey, Gallup and Forrester propose some very important trends across industries through their research in the fi eld of employee productivity and engagement. • 61% of the employees’ time is spent coordinating (McKinsey Global Institute, The Social

Economy, 2011) • 38% of the employees time is lost duplicating work (Forrester Forrsights, Workforce

Employee Survey, Q1 2011)• 58% of the employees waste an hour per day looking for information (IDC, The High cost

of not fi nding information, 2001) Through our engagements with Business Teams we found that this holds true in our organisation as well. These studies served as an important motivation for us to use iHub as our platform to make our employees and teams collaborate more effectively.

The benefi tsIncorporating powerful technologies that help us get organised, collaborate and get inspired, iHub has pertinent solutions like:1. Centralised document repositories2. Project monitoring interfaces3. MoM trackers4. Ideation and discussion forums5. Expert locators etc. which each employee or team – no matter how big or small or how dispersed it is – can leverage to make their day more effective in our company. “iHub is not just our new intranet, it’s our new style of work. It’s a platform that can make profound, positive changes in the way our organisation collaborates and manages work. “

Atanu Roy, CIO

The inspiration

iHub - The intranet era

Travel, Leave RequestsMany of them have migrated to mobile

applications

Elixir, Perspectives, News Flash

Policies, Enabling You, Training Details

Transactions

Current Intranet

Content

Communication

iHub home page

Atanu Roy

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I have been conducting a co-ordination meeting which is termed as “SCM – Manufacturing interface” every Monday morning for the last few months now. This meeting covers a crisp discussion around de-bottlenecking of various cross functional issues with multiple stake holders spread all across the organisation and addresses various short term and long term supply stability concerns. This sheer context of multiple stake holders used to take away a signifi cant bandwidth from the team to consolidate the agenda as well as to track action items. iHub has really come out as an instant relief from tedious mailings and calls and has enhanced the visibility to an extent that now in a literal sense everybody is on the “Same Page”. Kudos to the IT team for this. I plan to extend this to all my other meetings as well.

Nihar Medh,Senior Director, SCM - Global Sourcing

A quick, automatic summary of the late and upcoming action items of the MoM

The actual Action Points

The pre-read and other documents

Collaboration is a continuous process, not a once in a week event!– Discussion forums

Yammer’s promise is to bring in the inclusive power of a start-up culture in large organisations like ours. How?

By enabling mass collaboration across functions and geographies of our company. This gives us the opportunity to benefi t from the full creativity and tacit knowledge of people that remains in departmental and functional silos throughout the organisation.

An example: Our Research Team’s Yammer group The group consists of Quality By Design enthusiasts (Formulation & Process experts primarily) who intend to share their QBD learnings and approach towards performing effective Design of Experiments.

The process of Formula optimization and subsequent process optimisation for complex molecules is a challenging area where one needs to choose factors of infl uence and their levels meticulously. Failing to do so results in conducting multiple experiments and hence leads to larger product development times. This community aims to educate and create awareness amongst the scientifi c fraternity of IPDO in general on such nuances.

Early successes

An active discussion on Yammer

Yammer - social networking for business value

MoM tracking page

Md. Nasrullah Khan

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The LastWord

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Recently, we held our Annual Leadership Summit for the seventh year running, as you may know. This is a good time to

pause and remind ourselves why we hold the Summit.

We started the Summit to facilitate collective learning among senior management. We also saw it as a way to create a shared understanding of our challenges and a joint commitment to tackling our priorities. The Summit also helps our leaders to develop and enable change within the company.

Each year’s theme refl ects the challenges and priorities of the business that year. Over the years we have focused on:

• Building the capabilities to create global leadership in APIs and generics• Simplifying the business model so that we grow in line with our strategy while leveraging our strengths• Accelerating growth through innovation, particularly by pursuing human-centred innovation that puts the patient at the centre

For me, the most satisfying part of ALS is the learning. Things are a lot more complex in today’s world, and change is constant. To keep up, we must add to our knowledge and skills all the time. You may have the best academic record and more experience than most others. But if you can’t learn when the situation demands it, which happens often these days, you could very well fail.

Contrast that with the satisfaction of learning something new; something that allows you to connect the dots, see patterns and relationships you didn’t before; and unleash creativity you didn’t know you had.

That’s what we seek to achieve through ALS. It’s what we mean when we tell our people that we want to invest in them, help them

grow to their full potential. In this spirit, this year’s Summit focused on a topic new to us: Human-Centred Innovation. Speakers helped us explore how keeping the patient or partner at the centre when designing products and services would reveal unmet needs and lead to innovative solutions.

‘Challenge the question; don’t take it for granted.’

‘Look for anything intimidating to patients in medication and packaging and fi nd a way out.’

‘Humans are wired for surprises, humour and the unexpected. How can we use these to enhance the experience of healthcare products?’

These are some ideas speakers raised at the Summit, ideas that lead to creativity and discovery.

The things we have learned at the Summits have helped our organisation in four main ways:• Move from fi refi ghting to disciplined execution • Manage scale and complexity• Drive growth through innovation• Be more patient and partner focused Not all the learning has been organisational. We have grown personally too.

I believe the best thing we can do in life is learn something new, every little while. It could be specialised knowledge that helps us see the fl aws in a method or conception. It could be something unrelated to work—mountain climbing, bird watching, or playing the piano. Whatever it is, we are bound to learn something that makes a positive difference in our work and our personal lives.

G V PrasadCo-Chairman & CEO

The AnnualLeadership Summit is animportant learningexperience

“I came up with a little help here and there and wherever possible, I try to return it. If by giving help you can transform it into an opportunity for someone to show his ability, it is the greatest satisfaction.”

THEY DID NOT HAVE THE BEST OPPORTUNITIES. BUT NOW, THEY HAVE YOU.Did you know that as a Dr. Reddy’s employee you have the potential to make a difference in people’s lives? Help those who need you the most. Volunteer for the Livelihood Advancement Business School (LABS) program and help the less fortunate discover their ideal career path and regain their self-respect.

To volunteer, contact 040-23305115 / 040-23304199 or Email: volunteering@drreddysfoundation.org

Dr K Anji Reddy