Project Ravindra

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    PREFACE

    The basic purpose of this project is to present the subject matter in simple

    language and easily understandable style to assist the reader to develop through

    understanding about the actually beneficial policies of the company. As a part of

    my Master of Business Administration (M.B.A) program I was asked to undergo

    forty five days summer training in any organization, so as to give exposure to

    practical management and to get familiar with the various activities in the

    organization. I got an opportunity to undergo my summer training in the reputed

    organization Jubilant Organosys Ltd.. I was allowed to work on the project

    title RECRUITMENT AND SELECTION. For analysis and interpretation

    financial data has been taken from financial reports of the concern and

    performance of policies is evaluated. Research gives an ample opportunity to

    apply once academic knowledge in the field of substantiated by ones inactive and

    lesion capabilities.

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    EXECUTIVE SUMMARY

    Recruitment and selection are the two crucial steps in the HR process and

    are often used interchangeably. There is, however, a fine distinction between the

    two steps. While recruitment refers to the process of identifying and encouraging

    prospective employees to apply for jobs, selection is concerned with picking the

    right candidates from a pool of applicants. Recruitment is said to be positive in its

    approach as it seeks to attract as many candidates possible. Jubilant Organosy

    Limited, is an integrated Pharmaceutical & Life Sciences company. As India's

    largest Custom Research and Manufacturing Services (CRAMS) player and a

    leading Drug Discovery and Development Solutions provider out of India. It is

    constantly engaged in delivering value to its global customers through innovative

    technologies, products and services. Jubilant through its various subsidiaries in

    India and overseas is constantly endeavouring to contribute towards meeting the

    unmet medical needs and bringing down the healthcare costs globally. Selections,

    on the other hand, is negative in its application inasmuch as it seeks to eliminate

    as many unqualified applicants as many unqualified applicants as possible in

    order to identify the right candidates. A dependence on the interview as the tool

    most commonly used in selection of in-school administrators is contrary to much

    research that suggested the best selection process is one that used a multitude of

    techniques. Effective planning for recruitment and selection of in-school

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    administrators is the key step to any process. All communication and information

    concerning candidates for recruitment or selection should be contained in one

    department or person through the function of the HRP office. Recruitment and

    selection procedures should be realistic, written in policy, and implemented.

    Multiple and varied weighted selection techniques should be utilized in the

    selection of in-school administrators. If the selection process is well handled and

    managed professionally, the person who did get selected realizes that he or she

    has been put through a rigorous process, is proud of deserving the job, is eager to

    live up to the new challenges, and feels special and valued by the organization,

    even before coming on board. Additionally, an effective recruitment and selection

    procedure produces positive feelings in the selection. By recruiting widely and

    correctly, obtaining the qualified people to apply for management or

    administrative positions, and selecting methodically, chances of having better,

    more effective leaders in critical leadership positions are increased.

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    CONTENT

    INTRODUCTION

    OBJECTIVES OF THE PROJECT

    SCOPE & IMPORTANCE

    LITERATURE REVIEW

    COMPANY PROFILE JUBILANT ORGANOSYS LTD.

    RESEARCH METHODOLOGY

    DATA ANALYSIS & INTERPRETATION

    FINDINGS

    CONCLUSION

    SUGGESTIONS

    LIMITATIONS

    BIBLIOGRAPHY

    ANNEXURE

    QUESTIONNAIRE

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    STATEMENT TO THE PROBLEM

    Decisions about hiring and classifying applicants are based on expectations

    or predictions about their future work behaviors. When a company needs to

    recruit new staff or make promotion decisions about employees, there are various

    methods of assessments at its disposal. Personal selection and assessment

    activities are integral parts of organizational life. There is more pressure now on

    organizations and HR managers to fill vacant positions quickly and with the most

    appropriate individuals. Whatever selection procedure is used, it should yield the

    right type of information and lead to correct decisions being made. The statement

    for the problem of the proposed study are as follows: Recruitment and

    Selection Process in Jubilant Organosys Ltd.

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    INTRODUCTION

    Recruitment is a process to discover the sources of manpower to meet the

    requirements of the staking schedule and to employ effective measures for

    attracting that manpower in adequate numbers to facilitate effective selection of

    an efficient working force. Recruitment is a process of searching for prospective

    employees and stimulating and encouraging them to apply for jobs in an

    organization. This project report is prepared for the partial fulfillment of the

    award of degree of Master of business administration. The main aim of this

    project report is to study the HR techniques for the recruitment and selection

    procedure in Jubilant Organosys Ltd. Basically there are 2 sources of recruitment

    Internal and External sources. Transfers and promotion is the category of the

    internal recruitment internal recruitment promotes greater loyalty and moral

    among the employees. External recruitment is mainly based on the campus

    selection process factory gate living is an important source of external recruitment

    by planning a notice on the notice board of the enterprise specifying the details of

    the job available. Personal selection and assessment activities are integral parts of

    organizational life. There is more pressure now on organizations and HR

    managers to fill vacant positions quickly and with the most appropriate

    individuals. Decisions about hiring and classifying applicants are based on

    expectations or predictions about their future work behaviors. When a company

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    needs to recruit new staff or make promotion decisions about employees, there

    are various methods of assessments at its disposal. Whatever selection procedure

    is used, it should yield the right type of information and lead to correct decisions

    being made.

    HRP helps determine the number and type of people an organization needs.

    Job analysis and job design specify the tasks and duties of jobs and the

    qualifications expected from jobholders. The next logical step is to hire the right

    number of people of the right type to fill the jobs. Hiring involves two broad

    groups of activities: (i) recruitment and (ii) selection. Recruitment is discussed in

    this chapter. The next chapter deals with selection.

    Before coming to details of recruitment, it is useful to not that hiring.,

    contrary to popular perception, is an ongoing process and not confined to the

    formative stages of an organization. Employees leave the organization in search

    of greener pastures- some retire and some die in the saddle. More importantly, an

    enterprise grows, diversifies, takes over other units- all necessitating hiring of

    new men and women. In fact, the hiring function stops only when the

    organization ceases to exist.

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    OBJECTIVES OF THE PROJECT

    To study of the procedure of recruitment process of executive in Jubilant

    Organosys Ltd.

    To study all those factor which attract to apply the organization.

    To study the concept of Recruitment process.

    To find out the awareness of selection procedure of the organization.

    To study the satisfaction level with the selection procedure.

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    SCOPE & IMPORTANCE

    Help increase the success rate of selection process by decreasing number of

    visibly under qualified or overqualified job applicants.

    Help reduce the probability that job applicants once recruited and selected

    will leave the organization only after a short period of time.

    Meet the organizations legal and social obligations regarding the

    composition of its workforce.

    Begin identifying and preparing potential job applicants who will be

    appropriate candidates.

    Increase organization and individual effectiveness of various recruiting

    techniques and sources for all types of job applicants.

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    LITERATURE REVIEW

    Recruitment is the process of finding and attracting capable applicants for

    employment. The process begins when new recruits are sought and ends when

    their applicants are submitted. The result is a pool of applicants from which new

    employees are selected. In simple terms, recruitment is understood as the process

    of searching for and obtaining applicants for jobs, from among whom the right

    people can be selected. A formal definition of recruitment is. Though,

    theoretically recruitment process is said to end with the receipt of applications, in

    practice the activity extends to the screening of applications so as to eliminate

    those who are not qualified for the job.

    Recruitment represents the first contact that a company makes with

    potential employees. It is through recruitment that many individuals will come to

    know a company, and eventually decide whether they wish to work for it. A well-

    planned and well-managed recruiting effort will result in high-quality applicants,

    whereas, a haphazard and piecemeal effort will result in mediocre ones. High-

    quality employees cannot be selected when better candidates do not know of job

    openings, are not intereseted in working for the company, and do not apply. The

    recruitment process should inform qualified individuals about employment

    opportunities, create a positive image of the company, provide enough

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    information about the jobs so that applicants can make comparisons with their

    qualifications and interests, and generate enthusiams among the best candidates

    so that they will apply for the vacant positions. The negative consequences of a

    poor recruitment process speak volumes about its role in an organization. The

    failure to generate an adequate number of reasonably qualified applicants can

    prove costly in several ways. It can greatly complicate the selection process and

    may result in lowering of selection standards. The poor quality of selection means

    extra cost of training and supervision, Furthermore, when recruitments fails to

    meet organizational needs for talent, a typical response is to raise entry-level pay

    scales. This can distort traditional wage and salary relationships in the

    organization., resulting in avoidable consequences. 4 Thus, the effectiveness of

    the recruitment process can play a major role in determining the resources that

    must be expended on other HR activities and their ultimate success.

    PURPOSES AND IMPORTANCE

    The general purpose of recruitment is to provide a pool of potentially

    qualified job candidates, specifically, the purposes are to:

    1. Determine the present and future requirements of the organization in

    conjunction with its personnel-planning and job-analysis activities.

    2. Increase the pool of job candidates at minimum cost.

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    3. Help increase the success rate of the selection process by reducing the

    number of visibly, underqualified job applicants.

    4. Help reduce the probability that job applicants, once recruited and

    selected, will leave the organization only after a short period of time.

    5. Meet the organisations legal and social obligations regarding the

    composition of its work force.

    6. Begin identifying and preparing potential job applicants who will be

    appropriate candidates.

    7. Increase organizational and individual effectiveness in the short term and

    long term.

    8. Evaluate the effectiveness of various recruiting techniques and sources for

    all types of job applicants.

    External Factors

    Of particular importance is the supply and demand of specific skills in the

    labour market. If the demand for a particular skill is high relative to the supply, an

    extraordinary recruiting effort may be needed. For instance, the demand for

    programmers and financial analysis is likely to be higher than their supply, as

    opposed to the demand-supply relationship for non-technical employees.

    Labour-market conditions in a local area are of primary importance in

    recruiting for most non-managerial, supervisory and middle-management

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    positions.5 However, so far as recruitment for executive and professional

    positions are concered, conditions of all India market are important. When the

    unemployment rate in a given area is high, the companys recruitment process

    may be simpler. The number of unsolicited applicants is usually greater, and the

    increased size of the labour pool provides better opportunities for attracting

    qualified applicants. On the other hand, as the unemployment rate drops,

    recruiting efforts must be increased and new sources explored. Another external

    factor is political and legal considerations. Reservation of jobs for SCs, Sts,

    minorities and other backwards classes (OBCs) is a political decision. There is a

    strong case for giving preference to people hailing from less-advantaged sections

    of the society. Reservation has been accepted as inevitable by all sections of the

    society. The Supreme Court also has agreed upon 50 per cent reservation of seats

    and jobs.

    As was stated we have central and state acts dealing with labour. They

    cover working conditions, compensation, retirement benefits, and safety and

    health of employees in industrial establishments. There are acts which deal with

    recruitment and selection. Child Labour (Prohibition and Regulation) Act, 1986,

    for instance, prohibits employment of children in certain employments, and seeks

    to regulate their working conditions in certain employments. Similarly, we have

    the Employment Exchange (Compulsory Notification of Vacancies) Act, 1959,

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    internal sourcing, as own employees know the company well and can recommend

    candidates who fit the organisations culture.

    Another related policy is to have temporary and part-time employees. An

    organization hiring temporary and part-time employees is in a less advantageous

    position in attracting sufficient applications.

    in multinational corporations (MNCs), there is the policy relating to the

    recruitment of local citizens. MNCs operating in our country prefer local citizens

    as they can understand local language, customs and business practices better.

    A major internal factor that can determine the success of the recruiting

    programmes is whether or not the company engages in HRP. In most cases, a

    company cannot attract prospective employees in sufficient numbers and with

    required skills overnight. It takes time to examine the alternatives regarding the

    appropriate sources of recruits and the most productive methods for obtaiing

    them. Once the best alternatives have been identified, recruiting plans may be

    made. Effective HRP greatly facilitates the recruiting efforts.

    Size is another internal factor having its influence on the recruitment

    process. An organization with one hundred thousand employees will find

    recruiting less problematic than an organisation with just one hundred employees.

    Cost of recruiting is yet another internal factor that has to be considered.

    Recruiting costs are calculated per new hire and the figure is considerable now-a-

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    days. Recruits must, therefore, operate within budgets, Careful HRP and

    forethought by recruits can minimize recruitment costs. One cost saving

    measure, for instance, is recruiting for multiple job openings simultaneously. The

    best solution is to use proactive personnel practices to reduce employee turnover,

    thus, minimizing the need for recruiting. Evaluation the quality, quantity and

    costs of recruitment helps ensure that it is efficient and cost-effective.

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    SELECTION

    Selection is the process of picking individuals (out of the pool of job

    applicants) with requisite qualifications and competence to fill jobs in the

    organization. A formal definition of selection is

    It is the process of differentiating between applicants in order to identify

    (and hire) those with a greater likelihood of success in a job.

    Although, some selection methods can be used within an organization for

    promotion or transfer, this chapter focuses on selecting applicants from outside

    the organization.

    Recruitment and selection are the two crucial steps in the HR process and

    are often used interchangeably. There is, however, a fine distinction between the

    two steps. While recruitment refers to the process of identifying and encouraging

    prospective employees to apply for jobs, selection is concerned with picking the

    right candidates from a pool of applicants. Recruitment is said to be positive in its

    approach as it seeks to attract as many candidates possible. Selections, on the

    other hand, is negative in its application inasmuch as it seeks to eliminate as

    many unqualified applicants as many unqualified applicants as possible in order

    to identify the right candidates.

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    ROLE OF SELECTION

    The role of selection is an organisations effectiveness is crucial for at least, two

    reasons. First, work performance depends on individuals. The best way to

    improve performance is to hire people who have the competence and the

    willingness to work. Arguing from the employees viewpoint, poor or

    inappropriate choice can be demoralizing to the individual concerned (who finds

    himself or herself in the wrong job) and de-motivating to the rest of the work

    force. Effective selection, therefore, assumes greater relevance.

    Second, cost incurred in recruiting and hiring personnel speaks volumes

    about the role of selection. Here is one instance to prove how expensive

    recruitment has become. Pepsi had gone on a crash recruitment drive. Six people

    from the company took over the entire Oberoi Business Centre in Bombay for six

    days: 3000 application in the response to an advertisement issued were scanned;

    applicants were asked to respond by fax within 100 hours; finally, the short listed

    persons were flown in the US, it is much more expensive. The cost of searching

    for any training a gop-level executive may run into $2,25,000.

    As was pointed out in the previous chapter, consultants charge fees ranging

    from 20 to 50 percent of the first years salary of an employee selected. Assuming

    a manager is assured of a compensation of Rs 2 Lakh per annum the retainers fee

    works out to be Rs. 40,000 to Rs. 1,00,000.

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    Costs of wrong selection are much greater. Figure 7.1 shows four possible

    outcomes of a selection decision. Two of these-true positive (high hit) and

    true negative (low hit)-are right selections decisions. The other two outcomes

    represent selection errors. In the false positive error, a decision is made to hire

    an applicant based on predicted success, but failure results. In false negative

    error, an applicant who would have succeeded is rejected based on predictions of

    failure. In either case, selectors will have erred. They may remember that the

    selection successes will be written in sand and failures in stone.

    An organization with a false positive error incurs three types of costs. The

    first type is incurred while the person is employed. This can be the result of

    production or profit losses, damaged company reputations, accidents due to

    negligence, absenteeism, and the like. The second type of costs is associated with

    the training, transfer or terminating the services of the employee. Costs of

    replacing an employee with a fresh one costs of hiring, training and

    replacement-constitute the third type of costs. Generally, the more important the

    job, the greater the cost of the selection error.

    In the case of false negative error, an applicant who could have succeeded

    is rejected because of predicted failure. Most false negative errors go unnoticed

    except when the applicants to a reserved category and files a discrimination

    charge. Costs associated with this type of error are generally difficult to estimate.

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    A careful selection will help an organization avoid costs associated with

    both false positive errors as will as false negative error.

    SELECTION PROCESS

    Selection is a long process, commencing form the preliminary interview of

    the applicants and ending with the contract of employment. Figure 7.2 shows a

    generalized selection process. In practice, the process differs among organizations

    and between two different job within the same organization. Selection procedure

    for senor manager will be long-drown and rigorous, but is simple and short while

    hiring shop-floor workers.

    Employment Interview

    The next step in the selection process is employment interview. An

    interview is conducted at the beginning and at the end of the selection process.

    The emphasis here is on the latter.

    Interview is a formal, in-depth conversation conducted to evaluate the

    applicants acceptability. It is considered to be an excellent selection device. Its

    popularity from its flexibility. Interview can be adapted to unskilled, skilled,

    managerial and professional employees. It allows a two-way exchange of

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    information, the interviewers learn about the applicant, and the applicant learns

    about the employer.

    SELECTION DECISION

    After obtaining information through the preceding steps, selection

    decision- the most critical of all the steps-must be made. The other stages in the

    selection process have been used to narrow the number of candidates. The final

    decision has to be made from the pool of individuals who pass the tests,

    interviews and reference checks.

    The views of the line manager will be generally considered in the final

    selection because it is he/she who is responsible for the performance of the new

    employee. The HR manager plays a crucial role in the final selection.

    Physical Examination

    After the selection decision and before the job offer is made, the candidate

    is required to under go a physical fitness test. A job offer is, often, contingent

    upon the candidate being declared fir after the physical examination. The results

    of the medical fitness test are recorded in a statement and are preserved in the

    personnel records. There are several objectives behind a physical test. Obviously,

    one reason for a physical test is to detect if the individual carries any infectious

    diseases. Secondly, the test assists in determining whether an applicant is

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    physically fit to perform the work. Third, the physical examination information

    may be used to determine if there are certain physical capabilities which

    differentiate successful and less successful employees. Fourth, medical check-up

    protects applicants with health defects from undertaking work that could be

    detrimental to themselves or might otherwise endanger the employers property.

    Finally, such an examination will protect the employer from workers

    compensation claims that are not valid because the injuries or illnesses were

    present when the employee was hired.

    JOB OFFER

    The next step in the selection process is job offer to those applicants who

    have crossed all the previous hurdles. Job offer is made through a letter of

    appointment. Such a letter generally contains a date by which the appointee must

    report on duty. The appointee must be given reasonable time for reporting. This is

    particularly necessary when he or she is already in employment, in which case the

    appointee is required to obtain a relieving certificate from the previous employer.

    Again, a new job may require movement to another city which means

    considerable preparation and movement of property.

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    BARRIERS TO EFFECTIVE SELECTION

    The main objective of selection is to hire people having competence and

    commitment. This objective is often defeated because of certain barriers. The

    impediments which check effectiveness of selection are perception, fairness,

    validity, reliability and pressure.

    NEW METHODS OF SELECTION

    In recent years, new methods of selection have been found out by HR

    specialists. These approaches are deemed to be alternatives to the traditional

    methods of selection.

    Two interesting alternatives are participative selection and employee

    leasing. Participative selection means that subordinates participate in the

    selection of their co-workers and supervisors. The idea is that such participation

    will improve quality, increase support for the selected supervisor and co-workers,

    and improve employee morale. In employee leasing, the client company leases

    employees from a third party, not on temporary basis, but rather are leased as full-

    time, long-term help. An interesting feature of this method is that the client

    company need not perform such personnel activities as hiring, compensation or

    record keeping. Employees already working elsewhere are leased. They are not

    directly employed by the company where they are working. The advantages of

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    employee leasing are significant. The client is relieved of many administrative

    burdens, as well as the need to employ specialized personnel employees. Further,

    employees not recruited by one client are sent to another client company for

    employment.

    ORIENTATION

    Orientation, also called induction, is designed to provide a new employee

    with the information he or she needs to function comfortably and effectively in

    the organization. A formal definition of orientation is .. . is planned introduction

    of employees to their jobs, their co-workers and the organization."

    Typically, orientation conveys three types of information- (i) general

    information about the daily work routine; (ii) a review of the organizations

    history, founding fathers, objectives, operations and products or services, as well

    as how the employee's job contributes to the organizations needs; and (iii) a

    detailed presentation, perhaps, in a brochure, of the organizations policies, work

    rules and employee benefits. Table 8.1 shows topics covered in orientation

    programmes.

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    COMPANY PROFILE

    Jubilant Organosy Limited, is an integrated Pharmaceutical & Life

    Sciences company . As India's largest Custom Research and Manufacturing

    Services (CRAMS) player and a leading Drug Discovery and Development

    Solutions provider out of India.

    It is constantly engaged in delivering value to its global customers through

    innovative technologies, products and services. Jubilant through its various

    subsidiaries in India and overseas is constantly endeavouring to contribute

    towards meeting the unmet medical needs and bringing down the healthcare costs

    globally.

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    Jubilant Organosys is an integrated pharmaceutical and life sciences

    company. It is the largest Custom Research and Manufacturing

    Services(CRAMS) player and a leading Drug Discovery and Development

    Solution (DDDS) provider out of India.

    The Company has successfully positioned itself as a preferred partner for

    leading global pharma & life sciences companies and has the capability to deliver

    products and services across the pharma value chain. Jubilant has geographically

    diversified manufacturing facilities at ten locations worldwide. Together, these

    help the Company cater to its customers in over 65 countries.

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    Jubilant Organosys Limited, an integrated pharmaceutical industry player,

    is the largest Custom Research and Manufacturing Services (CRAMS) Company

    and one of the leading Drug Discovery and Development Solutions (DDDS)

    Companies from India. It is successfully positioned as "an outsourcing partner of

    choice" to global life sciences companies. Leveraging its focus on innovation and

    customer satisfaction the Company serves its customers in over 65 countries

    around the world.

    The Company headquartered in India, has a presence across the

    pharmaceuticals value chain and offers products and services ranging from Life

    Sciences chemicals, Advance Intermediates & Fine Chemicals, Active

    Pharmaceutical Ingredients, Sterile Injectables, Generic Dosage Forms, Specialty

    Pharmaceuticals, to Drug Discovery, Medicinal Chemistry, Clinical Research

    services and Healthcare.

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    Financials

    The Company's consolidated sales for FY 2010 were at Rs. 37,812 million,

    recording a growth of 8% and PAT at Rs. 4,214 million, growth of 49%.

    EBITDA was at Rs. 8,260 million, which grew by 34 % compared to last year.

    Pharma and Life Sciences Products & Services (PLSPS), is a major building

    block of the Company constituting 89% of the overall business. This business

    constitutes 2 key segments, Life Science Products(73%) and Pharmaceutical

    Services(27%). Life Science Products segment is the growth driver of the

    business with over 70% share of the PLSPS revenue and over the years

    company's PLSPS business has gained momentum and has successfully

    developed global delivery capabilities in key products.

    Jubilant delivers products and services to the global life sciences industry by

    leveraging its R&D expertise, knowledge driven operations and global scale

    manufacturing capacities.

    As Partner of choice, Jubilant brings in added value such as Innovation,

    Continuous Improvement, Financial Strength, Quality of Operations and Long

    Term Sustainability.

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    The Company offers products & services across the pharmaceutical value chain

    such as Advance Intermediates, Custom Synthesis (Kilo to ton quantities),

    Proprietary Products (150 products for more than 229 API and 17 Agro

    chemicals), Active Pharmaceutical Ingredients, Generic Dosage Forms, Contract

    Manufacturing of Sterile Injectables (liquids and lyophilized), Non-Sterile

    Products (ointments, creams and liquid), Radiopharmaceuticals, Allergenic

    Products and manufacturing of Healthcare.

    The Company provides Drug Discovery & Development Solutions comprising

    research services ranging from various aspects of discovery including Biology,

    Medicinal Chemistry, Structural Biology, Pharmacology, Molecular Modelling,

    ADME, Toxicology; Drug Development Services including preclinical to phase I-

    IV, BA/BE/PK studies, Clinical Data Management to Biostatistics.

    Others

    The other business offerings are the key Agricultural Products like Crop Nutrition

    Protection & Growth Regulators and Performance Polymers comprising range of

    consumer products like adhesives, wood finishes, application polymers like

    emulsion polymers, food polymers and latex such as vinyl pyridine, SBR and

    NBR latex.

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    Jubilant symbolizes positivity, dynamism, triumph and joy, all of which

    guide and shape the Groups collective experiences and efforts. Jubilant will

    always care for human needs, share its expertise to provide a better life and help

    upgrade the stakeholders standard of living and sustainable growth by

    dynamizing the value chain within the Group.

    Our vision is to be amongst the top 10 most admired companies to work

    for. We want to maintain our leadership position in our chosen area of business in

    India and to establish it globally. We will endeavour to create new opportunities

    for growth in our strategic businesses which give a 10 points higher rate of return

    than the cost of capital.

    Our values determine our business path. Combined with our Promise and

    Vision, these values have determined what we have achieved and they continue to

    guide our future.

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    OUR VISION

    OUR PROMISE

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    OUR VALUES

    We will carefully select,

    train and develop ourpeople to be creative,empower them to takedecisions, so that they

    respond to all customerswith agility, confidence

    and teamwork

    We stretch ourselves to be cost

    effective and efficient in allaspects of our operations andfocus on flawless delivery to

    create and provide the bestvalue to our customers

    By sharing ourknowledge and learning

    from each other and fromthe markets we serve, wewill continue to surprise

    our customers withinnovative solutions

    With utmost care for theenvironment and safety, wewill always strive to excel in

    the quality of our processes, ourproducts and our services

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    Global Footprint

    Jubilant employs ~ 6000 people across the globe including

    1500 people outside India. The Company has offices in

    USA, Canada, Europe, China and Japan besides India with

    international subsidiaries in USA, Canada and Belgium.

    Jubilant Organosys key subsidiary companies in India include Jubilant Biosys

    Ltd, for discovery informatics and drug discovery services; Jubilant Chemsys Ltd

    for medicinal chemistry; Clinsys Clinical Research Ltd for clinical research and

    bio availability / bio equivalence studies; Jubilant First Trust Healthcare Ltd for

    high quality healthcare services.

    The Companies key international subsidiaries are Draxis Specialty

    Pharmaceuticals Inc., Canada offering sterile products, non-sterile products &

    radiopharmaceuticals and is a US FDA approved manufacturing facility.

    HollisterStier Laboratories, LLC, USA is a leading contract manufacturer of

    Sterile Injectables vials, Lyophilization products & Allergenic Extracts and is a

    US FDA approved manufacturing facility

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    Cadista Pharmaceuticals, Inc., USA is a dosage forms manufacturing facility and

    approved by US FDA. Clinsys Clinical Research, Inc., USA is a full service

    clinical research organization providing clinical research, clinical data

    management, biostatistics, QA / regulatory and contract staffing services.

    Jubilant Pharmaceuticals NV, Belgium provides regulatory affairs services and

    undertakes development and supply of formulations to European customers.

    Global Manufacturing

    Jubilant Organosys has 11 geographically diversified manufacturing facilities in

    India, USA & Canada. These facilities are GMP and GLP compliant and have

    ISO 9001:2000, ISO 14001 & ISO 18001 accreditation. The plants are also

    approved by the relevant international regulatory authorities.

    Over the last few years Jubilant has successfully integrated R&D, technology and

    engineering capabilities and with implementation of Lean Six Sigma for

    continuous improvement and cost management, the Company offers its customers

    the best in class products and services.

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    Research & Development

    Jubilant is an integrated life sciences company that leverages its R&D expertise to

    capture market opportunities. The team of ~1200 scientist spread across the drug

    discovery centre and multiple R&D centre are engaged in path breaking

    innovative research as well as developing new process and products for diverse

    industries. Our scientists work closely with our marketing teams and customers to

    understand their needs better. The Company has introduced over 150 products in

    the last five years.

    Sustainability

    Jubilant's commitment to sustainability is reflected in its triple bottom approach

    across Economic, Environment and Social streams, which has won many

    accolades for the company from its customers and international organisations.

    The Company voluntarily publishes Sustainability Report as per GRI Guidelines

    and has been rated A+ since 2007 every year.

    Way Forward

    Jubilant has consistently delivered good performance across all businesses.

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    It is now sharpening its focus on pharma & life sciences and is scaling up its

    capabilities to strengthen its global presence as an integrated pharma & life

    sciences company.

    2010 Board approves scheme of amalgamation & demerger

    Strengthens global leadership position in vitamin B32009 Inauguration of Jubilant Kalpataru hospital at Barasat,

    KOLKATA,Extend drug discovery collaboration with Lilly on successful

    delivery of pre-clinical candidates

    Enter into drug discovery joint venture with UAB and Southern

    Research in the US

    Intent to enter global research and drug development partnership

    with Duke University

    To work with Endo Pharmaceuticals on drug development

    Enters Research collaboration with AstraZeneca research

    collaboration to provide AstraZeneca with new preclinical drug

    candidates

    DRAXIMAGES generic Sestamibi approved for launch in the

    USA, exclusive distribution agreement signed with GE healthcare.

    Ink Hybrid and integrated Drug discovery collaboration with

    Orion

    Receives approval for Sestamibi in Canada

    New partnership in drug discovery with Bioleap

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    2008 Drug Discovery partnership with Amgen Inc, USA

    Jubilant Organosys and Lilly to Form Drug Development Joint

    Venture, Indian J.V. expands companies drug discovery and

    development collaboration

    Augments Clinsys Clinical Research through acquisition of

    TrialStat ClinicalAnalytics, an EDC platform

    Acquires DRAXIS Specialty Pharmaceuticals, Inc. Canada, a

    contract manufacturer of sterile & non-sterile products and

    radiopharmaceuticals

    Acquires Speciality Molecules Pvt. Ltd. Engaged in the

    manufacturing of Fine Chemicals used by Life Science Industry

    including pharma, agro & cosmetic industry2007 Acquires Hollister Stier Laboratories in USA, a contract

    manufacturer of Sterile injectable vials and allergenic extracts.2005 Acquired pharmaceutical company in USA involved in off patent

    drug development and supply, and owns US FDA approved

    manufacturing facility for solid dosage forms.

    Acquires full service Clinical Research Organization in USA

    involved in providing clinical research services, data management,

    biostatistics and contract staff

    Acquires Target Research Associates, Inc., renamed Clinsys Inc.;

    a US based Clinical Research Organisation (CRO)

    Acquires Trinity Laboratories, Inc. and its wholly owned

    subsidiary, Trigen Laboratories, Inc., renamed Jubilant

    Pharmaceuticals, Inc., a generic pharmaceutical company in USA

    having a US FDA approved formulations manufacturing facility

    Enters Clinsys Clinical Research Ltd. business by setting up

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    wholly owned subsidiary Jubilant Clinsys Ltd.2004 Enters the medicinal chemistry arena by setting up Jubilant

    Chemsys.

    Set up a Contract Clinical Research Organization named Jubilant

    Clinsys to conduct bioavailability, bioequivalence,

    pharmacokinetic and phase 1 studie

    Sets up medicinal chemistry services business through wholly

    owned subsidiary Jubilant Chemsys Ltd.

    Enters formulations and regulatory affairs businesses by acquiring

    Pharmaceuticals Services Incorporated, N.V. and PSI Supply

    N.V., the pharmaceutical companies in Europe.2003 Sets up a new state-of-the-art Research & Development Centre in

    Noida, near New Delhi equipped with all latest scientific

    instruments.2002 Acquires the Active Pharmaceutical Ingredients business2001 New corporate identity: Jubilant Organosys Ltd. reflecting

    changed corporate and business profile.2000 Enters the Bio / chemo informatics arena by setting up Jubilant

    Biosys Ltd.1998 Enters high value-added Pyridine derivates. Commissions Pyridine

    HBR and Cyano Pyridine plants.

    Forms marketing subsidiary in the USA.

    Acquires acetyl plant in western India.1997 Commissions first Multi-purpose fine chemicals plant. Plant for

    food polymer commissioned.1995 Gets ISO 9001 certification.1990 Commissions Pyridine & Picoline plant.1988 Launches its first branded product: Vamicol, an adhesive product.1987 Introduces new products in Performance Chemicals segments:

    Poly vinyl acetate emulsion for paint, textile, paper & packaging

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    and woodworking industry.1985 Research & Development center gets recognition from

    Government of India.

    1983 Commercial production of Vinyl Acetate Monomer (VAM).1981 Initial Public Offering. Listing on leading stock exchanges of

    India.1978 Incorporated as Vam Organic Chemicals Ltd.

    Shyam S Bhartia

    Chairman & Managing

    Hari S Bhartia

    Co-Chairman & Managing

    http://www.jubl.com/shyam-bhartia.htmlhttp://www.jubl.com/hari-bhartia.htmlhttp://www.jubl.com/hari-bhartia.htmlhttp://www.jubl.com/shyam-bhartia.htmlhttp://www.jubl.com/hari-bhartia.htmlhttp://www.jubl.com/shyam-bhartia.html
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    Director Director

    Dr. J M Khanna

    Executive Director &President - LifeSciences

    S Bang

    Executive Director -Manufacturing & SupplyChain

    Surendra Singh

    Director

    H K Khan

    Director

    Abhay Havaldar

    Director

    Arabinda Ray

    Director

    Dr. Naresh Trehan

    Director

    Dr. Inder Mohan Verma

    Director

    Shardul S Shroff

    Director

    http://www.jubl.com/jm-khanna.htmlhttp://www.jubl.com/sbang.htmlhttp://www.jubl.com/surendra-singh.htmlhttp://www.jubl.com/hk-khan.htmlhttp://www.jubl.com/abhay-havaldar.htmlhttp://www.jubl.com/arabinda-ray.htmlhttp://www.jubl.com/naresh-trehan.htmlhttp://www.jubl.com/inder-mohan-verma.htmlhttp://www.jubl.com/shardul-s-shroff.htmlhttp://www.jubl.com/shardul-s-shroff.htmlhttp://www.jubl.com/inder-mohan-verma.htmlhttp://www.jubl.com/naresh-trehan.htmlhttp://www.jubl.com/arabinda-ray.htmlhttp://www.jubl.com/abhay-havaldar.htmlhttp://www.jubl.com/hk-khan.htmlhttp://www.jubl.com/surendra-singh.htmlhttp://www.jubl.com/sbang.htmlhttp://www.jubl.com/jm-khanna.htmlhttp://www.jubl.com/jm-khanna.htmlhttp://www.jubl.com/sbang.htmlhttp://www.jubl.com/surendra-singh.htmlhttp://www.jubl.com/hk-khan.htmlhttp://www.jubl.com/abhay-havaldar.htmlhttp://www.jubl.com/arabinda-ray.htmlhttp://www.jubl.com/naresh-trehan.htmlhttp://www.jubl.com/inder-mohan-verma.htmlhttp://www.jubl.com/shardul-s-shroff.html
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    Jubilant's rapid progress across all corporate aspects has consistently been

    acknowledged by various industry bodies, government and non-government

    agencies in the form of awards and certifications.

    2010 ET IMEA 2009 Platinum Award by Frost & Sullivan, in the

    Pharmaceutical category for the API facility at Nanjangud

    Best CFO (FMCG, Health and Retail Sector) to Mr. R. Sankaraiah

    by Institute of Chartered Accountants of India in January, 20102009 NDTV Profit Business Leader of the Year 2009 as the Best

    Pharmaceutical Company

    PHD Chamber Annual Excellence Award 2009 - for Good

    Corporate Citizen

    Acharya PC Ray Award for Development of Indigenous

    Technology- for 4DMAP

    Industry Excellence Award 2009 from Institute of Engineers India,

    Kolkata

    Frost and Sullivan India Excellence in Healthcare Award as the

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    Best Contract Research Manufacturing Organization of the Year

    Bio-Services Company of the Year Award for Jubilant Biosys by

    BioSpectrum Magazine

    BioSpectrum- Person of the Year Award conferred upon Mr Hari S

    Bhartia, Co-Chairman & Managing Director, Jubilant Organosys

    Best performing CFO of the year for the pharma sector to Mr R

    Sankaraiah by CNBC-TV18

    Corporate Excellence Award as the Best Pharma Company from

    the Amity University2008 Golden Peacock Global award for CSR Reporting

    Golden Peacock Global award for CSR

    Featured in the Top 10 company of India in Standard and Poors in

    Environment, Social and Governance (ESG) index2007 GOLDEN PEACOCK GLOBAL AWARD" for Excellence in

    Corporate Governance for the year 2006-07.This award is in

    recognition of Jubilant having imbibed best corporate governance

    practices

    I "A+" rating by Global Reporting Initiative (GRI), an International

    Agency developing Sustainability Reporting Guidelines for

    Corporate Sustainability Report

    This is the highest rating as awarded by GRI. With this, Jubilant

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    has become the 'First Company in the Global Pharmaceutical

    Sector' to be rated "A+" by Global Reporting

    Featured in the IFC document as one of the four company who

    have successfully integrated sustainability in business

    Invited to International meet in Moscow for presenting the only

    case study from India on Public Private Partnership (PPP) model

    (DOTs centre for TB treatment at Gajraula.)

    Jubilant Sustainability Report 2007 short listed for Readers Choice

    award from 800 reports Globally.

    Certificate of Commendation from CII for its Sustainability

    performance

    Finalist at the Bombay Stock Exchange award for CSR

    Finalist at the National Golden Peacock award for CSR2006 Selected as one of the top 25 companies for Institute of Company

    Secretaries of India National Award for Excellence in Corporate

    Governance

    Finalist in Golden Peacock Award for Excellence in Corporate

    Governance2005 Golden Peacock Award for Corporate Social Responsibility2004 Golden Peacock Award for innovation management from Institute

    of Directors

    Best implemented 6 Sigma initiatives by CII

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    Acharya P C Ray Award for Development of Indigenous

    Technology

    Figured in Forbes Top 100 list of companies under $1 billion in the

    Asia Pacific & European regions

    Received National Energy Conservation Award from Government

    of India in five out of last six years.2003 Golden Peacock award for Innovation Management

    The Greentech Foundation Award for Environment Excellence

    The Energy Conservation Award (Chemical sector) from the

    Government of India for the Gajraula unit

    Best Managed Manufacturing Plant for Single super phosphate by

    FAI

    Top 5 Best Managed Workforce in India - Hewitt Award

    The DSIR Award for Innovation in Chemicals & Allied Industries.

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    The Jubilant Bhartia Group embarked on a journey to create leadership in

    its chosen areas of business over two decades ago. The Group has a strong

    presence in Pharma, life sciences and healthcare sector through its flagship

    company Jubilant Organosys and has the fastest growing Dominos pizza chain in

    India through Jubilant FoodWorks. The group is a leading Indian private sector

    player in oil and gas exploration and production business through Jubilant

    Energy. Through a clutch of independent Companies the group has a significant

    presence in Retail segment including Hypermarkets and Automobiles. The Group

    also offers a wide range of marketing and technical services for international

    companies in the area of aviation, oil & gas services and power and infrastructure

    services.

    Jubilant identified the increased globalization of Indian economy and its

    first alignment with international economic trends, adapted these changes and

    spread its wings to the outer world and moved away from being industry oriented

    to sharing knowledge. Headquartered in India the group has built strong business

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    in North America with significant investments over the last decade. Through it

    various entities the group is engaged in business in over 60 countries across the

    world.

    The four core segments of Jubilant Bhartia Group are:

    Pharmaceutical, Life sciences and Healthcare

    Jubilant Organosys Limited is an integrated pharmaceuticals and Life Sciences

    Company. . It is the largest Custom Research and Manufacturing Services player

    and one of the leading drug discovery and development solution provider from

    India It is well positioned as an outsourcing partner for the global pharma and life

    sciences companies.

    Oil and Gas Exploration and Production

    Jubilant Energy is one of the leading companies in private sector engaged in Oil

    & Gas exploration and production (E&P) in India and overseas. It has

    collaborations with leading global companies and currently operates 12 blocks - 8

    in India, 3 in Yemen and 1 in Australia.

    Food & Retail

    Jubilant FoodWorks Limited holds the Master Franchisee Rights for the

    Domino's Pizza, for India, Nepal, Sri Lanka and Bangladesh. The company has

    been listed on the Indian Bourses recently and is the fastest growing dominos

    pizza country in the world with 300 stores in India.

    http://www.jubl.com/http://www.jubilantenergy.com/http://www.dominos.co.in/http://www.jubl.com/http://www.jubilantenergy.com/http://www.dominos.co.in/
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    The brand, Domino's Pizza, was founded in the US in 1960 by Thomas and James

    Monaghan. Since then, it has grown into a global network of 9000 pizza stores in

    more than 60 countries around the world.

    Jubilant is present in two formats in retail: hypermarkets (Total) and

    supermarkets.

    Jubilant Retail is a Bangalore-based retail chain running state-of-the-art

    hypermarkets and malls. Its hypermarket branded as 'Total' is designed on the

    lines of international shopping malls and is a single-point food store carrying

    packaged, processed as well as fresh food and beverage items. It also stocks non-

    food items like apparel, sports goods, bed and linen, furniture, etc.

    Jubilant Motorworks, the Group through Jubilant Motors is engaged in sales

    and servicing of Audi Cars through state of art showrooms in Bangalore and

    Chennai. Audi has been well recognised globally as a manufacturer of high-

    quality and innovative luxury cars, it is one of the world's leading premium

    brands which is among the most admired car brands across the world. Audi has a

    presence in over 110 countries and it set up shop in India in 2004.

    Services

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    Jubilant Enpro, through its alliances with international companies, provides

    business, marketing and technical support related to Oil & Gas services, Power &

    Infrastructure services, and Aviation related services (sales/maintenance of

    aircrafts & helicopters).

    A shared vision and a common set of values bind all diverse businesses of the

    Jubilant Group. So far, Jubilant has created a strong global presence in the

    pharmaceutical and life sciences sectorand in the other areas the group is moving

    ahead steadfastly gaining remarkable experience and growth. Over the years

    Jubilant has successfully established itself as a partner of choice in an ever-

    changing environment that presents both opportunities and challenges for its

    various businesses. The focus on servicing customers and building partnerships to

    create value has generated significant stakeholder return and aptly reflects the

    group's promise of Caring, Sharing and Growing.

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    Over the last three decades, Jubilant Organosys has emerged as an

    integrated Pharmaceutical and Life Sciences Solution Provider offering products

    & services to its customers across the globe.

    Jubilant is the largest Custom Research and Manufacturing Services

    (CRAMS) Company and one of the leading Drug Discovery and Development

    Services (DDDS) Companies of India. The Companys strategic focus is to

    innovate, collaborate and accelerate the process of delivering products to the

    market for its customers which has resulted in Jubilant being successfully

    positioned as an outsourcing partner of choice.

    The Pharma and Life Sciences business is the major building block of the

    Company consisting of CRAMS, Pharmaceutical Products, Life Sciences

    Chemicals, Nutritional Ingredients and Healthcare.

    Under the Agri and Performance Polymers segment Jubilant offers

    Agriculture Products like fertilizers & agrochemicals and Performance Polymers

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    comprises consumer products, application polymers, food polymers and latex

    segments.

    The Pharmaceuticals and Life Sciences Products and Services (PLSPS) is

    the core business of Jubilant Organosys constituting over 65% of the Companys

    overall business currently. During the last ten years, this business has grown

    almost 60 times, reflecting the Companys dedicated focus on being an integrated

    pharma and life sciences solution provider.

    The Company holds the following global leadership positions:

    No. 1 in Pyridine and its derivatives

    No. 1 in Lutidines and Collidines

    No. 1 in API of Carbamazepine, Oxcarbazepine, Lamotrigene

    No. 2 in API of Citalopram and Risperidone

    No. 3 in Niacin & Niacinamide, Allergenic Extracts and Food Polymer,

    Vinyl Pyridine La

    Leading North American immunotherapy and vaccine company

    Among leaders in CMO sterile injectables in North America

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    Under PLSPS, Jubilant offers Life Sciences Products and Pharmaceutical

    Services to life sciences and bio companies internationally. The Company is

    largest Custom Research and Manufacturing Services (CRAMS) company out of

    India.

    Jubilants Value proposition to big pharma and biotech is:

    Providing high quality and low cost drug discovery and development services

    for expanding pipeline of innovative products

    Offering products from pre- clinical to clinical, intermediate to finished

    products at speedier, high quality lower cost

    Offering contract manufacturing services at substantially lower cost than their

    internal cost with high quality and on time deliveries

    Providing complete life cycle management from pre to post patent expiry of

    innovative products

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    The Pharmaceuticals and Life Sciences Products and Services (PLSPS) is the core

    business of Jubilant Organosys constituting ~90% of the Companys overall

    business. During the last ten years, this business has grown almost 60 times,

    reflecting the Companys dedicated focus on being an integrated pharma and life

    sciences solution provider.

    The PLSPS business is segmented into:

    Life Science Products (73% of PLSPS sales)

    Life Science Ingredients

    Generics

    Pharmaceutical Services (27% of PLSPS sales)

    CMO of sterile & non sterile products

    Drug Discovery & Development Services

    Healthcare

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    Jubilant First Trust Healthcare Limited, a subsidiary of Jubilant Organosys

    Ltd, based in Kolkata, is driving the healthcare initiative of Jubilant in India.

    The Company is committed to create an affordable, world class healthcare

    delivery system for the middle and lower income-group people, living across

    West Bengal, including the districts and villages. Jubilant First Trust Healthcare

    Ltd, based at Kolkata, is driving the healthcare initiative of Jubilant Organosys.

    To realize this mission, Jubilant First Trust Healthcare is in the process of

    setting up an integrated network of Hub-and-spoke hospitals in the state. The

    Company will create a total capacity of 1000 beds across 7 hospitals and 2

    nursing schools/college .

    The Company in December 2009 opened Jubilant Kalpataru Hospital a

    120-bed super-speciality hospital in Barasat, West Bengal.

    The team of Full-time Doctors focuses on evidence-based medical practice,

    modern technology, efficient and contemporary hospital design all combine

    with a transparent and caring environment; to deliver world-class care at

    affordable cost. The spread of the network of hospitals and the

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    innovations in delivery such as NightLine ensures access for a large population of

    West Bengal, districts and villages.

    Key facilities at Jubilant Kalpataru Hospital:

    24 hrs Trauma and Critical care (ICU)

    Neonatal & Paediatric Critical Care Units; Neonatal & Paediatric Surgery

    High-risk Pregnancy Management

    Joint Replacement & Arthroscopic Surgery

    Advanced Laparoscopic Surgery, including Colo-rectal Surgery

    Burn Unit

    Speciality Medicine Gastroenterology, Chest Medicine, Haematology

    Nephrology & Dialysis

    Speciality Surgery Urology, Plastic & Microvascular

    Cleft Care Unit

    Leading Jubilant Kalpataru is a team of five senior doctors, trained in UK

    & USA, with over 15 years of experience, on their return from abroad. The

    hospital also has a multi-disciplinary team of Full-time doctors in all major

    specialties, who are resident in the hospital while on-call and available to lead

    emergency care to patients a feature that immensely creates confidence among

    patients and improves the standard of care.

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    bridge the significant gap in the healthcare delivery mechanism for the larger

    section of the community.

    Jubilant DDDS business offers integrated Services Platform across Target

    Validation, Discovery, Pre-Clinical and Clinical Development.

    Drug Discovery and Development at Jubilant is driven by the passion to

    provide affordable drugs to the patients worldwide in the areas of unmet needs

    .Jubilant scientists collaborate across technology and therapeutic platforms to

    identify and validate novel small molecules and platforms that will enable first or

    best in class healthcare efforts of our collaborators. High quality innovation is

    supported by a robust and highly efficient R&D process that makes Jubilant the

    preferred partner for many global pharmaceutical and biotech companies.

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    With over 1000 highly skilled and experienced scientific and medical

    personal spread across Bengaluru and Noida in India, Europe and the US, the

    DDDS group leverages the capabilities in emerging markets for a global outcome,

    accelerating the global drug development efforts.

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    RESEARCH METHODOLOGY

    DEFINITION OF RESEARCH

    Research is defined as human activity based on intellectual application in

    the investigation of matter. The primary purpose for applied research is

    discovering, interpreting, and the development of methods and systems for the

    advancement of human knowledge on a wide variety of scientific matters of our

    world and the universe. Research can use the scientific method, but need not do

    so.

    TYPES OF RESEARCH

    Qualitative research:- Qualitative research allows you to explore perceptions,

    attitudes and motivations and to understand how they are formed. It provides

    depth of information which can be used in its own right or to determine what

    attributes will subsequently be measured in quantitative studies. Verbatim quotes

    are used in reports to illustrate points and this brings the subject to life for the

    reader. However, it relies heavily on the skills of the moderator, is inevitably

    subjective and samples are small.

    Quantitative research:- Quantitative research is descriptive and provides

    hard data on the numbers of people exhibiting certain behaviours, attitudes, etc.

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    It provides information in breadth and allows you to sample large numbers of the

    population.

    It is, however, structured and does not yield the reasons behind behaviour or why

    people hold certain attitudes. Techniques commonly used in HE/FE include

    postal surveys (particularly appropriate in the case of student populations where

    name and address information is available), telephone surveys (appropriate for

    surveys of employers), on-line or web-based surveys (very cost-effective for

    reaching audiences where e-mail penetration is high, such as students and

    university/college staff) and mystery shopping (in this case to test quantifiable

    aspects of the service).

    RESEARCH DESIGN

    Plan outlining how information is to be gathered for an assessment or

    evaluation that includes identifying the data gathering method(s) , the instruments

    to be used/created, how the instruments will be administered, and how the

    information will be organized and analyzed.

    TYPES OF RESEARCH DESIGN

    1. Philosophical/discursive

    This may cover a variety of approaches, but will draw primarily on existing

    literature, rather than new empirical data. A discursive study could examine a

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    particular issue, perhaps from an alternative perspective (eg feminist).

    Alternatively, it might put forward a particular argument or examine a

    methodological issue.

    2. Literature review

    This may be an attempt to summarise or comment on what is already known

    about a particular topic. By collecting different sources together, synthesising and

    analysing critically, it essentially creates new knowledge or perspectives. There

    are a number of different forms a literature review might take.

    3. Case study

    This will involve collecting empirical data, generally from only one or a small

    number of cases. It usually provides rich detail about those cases, of a

    predominantly qualitative nature. There are a number of different approaches to

    case study work (eg ethnographic, hermeneutic, ethogenic, etc) and the principles

    and methods followed should be made clear.

    4. Survey

    Where an empirical study involves collecting information from a larger number

    of cases, perhaps using questionnaires, it is usually described as a survey.

    Alternatively, a survey might make use of already available data, collected for

    another purpose. A survey may be cross-sectional (data collected at one time) or

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    longitudinal (collected over a period). Because of the larger number of cases, a

    survey will generally involve some quantitative analysis.

    5. Evaluation

    This might be an evaluation of a curriculum innovation or organisational change.

    An evaluation can be formative (designed to inform the process of development)

    or summative (to judge the effects). Often an evaluation will have elements of

    both. If an evaluation relates to a situation in which the researcher is also a

    participant it may be described as action research. Evaluations will often make

    use of case study and survey methods and a summative evaluation will ideally

    also use experimental methods.

    6. Experiment

    This involves the deliberate manipulation of an intervention in order to determine

    its effects. The intervention might involve individual pupils, teachers, schools or

    some other unit. Again, if the researcher is also a participant (e.g. a teacher) this

    could be described as action research.

    DATA COLLECTION

    Data collection is a term used to describe a process of preparing and

    collecting data - for example as part of a process improvement or similar project. A

    method of data collection in which the situation of interest is watched and the

    relevant facts, actions and behaviors are recorded.

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    PRIMARY DATA COLLECTION METHODS

    In primary data collection, you collect the data yourself using methods such

    as interviews and questionnaires. The key point here is that the data you collect is

    unique to you and your research and, until you publish, no one else has access to

    it.

    SECONDARY DATA COLLECTION METHODS

    All methods of data collection can supply quantitative data (numbers,

    statistics or financial) or qualitative data (usually words or text). Quantitative data

    may often be presented in tabular or graphical form. Secondary data is data that

    has already been collected by someone else for a different purpose to yours.

    SAMPLING PLAN

    SAMPLE SIZE : 50

    SAMPLING UNIT : Employees

    SAMPLE PROCEDURE : Simple Random Sampling

    SAMPLING METHOD : Personal Interview

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    HYPOTHESIS

    A hypothesis consists either of a suggested explanation for an observable

    phenomenon or of a reasoned proposal predicting a possible causal correlation

    among multiple phenomena. The term derives from the Greek, hypotithenai

    meaning "to put under" or "to suppose."

    NULL HYPOTHESIS

    The Null Hypothesis of this project report is that there is a positive

    relationship between the effective recruitment process and performance of

    employees.

    ALTERNATE HYPOTHESIS

    The Alternate Hypothesis of this project report is that there is a negative

    relationship between the effective recruitment process and performance of

    employees.

    http://en.wikipedia.org/wiki/Greek_languagehttp://en.wikipedia.org/wiki/Greek_language
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    DATA ANALYSIS AND INTERPRETATION

    Q.1. Does the recruiting programme able to help the firm create more culturally

    diverse work-force?

    Table No. 1

    S.No. Options Percentage

    1. Yes 92 %

    2. No 2 %3. No Response 6 %

    Graph No. 1

    INTERPRETATION:-

    92% respondents have chosen the option yes

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    2% respondents have chosen the option no and remaining

    6% respondents have chosen the option no response.

    Q.2. Does the recruiting programme able to generate an adequate no. of

    reasonably qualified applicants?

    Table No. 2

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    S.No. Options Percentage

    1. Yes 80 %

    2. No 15 %

    3. No Response 5 %

    Graph No. 2

    INTERPRETATION:-

    80% respondents have chosen the option yes.

    15% respondents have chosen the option no and remaining

    5% respondents have chosen the option no response.

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    Q.3. If yes, then do the selected candidates stay longer with the company?

    Table No. 3

    S.No. Options Percentage

    1. Yes 50%

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    2. No 35%

    3. No Response 15%

    Graph No. 3

    INTERPRETATION:-

    50% respondents have chosen the option yes

    35% respondents have chosen the option no and remaining

    15% respondents have chosen the option no response.

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    Q.4. Does it help to reduce the probability that job applicants, once recruited and

    selected, will leave the organization only after short period of time?

    Table No. 4

    S.No. Options Percentage

    1. Yes 50 %

    2. No 35 %

    3. No Response 15 %

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    Q.5. Does the company have proper job description and job specification for

    recruiting the employees?

    Table No. 5

    S.No. Options Percentage

    1. Yes 90 %

    2. No 8 %

    3. No Response 2 %

    Graph No. 5

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    INTERPRETATION:-

    90% respondents have chosen the option yes

    8% respondents have chosen the option no and remaining

    2% respondents have chosen the option no response.

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    Q.6. How did you come to know about job vacancy in the company?

    Table No. 6

    S.No. Options Percentage

    1. Advertisement 40 %

    2. Consultancy 10 %

    3. Reference 40 %

    4. Others 10 %

    5. No Response 0%

    Graph No. 6

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    INTERPRETATION:-

    40% respondents have chosen the option advertisement,

    10% respondents have chosen the option consultancy,

    40% respondents have chosen the option reference and remaining

    10% respondents have chosen the option others.

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    Q.7. Does the interview help to obtain additional information from the applicant?

    Table No. 7

    S.No. Options Percentage

    1. Yes 80 %

    2. No 10 %

    3. No Response 10 %

    Graph No. 7

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    INTERPRETATION:-

    80% respondents have chosen the option yes

    10% respondents have chosen the option no and remaining

    10% respondents have chosen the option no response.

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    Q.8. Does the recruitment system able to attract highly qualified and competent

    people?

    Table No. 8

    S.No. Options Percentage

    1. Yes 85 %

    2. No 15 %

    3. No Response 0%

    Graph No. 8

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    INTERPRETATION:-

    85% respondents have chosen the option yes

    15% respondents have chosen the option no and

    None of respondents have chosen the option no response.

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    Q.9. Does the recruiting programme able to make sure that there is match

    between cost and benefits?

    Table No. 9

    S.No. Options Percentage

    1. Yes 75 %

    2. No 15 %

    3. No Response 10 %

    Graph No. 9

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    INTERPRETATION:-

    75% respondents have chosen the option yes

    15% respondents have chosen the option no and remaining

    10% respondents have chosen the option no response.

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    Q.10. Does it increases the pool of job candidates at minimum cost?

    Table No. 10

    S.No. Options Percentage

    1. Yes 55 %

    2. No 30 %

    3. No Response 15 %

    Graph No. 10

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    INTERPRETATION:-

    55% respondents have chosen the option yes

    30% respondents have chosen the option no and remaining

    15% respondents have chosen the option no response.

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    Q.11. Which internal source(s) is (are) used for recruiting the employees?

    Table No. 11

    S.No. Options Percentage

    1. Present referrals 50 %

    2. Employee referrals 30 %

    3. Former employees 10 %

    4. Previous applicants 10 %

    Graph No. 11

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    INTERPRETATION:-

    50% respondents have chosen the option present referrals.

    30% respondents have chosen the option employee referrals.

    10% respondents have chosen the option former employees and remaining

    10% respondents have chosen the option previous applicants.

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    INTERPRETATION:-

    8% respondents have chosen the option interviews.

    90% respondents have chosen the option resumes.

    2% respondents have chosen the option reference check and remaining none

    of respondents have chosen the option any other and no response.

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    Q.13. Which type of interview is conducted by the company?

    Table No. 13

    S.No. Options Percentage

    1. One-to-one interview 65 %

    2. Sequential interview 30 %

    3. Panal interview 5 %

    4. No Response 0%

    Graph No. 13

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    INTERPRETATION:-

    65% respondents have chosen the option one-to-one interview,

    30% respondents have chosen the option sequential interview,

    5% respondents have chosen the option panal interview and

    None have chosen the option no response.

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    Q.14. Does it provides general information to the applicant such as company

    policies, job, products manufactured and the like?

    Table No. 14

    S.No. Options Percentage

    1. Yes 50 %

    2. No 30 %

    3. No Response 20 %

    Graph No. 14

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    INTERPRETATION:-

    50% respondents have chosen the option yes

    30% respondents have chosen the option no and remaining

    20% respondents have chosen the option no response.

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    Q.15. Does it help to build companys image among the applicants?

    Table No. 15

    S.No. Options Percentage

    1. Yes 90 %

    2. No 5 %

    3. No Response 5 %

    Graph No. 15

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    INTERPRETATION:-

    90% respondents have chosen the option yes

    5% respondents have chosen the option no and remaining

    5% respondents have chosen the option no response.

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    Q.16. Do interviewers have a complete job description on an accurate appraisal

    of the critical job requirement at the time of the interview?

    Table No. 16

    S.No. Options Percentage

    1. Yes 70 %

    2. No 20 %

    3. No Response 10 %

    Graph No. 16

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    INTERPRETATION:-

    70% respondents have chosen the option yes

    20% respondents have chosen the option no and remaining

    10% respondents have chosen the option no response.

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    Q.17. Are you satisfied with the recruitment and selection programmes of the

    company?

    Table No. 17

    S.No. Options Percentage

    1. Yes 65 %

    2. No 20 %

    3. No Response 15 %

    Graph No. 17

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    Q.18. After selection do they conduct the orientation programme for the

    familiarity of the job and the company?

    Table No. 18

    S.No. Options Percentage

    1. Yes 70 %

    2. No 10 %

    3. No Response 20 %

    Graph No. 18

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    INTERPRETATION:-

    70% respondents have chosen the option yes

    10% respondents have chosen the option no and remaining

    20% respondents have chosen the option no response.

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    Q.19. When you submitted your application in the company, what factors did

    attract you towards the company?

    Table No. 19

    S.No. Options Percentage

    1. Companys Image 60 %

    2. Remuneration 20 %

    3. Others 10 %

    4. No Response 10 %

    Graph No. 19

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    INTERPRETATION:-

    60% respondents have chosen the option company image,

    20% respondents have chosen the option remuneration,

    10% respondents have chosen the option others and remaining

    10% respondents have chosen the option no response.

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    Q.20. Do interviewers posses the appropriate knowledge and skills to select the

    employees?

    Table No. 20

    S.No. Options Percentage

    1. Yes 90 %

    2. No 5 %

    3. No Response 5 %

    Graph No. 20

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    INTERPRETATION:-

    90% respondents have chosen the option yes

    5% respondents have chosen the option no and remaining

    5% respondents have chosen the option no response.

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    FINDINGS

    Maximum number of respondents says that recruiting programme able to

    make sure that there is match between cost and benefits.

    Maximum number of respondents believe that the selected candidates stay

    longer with the company.

    Maximum number of respondents believe that the recruitment system able to

    attract highly qualified and competent people.

    Maximum number of respondents believe that the recruiting programme able

    to help the firm create more culturally diverse work-force.

    Maximum number of respondents believes that the recruiting programme able

    to generate an adequate no. of reasonably qualified applicants.

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    Maximum number of respondents thinks that recruitment increases the pool

    of job candidates at minimum cost.

    Maximum number of respondents think that It help to reduce the probability

    that job applicants, once recruited and selected, will leave the organization

    only after short period of time.

    Present referrals are most effective internal source used for recruiting the

    employees.

    Maximum number of respondents says the techniques used to screen

    applicants are resumes.

    Maximum number of respondents says the company has proper job

    description and job specification for recruiting the employees.

    Maximum number of respondents says the company conducts the one-to-one

    interview mostly.

    Maximum number of respondents say it provide general information to the

    applicant such as company policies, job, products manufactured and the like.

    Maximum number of respondents say it help to build companys image

    among the applicants.

    Maximum number of respondents comes to know about job vacancy in the

    company by advertisement and reference.

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    CONCLUSION

    There is more pressure now on organizations and HR managers to fill vacant

    positions quickly and with the most appropriate individuals. Personal

    selection and assessment activities are integral parts of organizational life.

    Decisions about hiring and classifying applicants are based on expectations or

    predictions about their future work behaviors. When a company needs to

    recruit new staff or make promotion decisions about employees, there are

    various methods of assessments at its disposal.

    Whatever selection procedure is used, it should yield the right type of

    information and lead to correct decisions being made. HRP helps determine

    the number and type of people an organization needs. Job analysis and job

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    design specify the tasks and duties of jobs and the qualifications expected

    from jobholders.

    The next logical step is to hire the right number of people of the right type to

    fill the jobs. Hiring involves two broad groups of activities: (i) recruitment

    and (ii) selection. Before coming to details of recruitment, it is useful to not

    that hiring, contrary to popular perception, is an ongoing process and not

    confined to the formative stages of an organization. Employees leave the

    organization in search of greener pastures- some retire and some die in the

    saddle. More importantly, an enterprise grows, diversifies, takes over other

    units- all necessitating hiring of new men and women.

    In fact, the hiring function stops only when the organization ceases to exist.

    The major challenges faced by the HR in recruitment are: Adaptability to

    globalization The HR professionals are expected and required to keep in

    tune with the changing times, i.e. the changes taking place across the globe.

    HR should maintain the timeliness of the process Lack of motivation

    Recruitment is considered to be a thankless job. Even if the organisation is

    achieving results, HR department or professionals are not thanked for

    recruiting the right employees and performers. Process analysis The

    immediacy and speed of the recruitment process are the main concerns of the

    HR in recruitment.

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    The process should be flexible, adaptive and responsive to the immediate

    requirements. The recruitment process should also be cost effective. Strategic

    prioritization The emerging new systems are both an opportunity as well as

    a challenge for the HR professionals. Therefore, reviewing staffing needs and

    prioritizing the tasks to meet the changes in the market has become a

    challenge for the recruitment professionals.

    SUGGESTIONS

    The strategy should define various sources (external and internal) of

    recruitment. Which are the sources to be used and focused for the recruitment

    purposes for various positions. Employee referral is one of the most effective

    sources of recruitment.

    Requirements keep arising at various levels in every organisation; it is

    almost a never-ending process. It is impossible to fill all the positions

    immediately. Therefore, there is a need to identify the positions requiring

    immediate attention and action. To maintain the quality of the recruitment

    activities, it is useful to prioritize the vacancies whether to focus on all

    vacancies equally or focusing on key jobs first.

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    BIBLIOGRAPHY

    Aswathappa, K (2002) Human Resource and Personnel Management, 3rd

    edition, Tata McGraw-Hill Publication Pvt. Limited, New Delhi, 53-140.

    Dessler, Human Resource Management, Prentice-Hall, 9th edition, pp. 45-

    59.

    Kothari C.R., Research Methodology- Methods and techniques, new age

    international publishers, 2007, 2nd edition, pp. 26, 95, 111.

    WEBLIOGRAPHY:-

    www.jubilantorganosys.com

    http://www.jubilantorganosys.com/http://www.jubilantorganosys.com/
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    www.hrm.co.in

    QUESTIONNAIRE

    Q.1. Does the recruiting programme able to help the firm create more culturally

    diverse work-force?

    (a). Yes (b). No (c). No Response

    Q.2. Does the recruiting programme able to generate an adequate no. of

    reasonably qualified applicants?

    (a). Yes (b). No (c). No Response

    Q.3. If yes, then do the selected candidates stay longer with the company?

    (a). Yes (b). No (c). No Response

    http://www.hrm.co.in/http://www.hrm.co.in/
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    Q.4. Does it help to reduce the probability that job applicants, once recruited and

    selected, will leave the organization only after short period of time?

    (a). Yes (b). No (c). No Response

    Q.5. Does the company have proper job description and job specification for

    recruiting the employees?

    (a). Yes (b). No (c). No Response

    Q.6. How did you come to know about job vacancy in the company?

    (a). Advertisement (b). Consultancy

    (c). Reference (d). Others

    (e). No Response

    Q.7. Does the interview help to obtain additional information from the applicant?

    (a). Yes (b). No (c). No Response

    Q.8. Does the r