TABLE OF CONTENTS S.NO. LIST OF TABLES LIST OF CHARTS 1.

INTRODUCTION Introduction Training & Development Need and Importance of the study Objectives of the study Research Methodology Scope of the study Limitations of the study Organization of the study 2. REVIEW OF LITERATURE Literature Survey 1 Literature Survey 2 Literature Review 3. 4. 5. COMPANY PROFILE DATA ANALYSIS & INTERPRETATION CONCLUSION & SUGGESTIONS Conclusion Suggestions ANNEXURES BIBLIOGRAPHY CONTENTS PAGE NO. (i) (ii) 1-8 1 2 3 4 6 7 8 9 - 30 9 12

14 31 - 53 54 - 72 73 - 74 73 74 75 - 77 78

LIST OF TABLES

S.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Name of The Table Job Experience No. of Training Programmes On-The-Job Training Methodology Off-The-Job Training Methodology Measuring Training Methodology Training Format Training Infrastructure Satisfactory Level of Training Infrastructure Frequency of Training Trainers Efficiency Individual Expertise Improvement Multiple Tasks of Training Programme Performance Appraisal in Training HR Response Improvement Areas Improvement in Work Efficiency Strengths & Weaknesses Recognition Sense of Intimacy & Spirit Feedback Opportunity

Pg.No
54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72

LIST OF GRAPHS

S.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Name of The Graph Job Experience No. of Training Programmes On-The-Job Training Methodology Off-The-Job Training Methodology Measuring Training Methodology Training Format Training Infrastructure Satisfactory Level of Training Infrastructure Frequency of Training Trainers Efficiency Individual Expertise Improvement Multiple Tasks of Training Programme Performance Appraisal in Training HR Response Improvement Areas Improvement in Work Efficiency Strengths & Weaknesses Recognition Sense of Intimacy & Spirit Feedback Opportunity

Pg.No
54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72

ABSTRACT

The study was initiated to evaluate the Effectiveness of Training &

Development in NATCO PHARMA LIMITED.

The objective of the study was to understand the perception of employees of

Natco Pharma Limited policies and to know if the employees are satisfied with required
information, which was obtained using structured Questionnaire and Personal Interview.

NATCO Pharma Ltd is one of the leading Pharmaceutical firms in the Pharmaceutical Industry. The Training Programme of NATCO Pharma aims to attract and motivate the component talents.

The findings reveal that most of the employees are satisfied with the Training Policies of NATCO and suggestions regarding minor short comings in the training policy have been put forth to the management for its consideration.

CHAPTER I INTRODUCTION

INTRODUCTION
Training:
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is the act of increasing the knowledge and skills of an employee for performing the job efficiently and effectively.

Development:
Development is a long-term educational process utilizing an organized and systematic procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. It covers not only those activities which improve job performance but also those activities which improve the personality of an employee.

In the field of human resource management, TRAINING AND DEVELOPMENT is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. In simple terms, it refers to the imparting of specific skills, abilities and knowledge to an employee.

TRAINING AND DEVELOPMENT is a subsystem of an organization which ensures that randomness is reduced and learning or behavioral change takes place in structured format. In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee.

NEED AND IMPORTANCE OF THE STUDY:

NEED: Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies. Training and Development is needed in the organization to develop leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

Training and development is vital part of the human resource development. It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in expectation of quality & service and a subsequent need to lower costs.

IMPORTANCE: Optimum Utilization of Human Resources Development of Human Resources Development of skills of employees Productivity Team Spirit Organizational Culture Organizational Climate Quality Healthy Work Environment Health & Safety Morale Image Profitability

Objectives:
The purpose of doing the study is mainly to make a thorough study of the working of this company from its Inception till date with special reference to Training and Development which helps in overall improvement of an Organization and to study the methods adopted by the organization towards the employees for Training and Development. PRIMARY OBJECTIVE: The primary objective of my study at Natco Pharma Limited is to lay down the foundation of training and development. SECONDARY OBJECTIVES: The secondary objective of my study is: To improve the current Process of employees training and development at Natco Pharma Limited To apply my learning in the area of Human Resources so that I can gain significant practical knowledge and understand the nature and importance of Training & Development To identify the various inputs that can be implemented in HR activities To delineate the different stages in training and development program and describe each step To understand the need for and the ways of training for international assignments To understand the perception of employees of at Natco Pharma Limited regarding Training Policies & Procedures To study various methods of Training adopted by at Natco Pharma Limited To study Implementation of Training To examine the performance before Training & after Training To evaluate Training effectiveness To provide feedback to the management Identifying the shortcomings & limitations of existing system.

RESEARCH METHODOLOGY:
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In this we study the various steps that are generally adopted by the researcher studying his research problem along with the logic behind them. The general methods adopted in conducting research are as follows: 1) Research design 2) Sampling technique 3) Sample size 4) Data collection 5) Data analysis and interpretation

Research design:
Research design is a conceptual structure within which research is conducted. It is needed because it facilitates the smooth sailing of various research operations, thereby making research as effective as possible yielding maximal information with minimal expenditure of effort, time and money.

Sampling technique:
A random sampling technique was used to select the sample for conducting the survey.

Sample size:
A sample size of 50 employees has been considered.

Data collection:
The task of data collection begins after the research problem has been defined and research design is chalked out. For the purpose of study two kinds of data have been used. They are: 1) Primary Data: The data is data gathered for the first time by the researcher questionnaires. 2) Secondary Data: This data is taken by the researcher from secondary sources, internal or external - books, internet, journals, and organization catalogues.

Data Analysis and Interpretation:

Data from questionnaires has been tabulated by using simple statistical techniques. Wherever possible, percentages and graphical presentations has been worked out and displayed. Thus the suitable interpretations have been drawn there.

RESEARCH METHODOLOGY

RESEARCH DESIGN

SAMPLING TECHNIQUE

SAMPLE SIZE

DATA COLLECTION

DATA ANALYSIS & INTERPRETATION

PRIMARY DATA

SECONDARY DATA

Scope of Study

This research provides me with an opportunity to explore in the field of Human Resources This research also provides the feedback of people involved in the Training and development Process. Apart from that it would provide me a great deal of exposure to interact with the high Profile managers of the company

This project covers training & development program and also its evaluation It covers the various methods of training and development activities conducted Around 50 employees in the junior & middle management were considered for Questionnaires.

Limitations:

Time Constraint: In view of the limited time available i.e. 45 days for the study, only the Training and Development process could be studied The sample size is too small to reflect the opinion of the whole organization The answers given by the respondents have to be believed and have to be taken for granted as truly reflecting their perception This project only covers the Training & Development activities but excludes all other human resources activities conducted before and after training.

Organization of the Study:

Organization of the study deals with the arrangement of the data. The entire work is arranged chapter wise to facilitate easy identification of topics.

Chapter I deals with Introduction which includes Need & Importance of the study, Objectives of the study, Research Methodology of the study, Scope of the study, Limitations of the study and Organization of the study.

Chapter II deals with Literature Review of the study.

Chapter III deals with the Profile of Natco Pharma Limited.

Chapter IV deals with the complete account of Data Analysis & Interpretation regarding the various core competencies of Training required by the employees at NATCO Pharma Ltd.

Chapter V deals with the Conclusion & Suggestions.

CHAPTER II LITERATURE REVIEW

LITERATURE SURVEY - 1

TRAINING & DEVELOPMENT OF HUMAN RESOURCES A CASE STUDY AT APDDCFL, Hyderabad.

INTRODUCTION: Every organization needs a well trained and experienced employer to perform its activities. According to C.B.Mamoria, famous Indian author, Employee Training & Development is an activity of Human Resource Management which commits resources to maintain a viable and knowledge work force. Present study consists of the evaluation and elements of Training & Development, its objective, destination between them and a case study.

CASE STUDY: The Andhra Pradesh Dairy Development Co-operative federation Limited (APDDCFL) is situated at Lalapet, Hyderabad. The branch products of Vijaya under the APDDCFL has recorded satisfactory growth and maintains its quality even while facing the challenges from the multi-national companies. Their main orientation in the decision making maintains good relations and creates particular effective utilization of manpower. Despite of this, all types of jobs require some type of Training for their efficient performance and therefore, all the employees, new or old should be trained or retrained. To analyze the training and development of Human Resources in APDDCFL, a study was conducted. This study examines and describes the phenomenon of development of Human Resources through Training activities. The data was collected with the help of Questionnaires, the Analysis and Interpretation is as follows: DATA ANALYSIS & INTERPRETATION: The organization follows performance appraisal method and the training needs of the employees are identified through this method, and the company selects the employees on the basis of performance

 The subjects taught in the training are relevant and the employees felt the benefits of new theories and principles, new techniques and ideas

S.No 1 2

Aspect for Analysis Identification of Training Needs Selection for Training

Method Performance Performance

% of +ve Respondents 60 Appraisal 75

The Training Programmes help them in attitude and behavior change and improve interpersonal relationship S.No 1 2 3 4 Aspect for Analysis Relevancy of the subject taught Satisfaction on training Faculty Effective Utilization of knowledge and skill gained in Training Programme Improvement of Quality of Training Programme by evaluation % of +ve Respondents 75 65 60 75

Maximum number of employees rate the reading material and aids of Training as excellent and they are satisfied with the training faculty They felt the period of Training Programme is adequate and agree that the environment is partly congenial S.No 1 2 3 4 Aspect for Analysis Applicability of Training Programme Rate of Content of Training Programme Rate of Reading Material Rate of Training Aids Opinion of maximum no. of Respondents More Good Excellent Good

Most of the employees effectively utilize the knowledge and skill gained in the Training Programme

 The employees felt that there is moderate development in the behavior after attending the training programme S.No 1 2 3 4 5 Aspect for Analysis Duration of Training Programme Congenial Environment Opinion on Training Programme Development in behavior after Training Development of Attitude after Training Opinion of maximum no. of Respondents Adequate Partly Good Moderate High

The majority of the employees revealed that the evaluation helps in the improvement of the quality of the Training Programme Most of the employees felt the Training Programme is good.

CONCLUSION: The Trainees and supervisors should devise programmes that can effectively result in Inter-personal Behavioral modification. For this, they need ot have the knowledge how people learn the Strengths & Weaknesses of the development programmes and concepts available. Famous Indian authors Mr. R.M.Vaitla and M.M.Shariff in their work Industrial Management and Entrepreneurship opines that the probabilities of a successful Training and Development programme upon the concentration on supporting programmes which involve records, feedback and reshaping organizational climate. The Technical and Financial skills of the employees must be updated by periodic Training to the employees. The organization, for success, must conduct regular Training Programmes and the employees in the organization must be Trained irrespective of their cadre.

SURVEY ON TRAINING & DEVELOPMENT AT INFOCOM MANPOWER Introduction and key findings The Annual Survey on Infocomm Manpower was intended to track Infocomm manpower profile and requirements of the Singapore Industry. It covered a total of 2,196 organizations comprising 624 Infocomm industry organizations and 1,572 non-Infocomm industry end-user organizations. The survey provided inputs for Singapores Infocomm manpower planning and policy formulation. It also provided useful information on the demands for each occupational category and opportunities for Training & Development in specific skills areas. The survey showed a slight decline of 3% in Infocomm manpower to 102,070 in 2001 compared to 105,605 in 2000. This reflected the weakening global economy and weakening global and Infocomm sector. About half of the Infocomm manpower worked in the Infocomm industry sector and the other half in supporting end user organizations in other industry sectors. The survey showed that largely the Infocomm manpower capabilities matched industry needs. However, there were small gaps in the technical areas of E-Commerce Development, Multimedia Content Development and Hardware Design & Development. In non-technical skills, the greatest gaps were in Change Management/ Business Process Re-Engineering and People Development. The highest number of job vacancies was in Infocomm Middle Management (26%). This was followed by vacancies in Infocomm Sales & Marketing (13%) and Infocomm Top Management (12%). In the distribution of manpower across the Infocomm industry, more than 50% were employed by the Hardware and IT Service sectors. Telecommunications and Media made up the rest. In the distribution of manpower across the end user organizations, Financial Intermediaries employed over 34% and Wholesale and Retail Trade employed 22%. Business Services made up 18% while Manufacturing made up 14%. Government and others made up the rest. Occupation Categories & Profiles Technical Support, Infocomm Sales & Marketing, Application Development & Integration were the top three occupational categories over 38% of Infocomm manpower. Top Five Skills to Acquire In terms of technical skills, the overall top five skills that companies deem most important were E-Commerce Development, IT Project Management, Operating Systems; Networking and Database Management. However, Multimedia Content Development was ranked second by Infocomm industry organizations. For non-technical skills, the overall top five skills that companies deem most important were Marketing & Sales, Customer Services, Creative Thinking, Negotiation & Decision

Making/Judgement. However, end-user organizations thought that Teamwork and people Development were most important.

Preferred Way to Acquire the Top Five Skills The most preferred way for organizations to acquire the top five skills essential to their core business was to hire and train fresh graduates (44%). The second most preferred way was to hire experienced people with requisite skills from other organizations (29%).

Training The average spending on Training per organization for organizations which spent on Training was estimated to be nearly $31,000. Nearly 80% of courses were non-Infocomm ones. Organizations spent more on Training Infocomm manpower than non-Infocomm manpower, especially for Infocomm industry organizations. Formal On-the-Job Training was the most preferred Training method, followed by classroom Training.

Certification 74% of organizations were unwilling to pay premium for employing professionally certified Infocomm manpower. This comprised 79% of Infocomm industry organizations compared to 71% for end-user organizations. Approximately 64% of Infocomm manpower did not have professional certification. A slightly higher percentage of Infocomm manpower in Infocomm industry organizations had certification (37%) compared to 35% for those in end-user organizations.

Vacancy and Growth There were over 4,600 job vacancies for Infocomm manpower in 2001. Two-thirds of these were in end-user organizations. In terms of occupational categories, the highest number of vacancies was in Infocomm Middle Management (26%). This was followed by vacancies in Infocomm Sales & Marketing (13%) and Infocomm Top Management (12%). The overall demand for Infocomm manpower jobs was expected to rise marginally for the next 2 years, i.e. 4.7% in 2002 and 5.2% in 2003.

LITERATURE REVIEW
Human Resource Management: HRM is concerned with the human beings in an
organization. It reflects a new philosophy, a new outlook, approach and strategy, which views an organizations manpower as its resources and assets. It is a managerial function which facilitates the effective utilization of people (manpower) in achieving organizational and individual goals. Earlier HRM was called by different names like Personnel Management, Personnel Administration, Staff Management, Manpower Management, Labour Relations, Industrial Relations, Labour Management, Labour Administration, Labour Management Relations, Employee-Employer Relations, Human Capital Management and Human Asset Management. Simply HRM is a management function that helps the managers to recruit, select, train and develop the people for the purpose of achieving the stated organizational goals. In the present scenario, HRM is used as a synonym to Personnel Management and the Personnel Department is called the HR Department. National Institute of Personnel Management defined HRM as The Part of management which is concerned with the people at work and with their relationship within an enterprise. It aims to bring together and develop into an effective organization of the men and women who make up an enterprise and having regard for the well-being of the individuals and of working groups, to enable them to make their best contribution to its success.

Features of HRM: o Comprehensive Managerial Function o People Oriented o Task/Action Oriented o Development Oriented o Future Oriented o Globally Oriented o Continuous Function o Challenging Function o Staff Function o HRM is both a Science and an Art.

Scope of HRM:

Scope of HRM
S

Procurement

Training & Development

Job Analysis &Job Description

Remuneration

Personnel Records

Welfare & Industrial Relations

1. Procurement: Procurement includes recruitment and selection of right kinds of personnel to occupy the various posts in the organization. It includes a) b) c) d) e) Determination of manpower requirements Job Analysis Nature and Scope of Requirement Employee Selection & Placement of Employees

2. Training & Development: Training & Development is must to prepare the worker made to involve the employees in the actual management situations. Employees participation in committees and board meetings may also contribute towards their development. 3. Job Analysis & Job Description: Job Analysis & Job Description involves the studies of job requirements of the enterprise and assignment of well defined functions to jobs so that qualified employees may be hired. It also forms the basis of wage determination. 4. Remuneration: Provision of adequate remuneration for the work done by an employee involves job analysis & job evaluation. It includes determining wage rates, incentive systems of wage payment, merit-rating and performance appraisal. 5. Personnel Records: The function of personnel records includes collection bio-data of all employees pertaining to their work e.g., training job performance, aptitude payment records.

6. Welfare & Industrial Relations: It includes health and safety program, sanitary facilities, recreational facilities, group insurance employee associations etc.

Objectives: 1) To help in Achievement of Organizational Goals: HR Department, like other departments in an organization, exists to achieve the goals of the organization first and if it does not meet this purpose, HR department will wither and die. 2) To Employ Skills and Abilities of the Workforce Efficiently: The primary purpose of HRM is to make peoples strengths productive and to benefit customers, stockholders and employees. 3) To provide Organization with Well Trained and Well Motivated Employees: HRM requires that employees be motivated to exert their maximum efforts, that their performance be evaluated properly for results and that they be remuneration on the basis of their contributions to the organizations. 4) To increase Employees Job Satisfaction & Self Actualization: It tries to prompt and stimulate every employee to realize his potential. To this end suitable programs have to be designed aimed at improving the Quality of Work Life (QWL). 5) To Develop and Maintain a Quality of Work Life: It makes employment in the organization a desirable, personal and social situation. Without improvement in the quality of work life, it is difficult to improve organizational performance. 6) To Communicate HR Policies to All Employees: It is the responsibility of HRM to communicate in the fullest possible sense; tapping ideas, opinions and feelings of customers, non-customers, regulators and other external public as well as understanding the views of internal human resources. 7) To be Ethically and Socially Responsive to the Needs of Society: HRM must ensure that organizations manage human resource in an ethical and socially responsible manner through ensuring compliance with legal and ethical standards.

TRAINING & DEVELOPMENT

TRAINING: Training is the act of increasing the knowledge and skills of an employee for performing the job efficiently and effectively.
It involves:

The acquisition of knowledge, Sharpening of skills, Concepts, Rules, or Changing of attitudes and behaviors to enhance the performance of employees.

DEVELOPMENT: Development is a long-term educational process utilizing an organized Systematic procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose.

It covers not only those activities which improve job performance but also those activities which improve the personality of an employee. TRAINING & DEVELOPMENT: Training & Development is a subsystem of an organization which is concerned with organizational activity, aiming at bettering the performance of individuals and groups in organizational settings. In simple terms, it refers to the imparting of specific skills, abilities and knowledge to an employee. Training and development is vital part of the human resource development. Every Organization big or small, productive or non-productive, economic and social, old or newly established follows the Process of Training & Development. Organizational efficiency, productivity, progress and development to a greater extent depend on training & development.

NATURE OF TRAINING & DEVELOPMENT: In simple terms, Training & Development refer to the imparting of specific skills, abilities and knowledge to an employee. More clearly, T & D may understood as any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge.

The need for Training & Development is determined by the employees performance deficiency, computed as Training & Development Need = Standard Performance Actual Performance

Distinction between Training, Education & Development:

Trainingprocess

refers of

to

the Education- It refers to

Development- It refers to the learning opportunities designed to help employees grow. Development is not primarily skills oriented. It provides general knowledge & attitudes

imparting theoretical learning in classrooms. Education is basically a Theoretical Orientation, can be referred as classroom learning which

specific skills. Training includes Application of skills, gives a job experience to the candidate which includes Specific Tasks in a Narrow Perspective. Training is for Operatives

includes General concepts which will be helpful to in a Broad Perspective. Education is common to all employees employees in higher positions. Development programmes are for employees in higher positions

PURPOSE OF TRAINING & DEVELOPMENT: The Need for Training can be explained by the following factorsTo Increase Productivity: Training & Development can help employees to Increase their level of performance on their present assignment. Increased human performance often directly leads to increase in operational productivity and company profit. To Improve Quality: Better-trained workers are less likely to make operational mistakes. Quality increases may be in relationship to a company product or service, or in reference to the intangible organizational employment atmosphere. By better Training & Development Quality of work & work life are improved.

To help a company fulfill its future personnel needs: Organizations that have a good internal educational program will have to make less manpower changes and adjustments in the event of sudden personal alterations. When the need arises, organizational vacancies can more easily be staffed from internal sources from both its non-supervisory and managerial employees. To improve Organizational Climate: An endless chain of positive reactions results from a well planned training program. By Training & Development production & product quality will be improved and then the financial incentives are increased which in simple terms sense that the Organizational Climate is improved.

To Improve Health & Safety: Proper training can help prevent industrial accidents. A safer work environment leads to more stable mental attitudes to the employees. Managerial mental state would also improve if supervisors know that they can improve themselves through company designed development programmes. Obsolescence Prevention: Training programmes foster the initiative and creativity of the employees and help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the liability of a person to adapt himself to technological changes. Personal Growth: Employees on a personal basis gain individually from exposure to educational experiences. Management development programmes seems to give participants a wider awareness, an enlarged skill and enlightened altruistic philosophy and make enhanced personal growth possible.

To achieve Organizational Stability & Growth To provide an opportunity for the development of Human Resources technical & behavioral skills in an organization Leads to improve profitability and more positive attitude towards profit orientation In better terms, the need for Training & Development is to create a better corporate image.

EVALUATION OF TRAINING PROGRAMME:

The specification of values forms a basis for evaluation. The basis of evaluation and the mode of collection of information necessary for evaluation should be determined at the planning stage. The process of training evaluation has been defined as "Any attempt to obtain information on the effects of training performance and to assess the value of training in the light of information. Evaluation leads to controlling and correction of training programmers. Hamblin suggested five levels at which evaluation of training can take place. They are as follows: Reaction Learning Job Behavior Organization Ultimate

Reactions: Training programme is evaluated on the basis of trainee's reaction to the usefulness of coverage of the matter, depth of the course content, method of presentation, teaching methods etc. Learning: In the Training programme, trainees ability is evaluated on the basis of the content learned and the time in which it is learned and learner's ability to use the content learned. Job behavior: The evaluation includes the manner and extent to which the trainee has applied his learning to the job. Organization: This evaluation measures the use of training, learning and change in the job behavior of the department/organization in the form of increased productivity, quality and morale and sales turnover. Ultimate Value: It is the measurement of ultimate result of the contributions of the training programme to the company goals like survival, growth, profitability etc & to the individual goals like development of personality and social goals such as maximizing social benefit. Feedback: Training evaluation information should be provided to the trainer and/or instructor, trainees and all other parties concerned for control, correction and improvement of trainee's activity. Further the training evaluator should follow up to ensure implementation of the valuation report, questionnaire or through interview.

PRINCIPLES OF TRAINING: Evaluation specialist must be clear about the goals & purpose of evaluation Evaluation must be continuous Evaluation must be specific Evaluation must be based on objective methods and standards.

OBJECTIVES OF TRAINING & DEVELOPMENT: To expose participants to latest productivity techniques To prepare the employees both new and old to meet the present as well as the changing requirements of the job and the Organization To acquaint participants develop keen insight into their own behavioral patterns and explain awareness of their potential To build up a second line of competent officers and prepare them to occupy more responsible positions To develop the potentialities of people for the next level job To ensure economical output to required quality To promote individual and collective morale, sense of responsibility, co- operative attitudes and good relationships. TRAINING METHODS/TECHNIQUES: INDUCTION TRAINING: Induction training is important as it can avoid costly mistakes by recruits not knowing the procedures or techniques of their new jobs. The length of induction training will vary from job to job and will depend on the complexity of the job, the size of the business and the level or position of the job within the business. The following areas may be included in induction training:

Learning about the duties of the job Meeting new colleagues Seeing the layout of the premises Learning the values and aims of the business Learning about the internal workings and policies of the business.

ON-THE-JOB TRAINING: With on the job training, employees receive training whilst remaining in the workplace. Such training is provided by the immediate superior by explaining the learners how to perform the job, demonstrating them the actual operation of the job, explaining the workflow process and describing the precautions that should be adopted in performing the job. The main methods of one-the-job training include:

Demonstration / instruction - showing the trainee how to do the job Coaching - a more intensive method of training that involves a close working relationship between an experienced employee and the trainee

Job rotation - where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments)

Projects - employees join a project team - which gives them exposure to other parts of the business and allow them to take part in new activities. Most successful project teams are "multi-disciplinary"

The advantages and disadvantages of this form of training can be summarized as follows: Advantages Generally most cost-effective Employees are actually productive Opportunity to learn whilst doing Training alongside colleagues Disadvantages Quality depends on ability of trainer and time available Bad habits might be passed on Learning environment may not be conducive

OF-THE-JOB TRAINING: This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include:

Day release (employee takes time off work to attend a local college or training centre) Distance learning / evening classes Block release courses - which may involve several weeks at a local college

Sandwich courses - where the employee spends a longer period of time at college (e.g. six months) before returning to work

Sponsored courses in higher education Self-study, computer-based training.

The main advantages and disadvantages of this form of training can be summarized as follows: Advantages A wider range of skills or qualifications can be obtained Can gain knowledge from outside specialists or experts Employees can gain more confidence by the time of their joining. Disadvantages More expensive e.g. Transport & Accommodation The company loses the working time and potential output from the employee New employees may still need some Induction training After the training employees will have skills, capabilities & qualification and so may leave for better jobs.

REFRESHER TRAINING: Rapid changes in technology may force companies to go in for this kind of training. By organizing short term courses which incorporate the latest developments in a particular filed the company may keep its employees up to date and ready to take on merging challenges. It is conducted on regular intervals by taking the help of outside consultants who specialize in a particular descriptive.

CROSS FUNCTIONAL TRAINING: Cross functional training involves training employees to perform operation in areas other than their assigned job. There are many approaches to cross functional training. One of the approaches is Job rotation in which Departments can exchange personnel for a certain period so that each employee understands how other departments are functioning. High performing workers can act as peer trainers and help employees develop skills in another area of operation. TEAM TRAINING: Team training generally covers two areas: Content Tasks Group Processes

Content Tasks specify the teams goal such as cost control and problem solving. Group Processes reflect the way members function as a team for example how they interact with each other how they sort out differences how they participate etc. The training basically focusses on 1. How members should communicate with each other. 2. How they have to cooperate and get ahead. 3. How they should deal with conflicting situations. 4. How they should find their way using collective wisdom and experience to good advantage.

IMPROVING EFFECTIVENESS OF TRAINING & DEVELOPMENT The Training & Development programmes can be made effective and successful if the following hints are considered Specific training & development objectives should be outlined on the basis of the type of performance required to achieve organizational goals and objectives Attempts should be made to determine if the trainee has the intelligence, maturity and motivation to successfully complete the training & development programmes The trainee should be helped to see the need for training by making him aware of the personal benefits he can achieve through better performance The training program should be planned so that it is related to the trainee's previous experience and background If necessary, a combination of training methods should be selected so that variety is permitted It should be recognized that all the trainees do not progress at the same rate The active participation of the trainees should be got in training programs As the trainee acquires new knowledge, skills or an attitude, applies them in job situation, he should be significantly rewarded for his efforts The trainee should be provided with regular, constructive feedback concerning his progress

abilities Attempts should be made to create organizational conditions that are conductive to good learning environment.

STEPS IN TRAINING PROGRAMME: Training programmes are a costly affair and a time consuming process. In the organization of training programmes, the following steps are considered necessary:

IDENTIFYING TRAINING NEEDS

PREPARING TRAINING PROGRAMME

PREPARING THE LEARNER

IMPLEMENTING TRANIING PROGRAMME

PERFORMANCE TRY-OUT

FOLLOW UP

1. Identifying Training Needs :

\

The basic aim of Training is to include a suitable change in the individual concerned. It can be useful in improving the transformation process that takes place in the

organization in terms of processing of inputs to outputs. Therefore, Training Needs have to relate both in terms of the organizations demand and of individuals. If the organization wants that new jobs are to be handled by the existing employees, it requires totrain its personnel suitably. There may be numerous such situations and the organization will have to identify the training needs of employees. There may be various formal and informal methods through which training needs of employees may be ascertained such as views of line personnel, performance records, analysis of difficulties involved in Job Performance and views of training manager. 2. Preparing Training Programme: After identifying the employees training needs, training programme should be prepared to meet out those needs. A programme is a type of plan which can be thought in terms of planned actions integrated into a unity and designed to bring about the stated objectives. Attaining programme should address the following issues: Type of employees to be trained, newcomers or old employees Type of training material that may be required Duration of training programme On-the-Job Training or Off-the-Job Training 3. Preparing the Learner: In preparing the learners for training programme, following steps are required: Putting the learners at ease so they do not feel nervous at the job particularly if they are new comers Explaining the importance of the job, its relationship and the total workflow Explaining the needs and objectives of the training in relationship to their jobs Creating interest among the learners about the training and motivating them to learn Placing the learners as close to their working place as possible in the case of On-thejob Training Familiarizing them with the equipments, materials, tools, trade terms etc.

4. Implementing Training Programme: This is the most crucial stage of a training programme. Once the training programme has been designed, it needs to be implemented. Any training programme implementation involves the following Deciding the location and organizing training & other facilities Scheduling the training programme Conducting the training programme Monitoring the progress of trainees

5. Performance Try-Out: At this stage, the learners are advised to perform the job on their own ability with slow speed. Initially, there is likelihood that they commit mistakes. Such mistakes may be overcome with the help of the trainer. After certain period of time, the learners become more efficient in performing the job through continuous practice, as the job involved is a repetitive one. At this stage there should be some mechanism to ascertain whether the learners have learnt what was intended. This may be in the form of measurement of work performance results, interviews of the learners comprising questions to identify the degree of learning and observing the behavior of the learners. 6. Follow Up Actions/ Feedback: At the final stage of the training programme, follow-up actions are required to ensure that the trainees have learnt the job fully and they can work independently without the help of the trainer. This stage consists of Putting the trainees on their own and checking frequently how they are applying the methods that they have learned during the training Tapering off extra supervision gradually and close follow-up until they are qualified to work with normal supervision.

TRAINING & DEVELOPMENT ACTIVITIES IN NATCO PHARMA LTD.

Management Development Programs (MDP) Supervisory Development Programs (SDP) Workmen Development Programs (WDP) Current Good Manufacturing Practices (cGMP) International Organization for Standardization (ISO) Safety in Pharma Industry (SIPI) Fire Fighting (FF) First Aid (FA)

1. MDPs: Management Development Programs are specifically proposed to managers.

OBJECTIVE Taking Responsibility & becoming responsible METHODOLOGY Questionnaire on Locus of Control & Presentations

To make Managers understand their roles Activities to put into practice Learning & Responsibilities Paradigms & Change Management Video Films Develop Teams & Team members Interpersonal Skills Assertiveness Video Films, Games & Questionnaire Questionnaire, PPT & Video Film Analysis Presentation & Video Film.

2. SDPs: Supervisory Development Programs are specifically proposed to supervisors.

OBJECTIVE To make supervisors understand their Roles & Responsibilities Problem Solving & Decision Making Understand difference between Time Management & Utilization Develop Teams & Team Members METHODOLOGY Questionnaire on Locus of Control & Presentations Questionnaire & Case Study Presentations, Discussions, Activities in identifying Right & Wrong Approach Questionnaire & Discussions.

3. WDPs: Workmen Development Programs are proposed to the workmen i.e. the employees.
OBJECTIVES Taking up Responsibility Active Participation Taking Suggestions from the supervisors & co-workers Punctuality & Regularity Creative Thinking Cost Conscious

4. cGMPs: Current Good Manufacturing Practices include the following modules

Premises Personnel Hygiene & Sanitation Warehouse/ Manufacturing Controls Equipment Documentation GLP Temporary Changes Incidents & Change Controls

5. ISO: Programs on International Standardization for organizations will be conducted to bring

out the best quality in the Products & Services of the organization. The quality policy of NATCO PHARMA LIMITED stands committed to Current Good Manufacturing Practices, conforming to International Standards, ensuring timely supply with cost effectiveness quality pharmaceutical products to meet customers' expectations, achieving high customer satisfaction and market leadership in domestic as well as overseas markets by implementing of Quality Management Systems on continual improvement basis. Training on ISO covers the following Identifying Needs & Wants of the customers Identifying appropriate specifications Total Quality Management Quality Measures Making them understand that Quality is just not a belief but a specification Techniques & Procedures to achieve better Quality Quality is a Value Addition to the Product Quality brings out good Customer Satisfaction

ISO will include the following 1. Introduction Program 2. Steering Committee has to be formed 3. Policies, Procedures & Strategies have to be formed 4. Training on Audit Process to selective appropriate employees 5. Conducting Audit Program 6. Correcting errors 7. Certification / Registration 8. Survey before Certification 9. Final Audit 10. Final Certificate to be received.

6. Safety in Pharma Industry (SIPI):

Training is given on all the safety measures to be followed in the Pharmaceutical Industry.

7. Fire Fighting (FF):

Training is given on Fire Fighting issues & preventive measures to be taken.

8. First Aid (FA):

Training is given on how to do First Aid if any injury happens to any of the employees while the production process is going on.

CHAPTER III COMPANY PROFILE

PHARMACEUTICAL INDUSTRY AT A GLANCE

"The Indian pharmaceutical industry is a success story providing employment for millions and ensuring that essential drugs at affordable prices are available to the vast population of this sub-continent. The Indian Pharmaceutical Industry today is in the front rank of India's Science-based industries with wide ranging capabilities in the complex field of drug manufacture and technology. A highly organized sector, the Indian Pharma Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent annually. It ranks very high in the third world, in terms of technology, quality and range of medicines manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is now made indigenously. The Indian Pharmaceutical sector is highly fragmented with more than 20,000 registered units. It has expanded drastically in the last two decades. The leading 250 Pharmaceutical companies control 70% of the market with market leader holding nearly 7% of the market share. It is an extremely fragmented market with severe price competition and government price control. The pharmaceutical industry in India meets around 70% of the country's demand for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals, tablets, capsules, orals and injectibles. There are about 250 large units and about 8000 Small Scale Units, which form the core of the pharmaceutical industry in India. These units produce the complete range of pharmaceutical formulations, i.e., medicines ready for consumption by patients and about 350 bulk drugs, i.e., chemicals having therapeutic value. Pharmaceuticals are medicinally effective chemicals, which are converted to dosage forms suitable for patients to imbibe in its basis chemical form, pharmaceuticals are called bulk drugs and the final dosage forms are known as Formulation Bulk drugs are derived from intermediates (raw materials) namely: Plant Derivatives (herbal products) Animal Derivatives E.g.-Insulin extracted from bovine pancreas Synthetic Chemicals Bio Genetics (human derivatives) E.g.-Human Insulin

ADVANTAGE IN INDIA Competent workforce: India has a pool of personnel with high managerial and technical competence as also skilled workforce. It has an educated work force and English is commonly used. Professional services are easily available.

Cost-effective chemical synthesis: Its track record of development, particularly in the area of improved cost-beneficial chemical synthesis for various drug molecules is excellent. It provides a wide variety of bulk drugs and exports sophisticated bulk drugs.

Legal & Financial Framework: India has a 53 year old democracy and hence has a solid legal framework and strong financial markets. There is already an established international industry and business community.

Information Technology: It has a good network of world-class educational institutions and established strengths in Information Technology.

Globalization: The country is committed to a free market economy and globalization. Above all, it has a 70 million middle class market, which is continuously growing. Consolidation: For the first time in many years, the international pharmaceutical industry is finding great opportunities in India. The process of consolidation, which has become a generalized phenomenon in the world pharmaceutical industry, has started taking place in India. Export Scenario: The Export revenue now contributes almost half the total revenue for the top three pharmacy majors Dr.Reddys, Ranbaxy and Cipla. The formulation and exports are largely to developing nations in CIS, South East Asia, Africa and Latin America. In the last three years generic export was developing countries have picked up. External Trade: In India pharmaceutical industry is highly regulated the government controls prices of a large number of bulk drugs and formulations. Profit margins of players vary widely in both domestic and exports sales due to many factors.

Future Prospects: As per W.T.O, from the year 2005 India will grant product patent recognition to all new chemical entities (NEC's) i.e. bulk drugs developed then onwards. This leaves another three years of MNCs research output open to process piracy.

S.W.O.T
1. STRENGTHS: Strong skills in synthetic chemistry, organic chemistry, biochemistry, Pharmaceutical science and analytical chemistry to manufacture a range of product and low labor cost are significant Indian strengths.

2. WEAKNESS: Although the industry is large by Indian standard, its share is merely 12 percent of the International pharmaceuticals market. Similarly, if 25% of the Indian industry gross sales were to be invested in R&D the budget would still be smaller than that of a number of US companies.

3. OPPURTUNITIES: Indian pharmaceutical industry has shown tremendous progress in terms of infrastructure development, technology base and range of protection. All this has been possible due to a strong base of scientific as well as technical man power and also due to pioneering work done in the process of development. The industry's strength lies in world class technology, cost effective production of 70% of bulk drugs and almost all required formulation, rich biodiversity, competitive R&D cost over 20% growth rate in export. With increasing number of bulk drugs going off patent and captivity of Indian scientist in process technology, the shone of Indian pharmaceutical product in the world market is expected to rise further. This process will stimulate economic development; provide jobs and India build a reputation within the global scientific community. 4. THREAT: A number of countries will comply with patent laws from 2005. The industry will be compelled to compete with multinationals and it remains to be seen how many will survive besides environment compliance will set more stringent.

Strengthening the Industry Indian companies need to attain the right product-mix for sustained future growth. Core competencies will play an important role in determining the future of many Indian pharmaceutical companies in the post product-patent regime after 2005. Indian companies, in an effort to consolidate their position will have to increasingly look at merger and acquisition options, improve their R&D efforts and improve distribution to penetrate markets. Research and development has always taken the back seat amongst Indian pharmaceutical companies. In order to stay competitive in the future, Indian companies will have to refocus and invest heavily in R&D. The Indian pharmaceutical industry also needs to take advantage of the recent advanced biotechnology and information technology. The future of the industry will be determined by how well it markets its products to several regions and distributes risks, its forward and backward integration capabilities, its R&D, its consolidation through mergers and acquisitions, co-marketing and licensing agreements.

COMPANY PROFILE AND ORGANIZATION STUDY

l. COMPANY

: NATCO PHARMA LTD : PUBLIC LTD : 19-09-1981 : ANDHRA PRADESH : ADMN OFFICE NATCO HOUSE, ROAD NO 2, BANJARA HILLS, HYDERABAD.

2. NATURE 3. DATE OF INCORPORATION 4. PLACES OF REGISTRATION 5. LOCATION

6. SHARE CAPITAL 7. CURRENT TURN OVER

: AUTHORISED 10,00,00,000 : ABOVE US $100 MILLION

Natco Pharma Limited is an Indian enterprise molded by global aspirations. This has always demanded a preparedness and long- term organizational vision that can encompass the turbulences and paradoxes of shifting terms and terrain's of business.

The Start NATCO PHARMA was promoted by Mr.V.C.Nannapaneni in the year 1981 as a Private Limited Company to be in the business of Research, Developing, Manufacturing and Marketing of Pharmaceutical Substances and Finished Dosage forms for Indian and International markets. NATCO PHARMA began operations in 1984 in Andhra Pradesh, India.

First Success - In the first year of its operations it achieved a sales figure of Rs. 0.5 million. The company's first product was Cardicap, which is an Anti-Anginal drug. Since then the company has introduced many dosage forms into the market. By 1985 it had dosage forms in Cardiovascular, Anti-cold, Anti-Asthmatic and Antibiotic segments. NATCO has the credit of having pioneered Time Release Technology in India.

The Journey - NATCO PHARMA was ranked 82nd in sales among Indian Pharmaceutical companies 1994. NATCO also has the credit of being one of the largest contract manufacturers in India. Some of the well-known companies like Ranbaxy, Dr.Reddy's Laboratories, and John Wyeth etc, get their products manufactured.

Today - NATCO PHARMA LIMITED, which began its operations as a single unit with 20 employees, today has four manufacturing facilities and employs around 1500 people. It has an on-line data for analysis and decision-making. Consistently ranked among the fastest growing pharmaceutical companies in the country, NATCO is utilizing its collective experience to kick its future plans as a global company. Respected for Quality, Performance, Care, Responsibility and for creation and maximization of wealth for its Shareholders NATCO Pharma Limited, the postmerger organization represents a strategic stage in NATCO's constant evolution as the Complete Pharma Company.

MISSION
The mission of Natco Pharma is to be in Indian Pharmaceutical Industry with significant International Presence. NATCO recognizes that innovative product development has to be complemented with cost effective therapeutic solutions to address a better informed and a more demanding fraternity.

VISION
The Vision of Natco Pharma is to be among the selected top leaders in the industry with the power to turn shared Dreams into Reality. To be the most respected global organization for Quality, Service & Social Commitment in Health Care and other areas of business.

Quality Policy The quality policy of NATCO PHARMA LIMITED stands committed to Current Good Manufacturing Practices, conforming to International Standards, ensuring timely supply with cost effectiveness quality pharmaceutical products to meet customers' expectations, achieving high customer satisfaction and market leadership in domestic as

well as overseas markets by implementing of Quality Management Systems on continual improvement basis. NATCO is a group of companies associated with 1. NATCO PHARMA LIMITED 2. NATCO PHARMA DIVISION 3. NATCO CHEMICAL DIVISION 4. TIME CAPS PHARMA LABS LTD 5. NATCO R & D DIVISION MANUFACTURING FACILITIES Manufacturers Parenterals Bulk drugs R&D BOARD OF DIRECTORS Sri V.C. Nannapaneni Sri C.P. Ravindranath Sri G.S. Murthy Dr. B.S.Bajaj Dr. Jasti Samba Siva Rao Sri Rajeev Nannapaneni Dr. P. Bhaskara Narayana Dr. A.K.S Bhujanga Rao CS. M .Adinarayana : Chairman & Managing Director : Director Nominee of ExportImport Bank of India : Director : Director : Director : Director & Chief Operating Officer : Director & Chief Financial officer : President (R&D and Technical) : Company Secretary & GM (Legal Corporate Affairs)

Bankers Allahabad Bank State Bank of India Corporation Bank Oriental Bank of Commerce Export-Import Bank of India

Auditors M/s. Walker, Chandiok & Co. Chartered Accountants, 3rd Floor, Uptown Banjara, Road No. 3, Banjara Hills, Hyderabad 500034.

MANUFACTURING LOCATIONS
KOTHUR: The company has one manufacturing factory at Kothur, situated in 52,80 sq.m site. This factory has attained the ISO-9002, 14002 certification and it is engaged in the manufacturing of tablets, capsules, liquids and drug syrups. The biotechnology unit of NATCO is located at Kothur. This factory is one of the few factories available in India, which manufactures fungal diastase for digestive image. It is equipped with one of the finest equipments and technology.

MEKAGUDA: This factory is a chemical division located at Mekaguda spread over 100 acres; this factory incorporates the latest technology and immense capacities. It is one of the latest synthetic bulk activities manufacturing units in India. This factory also poses an effluent treatment plant which adds miles in the direction of being environmentally friendly.

 NAGARJUNA SAGAR: This factory is a Parenteral division located at Nagarjuna Sagar, which is around l80km from Hyderabad. This factory is one of the biggest single unit manufactures for the manufacturing of small and large volume Parenterals. SANATH NAGAR: This is R&D division located at Sanath Nagar, Hyderabad. The company intends to extract maximum advantage from its R & D wing and from the Collaborative Research it is undertaking with leading research organization such as CCMB (Centre for Cellular and Molecular Biology), CLRI (Center Leather Research Institute) etc.

DEHRADUN: Pharma Division (Selaqui) CHENNAI: Natco Organics

INFRASTRUCTURE:
30,000 sq.ft of Laboratory Space 30,000 sq.ft space available for further expansion 7 Laboratories for synthesis 4 Laboratories for analytical method development and analytical instrumentation A Laboratory for natural actives and Biotech oriented research Centralized library housing over 3000 books, journals, periodicals etc.

Computer Database for on line literature search and patent scan.

RESEARCH & DEVELOPMENT

NATCO's research and development effort is multi disciplinary. With the help of NATCO research centre, centralized support, networking and integration of group requirements is facilitated. The center has a core team of dedicated scientists backed by advanced facilities and equipments. Currently R&D is involved in the development of new controlled release drug delivery system which include specialized gels, micro/nano sponges and liposomes technologies. The company

conducts research in peptide synthesis of thorough fermentation process, microbiological and through stain improvement techniques are also undertaken. NATCO has been sanctioned an assistance of Rs.130 lakhs under the SPONSERED RESEARCH AND DEVELOPMENT PROGRAMME (SPREAD) by industrial credit and investment corporation of India for carrying research projects in association with leading National Research Labs. NATCO works in close collaboration with Central Leather Research Institute, Madras for the development or oral vaccines. NATCO has entered in strategic alliance with Hyderabad Central University and Birla Institute of Technology and Science, Pilani to conduct research in the field of Synthetic chemistry. NATCO outsources selective research and development project to Nizams Institute of Medical Sciences, Hyderabad.

R & D ACHIEVEMENTS: 1) Center recognized by Department of Science and Technology (DSIR). 2) Developed Non-Infringing methods for a number of APls over the past four years. 3) Over 30 Patents are in various stages of filing, review and granting. 4) Evolved cost-effective manufacturing processes for a good number of

APl's/Intermediates which have been commercialized successfully. 5) An Award has been received for one such cost-effective process for a life saving. 6) Anti-Cancer drug in year 2003.

EXPANSION, GLOBALIZATION AND DIVERSIFICATION:

NATCO as a part of globalization plant finalized an investment proposal for setting up a formulation unit in New Jersey, USA at an estimate cost of US $ 6 Million. The EXIM Bank of India is likely to fund team loan finance equivalent to US $ 4.08 Million and the company will

invest the balance. The proposed US project is expected to be highly beneficial to the company both financially and technologically, besides earning foreign exchange to our country.

INTERNATIONAL BUSINESS:
NATCO Pharma services markets are across the globe. Some of the countries where its presence is felt are USA, UK, Canada, Columbia, Brazil, Spain, Denmark, Ireland, Greece, Bangladesh, China, Hong Kong, Belgium, Russia, Cyprus, Pakistan, Italy, South Africa, Egypt, Poland, Australia etc. NATCO Pharma is one of the first Indian companies to set up a unit in USA: NATCO PHAMALLIC (New Jersey). The exports have shown a study increase in previous years. NATCO Pharma production has received the World Health Organization (WHO) Certificate for maintaining good manufacturing practice (GMP). NATCO Pharma has a distinction of launching the formulations of Samaritan the first Anti Migraine for the first time in Asia. NATCO Pharma is one of the first Indian Companies to have achieved ISO 9002 certification for its quality standards. NATCO Pharma has pioneered and developed the concept of time-release dosage preparation for which it has earned enormous goodwill in India. The company today is specially recognized with time -release preparation.

RETAIL BUSINESS
With a view to find a suitable channel for the company's product in USA and in order to gain firsthand knowledge about US market. It has found its appropriate market to enter retail space in USA through acquisition of drug stores. It owns and operates retail pharmacy storecalled Nick's drugs in downtown New York, USA.

MARKETING
For NATCO, marketing involves the challenges of giving care, concern and responsibility in a wider range. The demand of optimization in such a scenario has been met by NATCO through efficient online information network. NATCO is constantly upgrading its logistics from global perspectives to achieve this end.

Domestic Marketing:
1. Domestic Generic and Branded formulation 2. Domestic bulk drugs 3. Contract manufacturing marketing networks

International Marketing:
Growing International presence currently focus on the consolidation and expansion of business in India and US. A multi pronged strategy including joint venture, acquisition, marketing alliances, manufacturing tie-ups, custom synthesis and other collaborative ventures are being pursued for long term growth. 1. 2. 3. Export generic formulation Export bulk drug Export horizon.

DEPARTMENTS IN NATCO:

Personnel & Administration Department Materials Department Domestic Marketing Department Finance & Accounts Department R & D Department Warehouse Department Production Dept EDP, MIS Department PPIC Department Maintenance Department Safety Department Electrical Department Civil Department Quality Assurance & Quality Control Department E.T.P Dept

SHIFT SYSTEM IN NATCO PHARMA LIMITED

SHIFT -, A B C General General (corporate)

TIME 6:00 am - 2:00 pm 2:00 am - 10:00 pm 10:00 pm - 6:00 am 8:30 am - 5:30 pm 9:30 am - 6:00 pm

BENEFITS FOR EMPLOYEES IN NATCO: LIA - Leave Travel Assistance PF - Provident Fund GPA- Group Personal Accident Policy

UNITS OF NATCO

NATCO PHARMA LIMITED, which began its operation as a single unit with 20 employees, today has four manufacturing facilities and employs around 2243 people.

Head Office Unit 1 and IV Unit 11 Unit 111 NATCO Research Centre New Unit

NATCO House, Banjara Hills Kothur, Pharma Division Nagarjuna Sagar, Parenteral Division Mekaguda Sanath Nagar Dehradun, Pharma Division

MAIN OBJECTIVES OF NATCO

To increase market share from 0.6 percent to 1.1 percent The goals of the future are launching high Technology; specialized products balanced by high technology and mass redact in order to increase sales, market share & returns To carry on the business of deal in finished drugs and pharmaceuticals, bulk drugs, fuel chemicals ayurvedic and cosmetics To do all kind of consultancy services in pharmaceuticals.

ACHIEVEMENTS OF NATCO

Incorporated in 1981 for manufacturing Pharmaceutical Formulations It Acquired Dr.Kranth Pharma chemical labs, a small bulk drug manufacturer, now as NATCO Research Center. Established bulk drug and intermediate facility of Mekaguda, India, this facility is TGA approved, and certified for its Environmental Management Systems (ISO-1400 I) (Today it's a US-FDA approved plant) Merged three of the group companies with the Parent, NATCO Pharmacy Limited-1995 Granted US patent for its manufacturing process of Omeprazole Launched Anti-Cancer drug Imatinib Mesylate 100 mg capsules under the brand name VEENAT process developed in house. HR POLICY IN NATCO

The NATCO recognizes the importance of skilled manpower and fully believes development of available manpower in the organization The company recruits the manpower based on man power planning or requirements that arise with the increased quantum of work of vacancies created by exit of employees The company believes in development and training the available manpower to the maximum possible extent NATCO extend training and development activity to each and every employee of it. The training shall be imported on the basis of planned schedule after valuation of training needs at the individual and at group levels The training systems assess knowledge, skills, and behavior-based on needs of the human resources

 The training will be given on the job through 2 models i.e. (a) External Training (b) In-house Training The company recruits the personal purely based on educational qualification and performance in the final interview.

Work Value Table of NATCO :( self observations)

VALUE HIGH AVERAGE ---LOW ------

Acceptance Advancement Challenge Change Complexity Creativity Crisis Handling Freedom Leading Learning Responsibility Security Self-Expression Sociability Surroundings Intelligence/Knowledge

V V V
----

V V
---

V
-----------

V
--

V
--

V
--

V
---

V V
--

V
----

V V V

CORPORATE SOCIAL RESPONSIBILITY: NATCO TRUST: NATCO TRUST is the corporate social responsibility division of NATCO Pharma Ltd, and it is based in Hyderabad. It was established with the objective of improving the quality of rural and urban people in the areas of Health, Hygiene, Education, Sanitation, Water, Livelihoods, Need Based Community Infrastructure and for over all development. It is a nonprofit charitable organization. It operates in the vicinity of wherever it has a business presence. Since its inception in 1995, the Trust has been evolving and constantly revisiting its role in society.

NATCO TRUSTs Areas of Intervention:

1. Health Natco Trust is committed to enhance the health and well being of the targeted
communities. It attempts to improve the health seeking behavior of the communities regarding nutritious food, mother and child health, communicable diseases, preventive mechanisms through community based health services and health educations.

Objective Health Services at the door step of the Community

Few activities in the area of Health are: NATCO MOBILE HEALTH CLINIC AIDS AWARENESS CAMPS NUTRITION CENTER VISITS HEALTH EDUCATION IMMUNIZATION

SCHOOL HEALTH

2. Education Natco Trust is committed to create enabling environment for children through
educational initiatives, emphasis laid on access, equity and quality of education by extending the need based support on appropriate infrastructure, skilled teachers, innovative teaching methodology and curriculum, access to basic teaching learning materials for improving the learning competence of the children, in addition to this adapted innovative methods to make learning more interactive and participatory.

Objective To strengthen the government schools in terms of infrastructure, libraries, science labs etc. in order to retain all the eligible school going children in the school and impart qualitative education.

Few Activities in the area of Education are:

ADAPTING X-SEED SYLLABUS BUTTERFLY FIELDS LIBRARY CO-CURRICULUM AVTIVITIES SPORTS CHILDREN CLUBS SUMMER CAMPS

3. Livelihoods Skill up graduation for Wage Employment, Self-Employment/Value Addition income generation for the Youth & Women. Activities in the area of Livelihood include: VOCATIONAL TRAINING

Beautician Courses Tailoring Computer Courses Driving

OUTSOURCING Water & Sanitation The pride of woman has been enhanced and women started enjoying the privacy, the trust has taken up Sanitation issue as a priority core area and motivated the community to construct the Individual Sanitation Latrines (ISL), with the active participation of the community, 64 families constructed and using the ISL, the trust as a back end support extended Rs.5000/- to each family and the rest has been contributed

4.

by the respective families. Objective Providing Safe Drinking Water within the reach of the community with permissible limits of minerals with special reference to Floride and to provide good Sanitation.

5. Environment - The trust has facilitated and supported 48 community kitchen gardens in 4 villages (Chenchuvani Thanda, Nayakuni Thanda, Thimmaiah Palyam and Yarra Cheruvu Thanda) to supplement nutritious food to the beneficiaries of the nutrition center; it has been maintained by the beneficiaries. The community kitchen garden started yielding the crops, they have cultivated Brinjals and Snake guard, lady fingers, greens etc., by using vermin-compost and they have earned on an average an amount of Rs.500/- apart from family consumption. MANAGING TRUSTEE Mr. V. C. Nannapaneni - Managing Trustee Team Ms. Swathi Kantamani - Projects Manager Mr. A.Lakshmi Narayana - Human Resource Mr. G. Satish Kumar - Finance Manager Mr. S. Balakrishna Co-ordinator (Kothur and Mekaguda) Mr. P.Appaji - Co-ordinator (Nagarjuna Sagar) Mr. Kantha Reddy - Motivator (Nagarjuna Sagar) Mr. Shyam Tilak - Co-ordinator (Corporate Office)

The policies that are implemented by NATCO Pharma are Children Educational Policy Loan Staff Advancement Policy Marriage Gift Policy Medical Policy-12.5%-Basic + D.A Accommodation Policy- Kothur and Mekaguda

 House wives, Children Training Policy Leave Traveling Allowance Policy

AWARDS RECEIVED

IP Excellence Award for excellence in Intellectual Property Asia Pacific Region (2009)

M.Visvesaraya Award for Anti-Cancer Drug development efforts All India Manufacturers Organization (2009) Gold Patents Award (2009) National Award for Development of Indigenous Technology Technology Development Board (2008) Best Technology Development Award Federation of Andhra Pradesh Chamber of Commerce (2004) National Unity Award National Award for best R&D Efforts in Pharmaceutical Industry Dept of Science & Industrial Research. National Award To Small Scale Entrepreneur1998, instituted by government of India, Ministry of Industries, Small Industries Development Organization WHO Certificate for current good manufacturing practices (CGMP) All India Industrial Exhibitions (AIIE), 1986 Award for best imports substitution, best new product Best Scientist - Federation of Andhra Pradesh Chamber of Commerce & Industry (FAPCCI)

CHAPTER IV DATA ANALYSIS & INTERPRETATION

1. How long have you been in your present job?

Table 1: Job Experience S.No. 1 2 3 4 Options Less than 1 year 1 to 2 years 2 to 3 years More than 3 years TOTAL No. of Respondents 8 15 20 7 50 % of Responses 16% 30% 40% 14% 100%

Graph1: Job Experience

14%

16%

40%

30%

Less than 1 Year 1 to 2 Years 2 to 3 Years More than 3 years

Analysis:
16% of respondents have experience of less than 1 year, 30% of them between 1 to 2 years, 40% between 2 to 3 years and 14% of them more than 3 years.

Interpretation:
Majority of the respondents have been in the present job for around 2 to 3 years.

2. How many Training Programmes have you attended during this year?

Table 2: No. of Training Programs S.No. 1 2 3 4 Options 1 to 3 4 to 6 7 to 10 Above 10 TOTAL No. of Respondents 12 25 4 9 50 % of Responses 24% 50% 8% 18% 100%

Graph 2: No. of Training Programs

18% 24% 8%

1 to 3 4 to 6

7 to 10
50%

Above 10

Analysis:
Above graph shows that 24% of the trainees have attended 1 to 3 Training Programmes, 50% of them have attended 4 to 6 Training programmes, 8% attended 7 to 10 programmes and 18% attended above 10 Training programmes.

Interpretation:
Considerable no of respondents have attended 4 to 6 Training Programmes during the year.

3. What are the On-The-Job Training methodologies you prefer?

Table3: On the Job Training Methodology S.No. 1 2 3 4 Options Apprenticeship Programs Job Instruction Programs Observation Projects TOTAL No. of Respondents 10 12 18 10 50 % of Responses 20% 24% 36% 20% 100%

Graph 3: On-The-Job Training Methodology

20%

20% 24%

Apprenticeship Programs
Job Instruction Programs Observation Projects

36%

Analysis:
Above graph shows that 20% of the trainees prefer Apprentice Programs, 24% of them prefer Job Instruction Programs, 36% prefer Observations and 20% prefer Projects.

Interpretation:
Majority preference of On-Job Training Methodology is for Observation.

4. What are the Off-The-Job Training methodologies you prefer? Table4: Off the Job Training Methodology S.No. 1 2 3 4 Options Lectures Group Discussions Case Studies Self-Study & Computer based training TOTAL No. of Respondents 6 24 5 15 50 % of Responses 12% 48% 10% 30% 100%

Graph 4: Off-The-Job Training Methodology

12% 30%

Lectures Group Discussions Case Studies 48%

10%

Self-Study & Computer based Training

Analysis:
12% of the Trainees prefer Lectures, 48% of them prefer Group Discussions, 10% of them prefer Case Studies and 30 % of them prefer Self Study & Computer based Training.

Interpretation:
Majority preference of Off-Job Training Methodology is for Group Discussions.

5. Does the methodology of Training meet the objectives of the Training Programme?

Table 5: Measuring Training Methodology S.No. 1 2 3 Options Yes No Up to an extent TOTAL No. of Respondents 15 10 25 50 % of Responses 30% 20% 50% 100%

Graph 5: Measuring Training Methodology

30% Yes 50% 20% No Upto an extent

Analysis:
30% of the respondents were of the opinion that the training methodology met the objectives of the Training programmes followed by 20% of them who were of the opinion that the training methodology did not meet the objectives of the training programmes and 50% of them were of the opinion that the training methodology met the objectives of the training programme upto an extent.

Interpretation:
Majority of the respondents opinioned that the training methodology met the objectives of the training program upto an extent.

6. What would be your preferred format for Training? Table 6: Training Format S.No. 1 2 3 4 Options Printed Manuals Tutorials on Internet Work Shops One to One basis TOTAL No. of Respondents 12 8 20 10 50 % of Responses 24% 16% 40% 20% 100%

Graph 6: Training Format

20%

24%

Printed Manuals Tutorials on Internet

16% 40%

Work Shops One to One basis

Analysis:
24% of the employees prefer Printed Manuals, 16% of them prefer Tutorials on Internet, 40% of them prefer Work Shops and 20% of them prefer One to One basis.

Interpretation:
Majority of the employees prefer Training through Work Shops.

7. How do you rate the Infrastructure of Training Programme in your organization? Table 7: Training Infrastructure S.No. 1 2 3 4 Options Excellent Good Average Poor TOTAL No. of Respondents 10 30 10 0 50 % of Responses 20% 60% 20% 0% 100%

Graph 7: Training Infrastructure

20%

20%

Excellent Good Average

60%

Analysis:
20% of the respondents rate the Training Infrastructure as Excellent, 60% of the respondents rate the Training Infrastructure as Good and 20% of them rate the Training Infrastructure as Average.

Interpretation:
Considerable number of respondents rated the Training Infrastructure as Good.

8. Are you satisfied with the Infrastructure of the Training Programme?

Table 8: Satisfactory Level of Training Infrastructure S.No. 1 2 3 Options Completely Satisfied Satisfied upto an extent Not Satisfied TOTAL No. of Respondents 16 30 4 50 % of Responses 32% 60% 8% 100%

Graph 8:Satisfactory Level of Training Infrastructure

8% Completely Satisfied 32% 60% Satisfied upto an extent

Not Satisfied

Analysis:
32% of the respondents are Completely Satisfied with the Training Infrastructure, 60% of the respondents are satisfied upto an extent and 8% of them are Not Satisfied with the Training Infrastructure.

Interpretation:
Majority of the respondents are Satisfied upto an extent with the Training Infrastructure.

9. How long do you prefer to undergo Training in a day? Table 9: Frequency of Training S.No. 1 2 3 Options 1 to 2 hrs Half Day Full Day TOTAL No. of Respondents 27 13 10 50 % of Responses 54% 26% 20% 100%

Graph9: Frequency of Training

20% 54%

1 to 2 hrs Half Day Full Day

26%

Analysis:
54% of the respondents prefer Training for 1 to 2 hrs in a day, 26% of them prefer Training for Half Day and 20% of them prefer Training for Full Day.

Interpretation:
Considerable number of respondents prefers Training for 1 to 2 hrs in a day.

10. Do you agree that the Trainers are sufficiently knowledgeable and Professional? Table 10: Trainers Efficiency S.No. 1 2 3 Options Agree Agree upto an extent Disagree TOTAL No. of Respondents 30 15 5 50 % of Responses 60% 30% 10% 100%

Graph 10:Trainers efficiency

10% Agree 30% 60% Agree upto an extent Disagree

Analysis:
Above graph shows that 60% of the Trainers are sufficiently knowledgeable, 30% of them Agree upto an extent and 10% of them disagree.

Interpretation:
Majority of Trainees Agree that the Trainers are sufficiently knowledgeable and Professional.

11. Do you think your individual expertise has improved after the Training Programme?

Table11: Indivdual Expertise Improvement S.No. 1 2 Options Yes No TOTAL No. of Respondents 40 10 50 % of Responses 80% 20% 100%

Graph11: Individual Expertise Improvement

20% Yes

80%

No

Analysis:
80% o the respondents agree that the Individual Expertise has improved after the Training Programme and 20% do not agree.

Interpretation:
Majority of the respondents agree that the Individual Expertise has improved after Training Programme.

12. Do these Training Programmes help in handling multiple tasks?

Table 12: Multiple Tasks of Training Programme S.No. 1 2 Options Yes No TOTAL No. of Respondents 45 5 50 % of Responses 90% 10% 100%

Graph12: Multiple Tasks of Training Programme

10% Yes No 90%

Analysis:
The above graph shows that 90% of respondents says that Training Programmes help in handling multiple tasks and 10% of the respondents dont agree.

Interpretation:
Majority of the respondents says that Training Programmes help in handling multiple tasks.

13. Is the Training Evaluation linked to Performance Appraisals? Table14: Performance Appraisal in Training S.No. 1 2 3 Options Linked Upto an extent Not Linked TOTAL No. of Respondents 43 5 2 50 % of Responses 86% 10% 4% 100%

Graph14:Performace Appraisal in Training

4%

10%
Linked Upto an extent 86% Not Linked

Analysis:
The above graph shows 86% of the respondents say that Training Evaluation is linked to Performance Appraisal, 10% of them say that Training evaluation is linked to Performance Appraisal upto an extent and 4% of them say that there is no link in between them.

Interpretation:
Majority of the respondents declare that Training Evaluation is linked to Performance Appraisal.

14. Does HR Department respond to request for Training & Development arising from the Appraisal discussion? Table15: HR Response S.No. 1 2 3 Options Favorably Responds Moderately Responds Doesnt Respond TOTAL No. of Respondents 30 17 3 50 % of Responses 60% 34% 6% 100%

Graph 15: HR Response

6% Favorably Responds Moderately Responds Doesn't Respond

34%

60%

Analysis:
From the above graph we can conclude that 60% of the trainees say that HR Dept will respond to the request for Training & Development arising from appraisal discussion followed by 34% of them who say that the response is Moderate and 6% of them say that the response is Nill

Interpretation:
Considerable no of respondents say that the response of HR Dept is Favorable.

15. After attending the Training Programmes there is incremental change in terms of :Table16: Improvement Areas S.No. 1 2 3 4 Options Knowledge acquired Skills Behavioral Change All the above TOTAL No. of Respondents 0 0 0 50 50 % of Responses 0% 0% 0% 100% 100%

Graph16: Improvement Areas

Knowledge Acquired Skills Behavioral Change

Analysis:
The above graph shows that 100% of the respondents declare that After attending the Training Programme there will be Incremental Change in terms of Knowledge acquired, Skills and Behavioral Change.

Interpretation:
All the respondents agree that there will be Incremental Change in all the areas after attending te Training Programme.

16. After attending the Training Programmes do you see any improvement in work Efficiency & Effectiveness? Table17: Improvement in Work Efficiency S.No. 1 2 Options Yes No TOTAL No. of Respondents 47 3 50 % of Responses 94% 6& 100%

Graph 17: Improvement in work efficiency

6%

Yes No 94%

Analysis:
94% of the respondents agree that there is an improvement in Work Efficiency and Effectiveness and 6% of them Disagree.

Interpretation:
Majority no of respondents agree that there is an increase in Work Efficiency and Effectiveness after attending Training Programmes.

17. Is the Training Programme helpful for the employees to know their strengths and weaknesses?

Table 18: Strengths & Weaknesses Recognition S.No. 1 2 3 Options Yes No Dont want to Comment TOTAL No. of Respondents 40 6 4 50 % of Responses 80% 12% 8% 100%

Graph18: Strengths & Weaknesses Recognition

8% 12% Yes No Don't want to comment

80%

Analysis:
80% of the respondents agree that Strengths and Weaknesses can be recognized through Training Programmes, 12% do not agree and 8% of them do not want to comment.

Interpretation:
Majority of the respondents conclude that Individual Strengths & Weaknesses can be recognized through Training Programmes.

18. Is the Training Programme creating a Sense of Intimacy and Team Spirit among the employees? Table19: Sense of Intimacy & Team Spirit S.No. 1 2 3 4 Options Strongly Agree Agree Strongly Disagree Disagree TOTAL No. of Respondents 16 27 1 6 50 % of Responses 32% 54% 2% 12% 100%

Graph 19: Sense of Intimacy & Team Spirit

2%

12%
Strongly Agree 32% Agree Strongly Disagree 54% Disagree

Analysis:
32% of the respondents Strongly agree that creates s sense of Intimacy % Team Spirit among the employees, 54% of them Agree, 2% of them Strongly Disagree and 12% of them Disagree.

Interpretation:
Considerable no of respondents Agree that the Training Programme creates a sense of Intimacy & Team Spirit.

19. Do you have any opportunity to provide feedback regarding your assessment of Training Effectiveness? Table19: Feedback Opportunity S.No. 1 2 3 4 Options Always Few Times Very Rare Never TOTAL No. of Respondents 7 15 10 18 50 % of Responses 14% 30% 20% 36% 100%

Graph19: Feedback Oppurtunity

14%

36% 30%

Always Few times Very Rare Never

20%

Analysis:
From the above graph we can conclude that 14% of the respondents agree that the Feedback Opportunity is always given, 30% of them say that the Feedback Opportunity is given only Few times, 20% of them say that it is very rare and 36% of them say that the opportunity is never given.

Interpretation:
Considerable no of respondents say that the feedback opportunity is never given.

CHAPTER V CONCLUSION & SUGGESTIONS

CONCLUSION

After conducting an intense study on Training Programmes in Natco Pharma Ltd, I have arrived at the following conclusions.

Natco Pharma is providing the employees an excellent training programme and to a large extent trainees prefer to undergo training for a limited period.

The Training programme helps in handling multiple tasks and in self-development of the trainees.

The employees feel that the Training is a learning experience in which they seek relatively permanent change, which would improve the ability in them to perform the job.

Natco Pharma gives due importance to trainers and these trainers are well versed in their areas of expertise.

Natco Pharma provides excellent Infrastructure for training in terms of spacious and fully furnished auditorium. The audio visual equipment is provided as and when required.

SUGGESTIONS

Frequency of the Training Programmes conducted at Natco Pharma should be increased further. This will help employees to learn new and diverse skills motivating them to take up responsibilities

Depending on the level of employees the duration of Training Programmes must be adjusted, some employees have good grasping power, others may need a longer time to learn new things. Training duration may be increased or decreased accordingly to sue training requirement

Conducting audio visual sessions, role plays and injecting humorous interviews serve to anchor learning Impact of Training can be increased many fold by issue of training material in the form of hand books, manuals etc to the employees As a part of training policy, retraining may be used continually to upgrade employee skills Feedback should be collected through follow up interview from every trainee Suggestion boxes should be used to gather information about training from working staff to encourage participation Training Certificates should be issued to the trainees which will serve as an evidence of their skills and also help them in their future career prospects.

ANNEXURES

QUESTIONNAIRE
1. How long have you been in your present job? a) Less than 1 year b) 1 to 2 years c) 3 to 4 years d) More than 4 years 2. How many Training Programmes have you attended during this year? a) 1 to 3 b) 4 to 6 c) 7 to 10 d) Above 10

3. What are the On-The-Job Training methodologies you prefer? a) Apprenticeship Programs b) Job Instruction Training c) Observation d) Projects 4. What are the Off-The-Job Training methodologies you prefer? a) Lectures b) Group Discussions c) Case Studies d) Self-Study & Computer based Training 5. Does the methodology of Training meet the objectives of the Training Programme? a) Yes b) No c) Upto an extent 6. What would be your preferred format for Training? a) Printed Manuals b) Tutorials on Internet c) Work Shops d) One to One basis 7. How do you rate the Infrastructure of Training Programme in your organization? a) Excellent b) Good c) Average d) Poor

8. Are you satisfied with the Infrastructure of the Training Programme? a) Completely Satisfied b) Satisfied upto an extent c) Not Satisfied 9. How long do you prefer to undergo Training in a day? a) 1 to 2 hrs b) Half Day c) Full day 10. Do you agree that the Trainers are sufficiently knowledgeable and Professional? a) Agree b) Agree upto an extent c) Disagree 11. Do you think your individual expertise has improved after the Training Programme? a) Yes b) No 12. Is the Training Evaluation linked to Performance Appraisal? a) Linked b) Upto an Extent c) Not Linked 13. Do these Training Programmes help in handling multiple tasks? a) Yes b) No 14. Does HR Department respond to request for Training & Development arising from the Appraisal discussion? a) Favorably Responds b) Moderately Responds c) Doesnt Respond 15. After attending the Training Programmes there is incremental change in terms of :a) Knowledge acquired b) Skills c) Behavioral Change d) None of the above 16. After attending the Training Programmes do you see any improvement in work Efficiency & Effectiveness? a) Yes b) No

17. Is the Training Programme helpful for the employees to know their strengths and weaknesses? a) Yes b) No c) Dont want to comment 18. Is the Training Programme creating a Sense of Intimacy and Team Spirit among the employees? a) Strongly Agree b) Agree c) Strongly Disagree d) Disagree 19. Do you have any opportunity to provide feedback regarding your assessment of Training Effectiveness? a) Always b) Few times c) Very Rare d) Never

BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS Name of the Book

Human Resource Management Human Resource & Personnel Management Personnel Management Human Resource & Personnel Management Human Resource Management

Author
SUBBA RAO ASWATHAPPA C.B.MEMORIA William B Werther and Keith Davis LAWRENCE.S.KLEIMAN

WEBSITES
www.humanlinks.com www.shrm.com www.explorehr.org www.managementstudyguide.com www.citehr.com www.natcopharma.co.in