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HISTORY

The Indian pharmaceutical industry is the world's third-largest by volume and is likely

to lead the manufacturing sector of India. India's bio-tech industry clocked a 17

percent growth with revenues of Rs.137 billion ($3 billion) in the 2009-10 financial

year over the previous fiscal. Bio-pharma was the biggest contributor generating 60

percent of the industry's growth at Rs.8,829 crore, followed by bio-services at

Rs.2,639 crore and bio-agri at Rs.1,936 crore. The first pharmaceutical company

are Bengal Chemicals and Pharmaceutical Works, which still exists today as one of

5 government-owned drug manufacturers, appeared in Calcutta in 1930. For the next

60 years, most of the drugs in India were imported by multinationals either in fully-

formulated or bulk form. The government started to encourage the growth of drug

manufacturing by Indian companies in the early 1960s, and with the Patents Act in

1970, enabled the industry to become what it is today. This patent act removed

composition patents from food and drugs, and though it kept process patents, these

were shortened to a period of five to seven years. The lack of patent protection made

the Indian market undesirable to the multinational companies that had dominated the

market, and while they streamed out, Indian companies started to take their places.

They carved a niche in both the Indian and world markets with their expertise in

reverse-engineering new processes for manufacturing drugs at low costs. Although

some of the larger companies have taken baby steps towards drug innovation, the

industry as a whole has been following this business model until the present.

INDIAN PHARMACEUTICAL INDUSTRY – An Overview

During the current year 2009-10, Pharma was among the few sectors that managed

to expand its revenues despite global recession and financial crises. Strong

domestic demand, growing preference for generics worldwide and favorable rupee-

dollar exchange rate helped the Indian Pharmaceutical sector. Aggregate income of

the drugs and pharmaceuticals companies for the first two quarters of the current

year grew by 13 per cent and 7.8 percent respectively as compared to previous year.

As per Centre for Monitoring Indian Economy (CMIE) ,the estimated growth in

aggregate income for the next two quarters is 9.5 per cent and 10.2 percent

respectively.

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The Indian pharmaceuticals industry has grown from a mere US$ 0.32 billion

turnover in 1980 to approximately US$ 21.26 billion in 2009-10.The country now

ranks 3rd in terms of volume of production (10% of global share) and 14th largest by

value.

Growth of Indian Pharmaceutical Industry from 2002-03 to 2008-09 are given in table

below:

Figures in Rs Crore

  2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09

Domestic Market

30365 32575 34128 39989 45367 50946 55454

Exports 12826 15213 17857 22216 24942 30760 38433

Imports 2865 2956 3139 4515 5867 6734 8552

Total Market Size

42326 47332 52029 62566 68442 78610 89335

THE DOMESTIC PHARMA INDUSTRY

The domestic Pharma Industry has recently achieved some historic milestones

through a leadership position and global presence as a world class cost effective

generic drugs' manufacturer of AIDS medicines. Many Indian companies are part of

an agreement where major AIDS drugs based on Lamivudine, Stavudine,

Zidovudine, Nevirapine will be supplied to Mozambique, Rwanda, South Africa and

Tanzania which have about 33% of all people living with AIDS in Africa. Yet another

US Scheme envisages sourcing Anti Retrovirals from some Indian companies whose

products are already US FDA approved. Many Indian companies maintain highest

standards in Purity, Stability and International Safety, Health and Environmental

(SHE) protection in production and supply of bulk drugs even to some innovator

companies. This speaks of the high quality standards maintained by a large number

of Indian Pharma companies as these bulk actives are used by the buyer companies

in manufacture of dosage forms which are again subjected to stringent assessment

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by various regulatory authorities in the importing countries. More of Indian

companies are now seeking regulatory approvals in USA in specialized segments

like Anti-infectives, Cardiovasculars. Along with Brazil & PR China, India has carved

a niche for itself by being a top generic Pharma player.

Increasing number of Indian pharmaceutical companies have been getting

international regulatory approvals for their plants from agencies like USFDA (USA),

MHRA (UK), TGA (Australia), MCC (South Africa), Health Canada etc. India has the

largest number of USFDA - approved plants for generic manufacture. Considering

that the pharmaceutical industry involves sophisticated technology and stringent

"Good Manufacturing Practice (GMP) requirements, major share of Indian Pharma

exports going to highly developed western countries bears testimony to not only the

excellent quality of Indian pharmaceuticals but also its price competitiveness. More

than 50% share of exports is by way of dosage forms. Indian companies are now

seeking more Abbreviated New Drug Approvals (ANDAs) in USA in specialized

segments like anti-infective, cardio vascular and central nervous system groups.

EXPORTS

The Domestic pharma sector has been expanding and has is estimated at US$

11.72 billion (Rs 55454 crore) in 2008-09 from US$ 6.88 billion (Rs 32575 crore) in

2003-04. Indian exports are destined to various countries around the globe including

highly regulated markets of USA, Europe, Japan and Australia.

Export of domestic drugs and pharmaceuticals from 2003-04 to 2008-09 are given in

table below:

YearDomestic Indian market

(figure in Rs crore)

Growth Rate

(%)

2003-04 32575 7.28

2004-05 34128 4.77

2005-06 39989 17.17

2006-07 45367 13.45

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2007-08 50946 12.30

2008-09 55454 8.85

PHARMA EXPORT PROMOTION COUNCIL (Pharmexcil)

The Department had played a pivotal role in the formation of Pharmexcil consequent

to the recommendation from 9th Five Year Annual Plan Working Group Report on

Drugs and Pharmaceuticals. In the light of this, the Department constantly interacts

with Pharmexcil in their work areas. The role of Pharmexcil is for facilitation of

exports of Drugs, Pharmaceuticals, Biotechnology products, Herbal medicines and

Diagnostics, to name a few. It is authorized to issue Registration-cum-Membership

Certificate (RCMC) which is one of the requirements for the importers and exporters

of commodities. In addition to this, Pharmexcil is concerned with giving export thrust

to the various products through visits of delegations to various markets abroad,

organizing of seminars,workshops and exhibitions. As a major area of work,

Pharmexcil also holds Buyers/Sellers meets and compiles detailed data base on

pharma exports and problems in exporting pharma group products of

Pharmaceuticals.

KEY STRENGTHS OF PHARMA SECTOR

Low cost of innovation/Manufacturing/Capex costs/expenditure to run a cGMP

compliance facility.

Low cost scientific pool on shop floor leading to high quality documentation.

Proven track record in design of high tech manufacturing facilities.

Excellent regulatory compliance capabilities for operating these assets.

Recent success track record in circumventing API/formulation patents.

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About 95% of the domestic requirement being met through domestic

production. 

India is regarded as a high-quality and skilled producer in the world.

It is not only an API and formulation manufacturing base, but also as an

emerging hub for: 

Contract research

Bio-technology

Clinical trials

Clinical data management.

The country has the distinction of providing quality healthcare at affordable

prices. 

Top 20 destinations of Indian Pharma products during 2008-09

S. No. Importing country 2008-09 (figure in Rs Crore)

1 USA 7103.27

2 Russia 1519.20

3 Germany 1441.87

4 Austria 1417.15

5 UK 1233.09

6 South Africa 1126.75

7 Canada 1090.43

8 Brazil 1018.89

9 Nigeria 1001.74

10 Ukraine 687.22

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11 Israel 686.22

12 Netherlands 669.98

13 Spain 620.02

14 Turkey 614.20

15 China 561.53

16 Kenya 543.86

17 Vietnam 536.62

18 Belgium 520.90

19 Italy 57.85

20 Mexico 501.54

Research and Development

In no other Industry segment innovative R&D is as critical as in Pharma industry.

Here, the New Drug Discovery Research (NDDR) has to keep pace with the

emerging pattern of diseases as well as responses in managing existing diseases

where target organisms are becoming resistant to existing drugs. The NDDR is also

an expensive activity. It is encouraging to observe that at least 10 Indian companies

are into new drug discovery in the areas of infections, metabolic disorders like

diabetes, inflammation, respiratory, obesity & cancer. Most of these companies have

increased their R&D spending to over 5% of their respective sales turnovers. There

is notable success from some Indian companies in out licensing new molecules in

the asthma and diabetes segments to foreign companies. Introduction of Product

Patent for Pharmaceuticals is an important feature for Indian Pharma R&D scenario.

This has boosted the confidence of MNC Pharma companies in India where a

number of western Pharma companies have already R&D collaborations with Indian

Pharma companies in the field of NDDR. Some Indian companies have also got US-

FDA approvals for their new molecules as Innovative New Drugs (lND).

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Western Pharma companies have recognized the attractiveness of India as a R&D

outsourcing destination due to low cost scientific manpower, excellent infrastructure,

top quality with capability to conduct modern research under GLP, GCP guidelines.

Many of them have set up independent R&D centres in India.

Clinical Trials to establish safety and efficacy of drugs constitute nearly 70% of R&D

costs. Considering the low cost of Research and Development in India, several MNC

Pharma companies as well as global Clinical Research Organizations are

increasingly making India a clinical research hub. In conclusion new drug discovery

in India has made a promising start wherein at least five to six potential candidates in

the areas of Malaria, Obesity, Cancer, Diabetes and Infections are likely to reach

Phase II clinical trials.

Contract Manufacturing

Many global pharmaceutical majors are looking to outsource manufacturing from

Indian companies, which enjoy much lower costs (both capital and recurring) than

their western counterparts. Many Indian companies have made their plants cGMP

compliant and India is also having the largest number of USFDA-approved plants

outside USA.

Indian companies are proving to be better at developing Active Pharmaceutical

Ingredients (APIs) than their competitors from target markets and that too with non-

infringing processes. Indian drugs are either entering in to strategic alliances with

large generic companies in the world of off-patent molecules or entering in to

contract manufacturing agreements with innovator companies for supplying complex

under-patent molecules.

Some of the companies like Dishman Pharma, Divis Labs and Matrix Labs have

been undertaking contract jobs for MNCs in the US and Europe. Even Shasun

Chemicals, Strides Arcolabs, Jubilant Organosys, Orchid Pharmaceuticals and many

other large Indian companies started undertaking contract manufacturing of APIs as

part of their additional revenue stream. Top MNCs like Pfizer, Merck, GSK, Sanofi

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Aventis, Novartis, Teva etc. are largely depending on Indian companies for many of

their APIs and intermediates.

Major Pharmaceutical Public Sector Undertakings

Indian Drugs & Pharmaceuticals Limited (IDPL)

Hindustan Antibiotics Limited (HAL)

Bengal Chemicals & Pharmaceuticals Limited (BCPL)

Rajasthan Drugs and Pharmaceuticals Ltd. (RDPL)

Karnataka Antibiotics & Pharmaceuticals Ltd. (KAPL)

Major Pharmaceuticals Industries in India

Aurobindo Pharma Ltd

Aventis Pharma Ltd

Cadila Pharmaceuticals Ltd

Cipla Ltd

Dabur Pharma Ltd

Dey's Medical Stores Mfg. Ltd

Dr. Reddy's Laboratories Ltd

Elder Pharmaceuticals Ltd

Glenmark Pharmaceuticals Ltd

Glaxo SmithKline Pharmaceuticals Ltd

Lupin Ltd

Merck Ltd, India

Piramal Health Care 

Novartis India 

Pfizer Ltd

Ranbaxy Laboratories Ltd

Wockhardt Limited

Wyeth Laboratories Ltd

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POLICY & BUDGET 2009-2010

The industry is undergoing consolidation due to recent legislation and policy

updates:

– Manufacturing units should adhere to good manufacturing practices (GMP)

outlined in Schedule M of the Drugs and Cosmetics Act.

– Manufacturing units are required to comply with the WHO and international

standards of production.

The National Pharmaceutical Pricing Authority (NPPA) is responsible for fixing and

controlling the prices of 74 bulk drugs and formulations under the Essential

Commodities Act.

Drug regulatory environment in India in transition

Existing drug regulatory system

India has a bifurcated drug regulatory system —regulatory functions are

divided between the Centre and state authorities.

Existing infrastructure at the Centre and in states is inadequate to perform the

assigned functions of drug administration with efficiency and speed, though

there is a renewed focus on the same.

Proposed new system

The Central Cabinet approved the formation of the Central Drug Authority

(CDA) in January 2007.

The proposed organisational structure of the CDA is to be analogous to the

USFDA.

It will be a strong, well-equipped, empowered, independent and professionally

managed body.

It is expected to facilitate up gradation of the national drugs regulator,

uniformity of licensing, and enforcement and improvement in drug regulations.

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The efficiency and efficacy of drug administration is expected to be much

higher after this transition.

CDA – India’s new drug regulator

BUDGET MEASURES & POLICY CHANGES

Budget 2009–2010 reduced the customs duty from 10 per cent to 5 per cent

on imports of select life saving drugs and their bulk drugs for treating ailments

such as breast cancer, hepatitis, rheumatic arthritis, etc.

Customs duty has been reduced from 7.5 per cent to 5 per cent on two

specified life saving devices used in the treatment of heart conditions. These

devices are now fully exempt from excise duty and countervailing duty (CVD)

also.

The DCGI has made the registration of all clinical trials compulsory for trials

initiated after June 15, 2009. Earlier, the registration of clinical trials by various

institutions and companies was voluntary.

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The DCGI has withdrawn the powers given to state-level regulators to issue

Certificate of Pharmaceutical Product (CoPP).

The DCGI has discontinued issuance of the WHO-GMP certificate for both

pharmaceutical products and plant audits.

CHANGING TRENDS

FOCUS OF INDIAN COMPANIES SHIFTING FROM US

KEY PLAYERS

Leading players by annual sales

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KEY OPPORTUNITIES

Indian drug discovery and development outsourcing market is projected to

grow at a rate of 50 per cent to reach US$ 900 million in 2009.

Bio informatics companies that offer research-enabling software technologies

are also emerging as a

valuable segment.

CLINICAL RESEARCH – Leveraging India’s advantage

The clinical trials market in India is currently sized at approximately

US$ 250 million to US$ 275 million and is expected to grow at a robust

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CAGR of 30 per cent over the next few years, at almost double the

global average.

CONTRACT MANUFACTURING (CM)

The Indian pharmaceutical manufacturing outsourcing market is valued

at US$ 1.1 billion and the segment is growing at thrice the global

market rate.

India‘s share of the outsourcing market is estimated to increase from

2.8 per cent in 2007 to 5.5 per cent in 2010.

APIs /intermediate outsourcing is more prevalent in India than

formulation outsourcing; around 64 per cent of total outsourcing is in

the area of APIs/intermediates.

The market is estimated to increase to US$ 1 billion by 2010.

By 2010, the demand for contract manufacturing of formulations is

likely to be around US$ 210 million to US$ 300 million. APIs and

intermediate demand is likely to be in the range of US$ 600 million to

US$ 700 million by 2010.

RURAL MARKET OPPORTUNITIES

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65 per cent of the population resides in rural areas with limited or absolutely

no access to medicines and other healthcare facilities.

With a growth rate of 39 per cent in 2006, the rural market has outstripped the

growth in the urban region across most of the therapeutic categories in both

value and volume terms.

General physician-driven segments such as anti-infectives, analgesics, etc.,

have registered high growth compared to specialist-driven segments such as

CNS.

Non-communicable diseases such as cancer, blindness, mental illness,

hypertension, diabetes, HIV/AIDS, accidents and injuries are also on the rise.

COMPANY PROFILE

Founder : Dr. Desh Bandhu Gupta

Registered office : Santacruz (East), Mumbai.

Date of commencement : 1968

BOARD OF DIRECTORS

1. Dr. Desh Bandhu Gupta (Chairman)

2. Dr. Kamal K Sharma (Managing Director)

3. Mrs. M.D Gupta (Executive Director)

4. Mr. Nilesh Gupta (Executive Director)

5. Mr D.K Contractor

6. Mr. Marc Desaedeleer

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7. Ms. Vinita Gupta

8. Dr. K.U Mada

9. Mr. Sunil Nair

10.Mr. R.A Shah

LOGO OF LUPIN LIMITED

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HISTORY & MILESTONES

Year Milestones

2009 Lupin acquired majority stake in Multicare Pharmaceuticals Philippines Inc.

2008 Lupin expanded its product basket in Japan-Kyowa and received ten products approval from Ministry of Health & Labour Welfare, Japan.

Lupin acquired Hormosan Pharma GmbH, a Generic Company in Germany.

Lupin acquired stake in Generic Health Pty Ltd., in Australia.

Lupin acquired Pharma Dynamics in South Africa.

2007 Lupin acquired Vadodara based Rubamin Laboratories Ltd (rechristened to Novodigm Ltd).

Lupin acquired Kyowa Pharmaceutical Industry Company Limited, a leading Generic Company in Japan.

Commercial production was started at the New finished dosage facility at Jammu.

Lupin received “Best new manufacturer of the year” award from Amerisource Bergen.

2006 A new facility was set up at Jammu.

Maiden Bonus share were issued in the ratio of 1:1.

Maiden issue of Foreign Currency Convertible Bonds (FCCB) aggregating US $100 mn, which are listed on Singapore Stock Exchange.

2005 Maiden Employees Stock Option Plan was implemented.

US FDA and MHRA (UK) approvals were received for Goa.

New Lovastatin plant at Tarapur was approved by the US FDA.

2004 WHO approval was received for State of the art formulation Plants at Goa and Aurangabad.

2003 Lupin had successfully implemented SAP ERP across the Company to unify all business functions and processes.

Introduced collaborative messaging and workflow solution on the intranet.

Oral Cefaclor injectible Plant at Mandideep was approved by US FDA.

Lupin Pharmaceuticals Inc. USA, was formed for trading,

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marketing and developmental activities in the US.

2002 Exports to the Advanced Markets crossed Rs.1000 mn.

Rising trend of exports as a % of total revenue – up 33% year-over-year.

Patent filings crossed 100.

Five ANDAs were filed.

New Anti-TB facility was commissioned at Aurangabad.

Rablet was rated by ORG-Marg as the second best launch of FY 2002-03.

2001 Lupin became the only Asian Pharmaceutical company to receive US FDA approvals for its sterile cephalosporin facility.

A state of the art US FDA approvable oral cephalosporin bulk active plant was commissioned.

State of the art R&D Centre at Pune was commissioned.

Lupin commenced supply of Cephalosporin bulk actives to its alliance partners in the US.

Lupin Laboratories Ltd was amalgamated with Lupin Chemicals Ltd, whose name was changed to Lupin Limited.

2000 The Cefotaxime facility was approved by the US FDA.

The Company’s restructuring operations yielded encouraging results.

Work commenced on the R&D Centre at Pune.

1999 Lupin’s injectable cephalosporin bulk active plant at Mandideep was approved by UK MCA.

1997 Lupin’s injectable Cephalosporins dosages plant at Mandideep obtained UK MCA approval.

Lupin’s formulations facility at Aurangabad was upgraded.

Three plants of Lupin, manufacturing Cefaclor at Mandideep, 7 ACCA at Ankleshwar and Rifampicin at Tarapur, got US FDA approvals.

ICMA Technology award was given for injectable Cephalosporins.

1996 Government of India conferred the ‘Best Exporter’ Award on Lupin.

Company received the ICMA Technology award for injectable Cephalosporins.

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1992 Fermentation Plant of Lupin Chemicals Ltd was established at Tarapur, Maharashtra.

Sterile Plant for injectable Cephalosporins (bulk) was commissioned at Mandideep.

Lupin Laboratories Ltd and Lupin Chemicals Ltd raised money through IPOs in 1993-94.

Won FICCI’s award for contribution towards rural development.

1991 Injectable cephalosporin (bulk and dosages) production was initiated at Mandideep.

Lupin won the ICMA technology award for successfully manufacturing Vitamin B6.

1989 Joint venture in Thailand – Lupin Chemicals (Thailand) Ltd was established.

Two Plants Ankleshwar and Mandideep received US FDA approvals for maintaining stringent quality standards.

1988 The Lupin Human Welfare and Research Foundation (LHWRF) was founded by Dr Desh Bandhu Gupta to provide an alternative, sustainable and replicable model of rural development.

1987 Cephalexin Plant at Mandideep and 7 ADCA plant at Ankleshwar went on stream.

1981 Ethambutol production was started

1980 Lupin commissioned a formulations plant and an R&D center at Aurangabad.

1972 Lupin Laboratories Pvt Ltd was incorporated.

1968 Lupin commenced business.

CORPORATE OVERVIEW

Headquartered in Mumbai, India, Lupin Limited today is an innovation led

transnational pharmaceutical company producing a wide range of quality, affordable

generic and branded formulations and APIs for the developed and developing

markets of the world. Dr. Desh Bandhu Gupta’s vision and dream to fight life

threatening infectious diseases and manufacture drugs of highest national priority led

to the formation of Lupin in the year 1968. His Vision, his inimitable commitment and

verve have steered Lupin to achieving the distinction of becoming one of the fastest

growing Generic players globally.

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Lupin first gained recognition when it became one of the world’s largest

manufacturers of Tuberculosis drugs. Over the years, the Company has moved up

the value chain and has not only mastered the business of intermediates and APIs,

but has also leveraged its strengths to build a formidable formulations business

globally.

The year 2008-09 was yet another year with impressive growth of 32% in revenue

and 50% (excluding IP income) in profits. Over the last 5 years, the Company has

recorded a CAGR of 31% and 53% in sales and net profits respectively.

The Company today has significant market share in key markets in the

Cardiovascular (prils and statins), Diabetology, Asthma, Pediatrics, CNS, GI, Anti-

Infectives and NSAIDs therapy segments, not to mention global leadership positions

in the Anti-TB and Cephalosporins segments. The Company’s R&D endeavours

have resulted in significant progress in its NCE program. The Company’s foray into

Advanced Drug Delivery Systems has resulted in the development of platform

technologies that are being used to develop value-added generic pharmaceuticals.

Our Drugs and products reach over 70 countries in the world. Today, Lupin has the

unique distinction of being the fastest growing top 10 Generics players in the two

largest pharmaceutical markets of the world – The U.S (ranked 9th by prescriptions

& growing at 92 %) and Japan (ranked 7th and growing at 23%). The company is

also the fastest growing, top 5 pharmaceutical players in India (ORG IMS - March

2009) and the fastest growing Generic player in South Africa (ranked 6 th and growing

at over 30 % annually - IMS March 2009).

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Lupin’s world class manufacturing facilities, spread across India and Japan, have

played a critical role in enabling the Company realize its global aspirations.

Benchmarked to International standards, these facilities are approved by

international regulatory agencies like US FDA, UK MHRA, Japan’s MHLW, TGA

Australia, WHO, and MCC South Africa.

VISION

MISSION

Lupin Pharmaceuticals, Inc. is committed to bringing innovative products for the

healthcare professional to improve the health and well being of individuals by

capitalizing on the strength :

Scientific expertise to develop new and improved products and product line extensions;

Manufacturing technology, expertise and infrastructure; Financial resources.

VALUES

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CORPORATE SOCIAL RESPONSIBILITY

As a socially responsible organization, Lupin strives to take care of the less

privileged sections of the society. It extend its expertise to transform the lives of its

people and make a difference to the society.

Lupin is committed to the challenging task of becoming a proactive partner in nation

building through the Lupin Human Welfare & Research Foundation (LHWRF).Lupin

Human Welfare & Research Foundation was set up on October 2, 1988 with the

objective of providing an alternative model of rural development in the country, which

is sustainable, replicable and ever evolving.

Initiating the program of Rural Development within a small number of 35 villages,

LHWRF has now succeeded in revitalizing, revamping and recreating life in 2,200

villages in Rajasthan, Madhya Pradesh, Maharashtra and Uttarakhand States of

India, which has led to LHWRF emerging as one of the largest NGOs in the country.

The Foundation has been successful in making a big difference in the development

of poverty-ridden villages, and especially in the life of the poorest of the poor and

empowerment of large number of women in these areas.

Objectives

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To develop proper social, cultural, scientific and spiritual attitudes

amidst the rural community.

To instil in villagers, especially women, children, youth and older

people an urge, and keenness to work for their own development.

To develop an attitude towards living a healthy life and taking

concrete steps in that direction.

Economic

To help create more job opportunities particularly for unemployed

youth and women.

To strengthen primary occupations like agriculture and animal

husbandry through higher output and value addition.

To strengthen secondary occupations such as cottage industry,

handicrafts and service sector through quality enhancement and

wider market acceptability.

Infrastructure

To create basic infrastructure facilities for the community such as;

Provision for drinking water

Building internal roads

Basic Sanitation

Formal Education

Community centres

Electrification

Training cum production centres etc.

Scale Up Strategy 

The Company believes that to have visible impact of its CSR operations

scalability is important. Therefore, company closely works with Central or

State Government departments as well as with international

organizations to achieve its objectives. The convergence and

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collaborations are the integral part of its strategy.

Initiatives

Lupin HWRF has taken following innovative and new initiatives under its

CSR activities:

Building local level institutions - LGVP

Convergence for scalability

Identification of potential areas for futuristic development

Conversion of problems into potentials

Institution Building: Lupin Gram Vikas Panchayat 

To implement & execute the activities at village level, local level institution

in the name of Lupin Gram Vikas Panchayat (LGVP) (Village

Development Committee) have been formed. LGVP consists of

representatives from different village communities, who are dedicated to

the cause of service and village development.

Impact: The World Bank has replicated our model under the program of

District Poverty Initiative Program (DPIP) by forming Common Interest

Groups of the pattern of the LGVP.

Civil & Infrastructure Work 

The contribution in the form of man, material and cash is must for any

developmental work. Villagers were motivated to contribute certain

percentage of estimated cost of the work, rest of the money come from

Lupin and Government. This work of infrastructure was executed by the

committee of villagers namely LGVP. Their contribution and execution of

work by them gave a sense of ownership to the developmental activities. 

Impact: Government has announced a policy intervention in the name of

Apna Gaon Apna Kam. Lupin’s pattern of working with community’s

contribution has impressed the State Government to announce policy

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intervention which became applicable to the entire state of Rajasthan i.e.

38,000 villages.

Impact of Lupin programs

Economic up gradation of BPL families: 

55,708 families economically upgraded through agriculture, animal

husbandry & rural industry activities of organizations operational area.

Reduction of poverty in district: 

Lupin Foundation has selected entire Bharatpur district for holistic Rural

Development. In 1988 when it started its program the incidence of

poverty was 34%. The multifaceted activities of economic and social

development were under taken in close collaboration with District and

State Government departments. At present, the incidence of poverty is

around 12%. Lupin hopes to bring it down to nearly 6% by 2015.

RESEARCH & DEVELOPMENT

Guided by its mission to become an Innovation led, Transnational

Pharmaceutical Company, Lupin’s scientific pool of close to 600

researchers constantly strive to develop new technologies and products.

Lupin Research Park (LRP) at Pune, spread across 19 acres is the hub

of the Company’s global research activity. The Centre harbours a culture

that fosters innovation and helps shape inventions into innovative

commercial products. The Company also has an advanced Research &

Development facility - Kyowa Pharmaceutical Industry Co. Ltd, located at

Osaka, Japan.

Today, the Company has the proficiency to develop a wide range of

pharmaceuticals, across the value chain encompassing complex APIs to

value-added difficult-to-develop formulations. During 2008-09, the total

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investment of the Company in R&D was over Rs.2,669 mn, 7.1% of

consolidated net sales.

Lupin's research and development initiatives are spread across:

Generics Research

o Formulations Research

o Process Research

Advanced Drug Delivery Systems (ADDS)

Lupin Bio Research Centre

Intellectual Property Management

Novel Drug Discovery & Development

Biotechnology Research

Lupin research park

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Kyowa research centre

MANUFACTURING FACILITIES

FORMULATION FACILITIES API FACILITIES

QUALITY POLICY

The Company shall establish and maintain high standards of

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Aurangaba

dJammu

Mandideep Indore

Goa  

Ankleshwar

Mandideep

TarapurVadodara

27

quality for its products manufactured at various sites, including

those at contract manufacturing sites, meeting cGMP and cGLP

norms.

Products shall be manufactured and marketed meeting all quality

parameters related to identity, purity, safety and efficacy through

well-defined quality assurance and validated systems.

The Company shall comply with current national and international

regulations as applicable and continuously strive for achieving

stringent global standards.

Major thrust shall be given on quality up gradation and product

integrity on continuous basis to achieve higher level of customer

satisfaction.

Continuous training shall be given to the employees in the

organization to enhance their skills in performing their assigned

tasks.

AWARDS & ACCOLADES

199

0

Merit certificate by the District Administration for Excellent Social Service &

Rural Development of Independence Day.

199

1

FICCI Award for outstanding achievement in rural development by Prime

Minister of India.

199

2ICMA Award for innovative and purposeful programs for social progress.

199

3PHD chamber of commerce award for Corporate Citizen.

199

4Jamna Lal Bajaj Award for outstanding contribution in Rural Development.

199

5

Bhamashah Award for contribution in the field of Education by Chief

Minister of Rajasthan.

By- Vidushi Kanwar

28

199

8

Merit certificate by the Chief Minister of Rajasthan for voluntary and social

services.

200

3

Business world FICCI-SEDF Corporate Social Responsibility Award 2003 by

Ex-President of India Shri K R Narayanan.

200

6

FICCI Ladies Organization Award – Outstanding Institution for Women

Welfare by FICCI’s Secretary General Shri Amit Mitra and FLO’s President

Mrs Usha Agarwal.

 Best NGO Award from NABARD for significant work done in area of SHG

formation and Bank Linkages.

 RMK selected Lupin as one of the member of the Delegation to participate

the Global Micro Credit Summit 2006 at Halifax, Canada.

 Selected as the specialist NGO Member in the State level Committee of Jal

Abhiyan (Water Campaign) Phase-2.

200

9International Excellence Award by Institute of Economic Studies.

 Outstanding Export Performance Award by Pharmexcil (Pharmaceuticals

Export Promotion Council of India)

200

8

'Wal-Mart Supplier Award of Excellence' for overall commitment,

performance, on-time shipping, innovative programs and overall

partnership.

200

7

Amerisource Bergen, one of the largest and leading wholesalers in the US

conferred the “Best New Manufacturer of the Year, Generics Rx” to Lupin

Pharmaceuticals Inc.

 Cardinal Health conferred two awards – the “Trade Representative of the

Year” and the “Quality Supplier Award” to Lupin Pharmaceuticals Inc.

FINANCIAL POSITION OF LUPIN LIMITED

2009-10 revenues of Rs.48708 million, growing at 25% & Net Profit at Rs.

6816 million, growing at 36%.

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29

US Formulation revenues contribute over 50%

– No. 1 Position in 8 products out of 22 products marketed .

– Amongst Top 3 market share in most of other products.

– One of the fastest growing generic players in the US by

prescriptions and the 5th largest in terms of total prescription base.

Growth in the Indian Domestic Market at 25%

Wide Business Portfolio encompassing

– Intermediates

– Drug Substances (API’s)

– Drug Products (Finished Dosages)

– Novel Drug Delivery Systems

– Drug Discovery

– Biotech

– Over 10,250 employees worldwide.

Amongst the Top 5 pharmaceutical companies in India.

Strong R&D and Manufacturing capabilities.

Global leaders in Cephalosporin, Anti-TB Products, Prils and

Statins.

Listed in all major Indian stock exchanges.

By- Vidushi Kanwar

30

LUPIN BUSINESS

Export business increasing over the last 5 years. From 51% IN FY

05 to 65% in CY.

Value adding Formulations. From 45% in FY 05 to 82% in CY.

TURNOVER

APIs and Intermediates Global Position

• Amongst leading global supplier of intermediates and APIs

• Manufacturing facilities are built to global scale and standards

By- Vidushi Kanwar

31

• Competitive advantage built through cost, quality, compliance

and reliability of supply.

ORGANOGRAM OF LUPIN LIMITED, JAMMU

LUPIN JAMMU MANUFACTURING

• Lupin Jammu is a world class facility, manufacturing following

formulations:

o Tablets

o Capsules

o Dry Powder Inhalers

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o Metered Dose Inhalers

o Dry Syrup

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INTRODUCTION

OF THE

PROJECT

INTRODUCTION TO THE PROJECT

By- Vidushi Kanwar

34

One cannot rely on the theoretical knowledge imparted in the institutions. To

maximize the theoretical knowledge, it has to be accompanied by practical one.

Lesson learnt in the classroom helps us to understand the fundamental concepts of

management and also facilitate in learning of practical situations. The practical

training helps to provide necessary industrial exposure and useful experience. It is

therefore, very necessary that theoretical knowledge and practical training should go

hand in hand.

As an integral part of the curriculum, I had the opportunity to do summer training at

Lupin Limited, Jammu.

The purpose of this study was to determine the factors which the employees in the

organization prefer for their appraisal and the employees satisfaction with the

existing appraisal system. Findings were made based on the data collected from 50

employees with the aid of a questionnaire in which 5-point likert scale and rating

scale were employed.

INTRODUCTION TO THE TOPIC

Performance appraisal is a method of evaluating the behaviour of employees in the

work spot, normally including both the quantitative and qualitative aspects of job

performance. It is a systematic and objective way of evaluating both work related

behaviour and potential of employees. It is a process that involves determining and

communicating to an employee how he or she is performing the job and ideally,

establishing a plan of improvement.

Definition of Performance Appraisal

A formal and systematic process, by means of which the job relevant strength and

weakness of the employees are identified, observed, measured and developed.

Performance appraisal has two over arching goals:

1. To encourage high levels of worker motivation and performance.

2. To provide accurate information to be used in managerial decision making. These

goals are interrelated because one of the principal ways that managers motivate

By- Vidushi Kanwar

35

workers is by making decisions about how to distribute outcomes to match different

levels of performance.

Developing a Performance Appraisal System

Managers can use the information gained from performance appraisal for two main

purposes:

1. Developmental purposes such as determining how to motivate a worker to

perform at a high level, evaluating which of a worker's weaknesses can be corrected

by additional training, and helping a worker formulate appropriate career goals.

2. Evaluative, decision-making purposes such as deciding whom to promote, how to

set pay levels, and how to assign tasks to individual workers.

Methods of Appraisal

The measures managers use to appraise performance can be of two types:

Objective or subjective.

• Objective measures such as numerical counts are based on facts. They are used

primarily when results are the focus of Performance appraisal. The number of

televisions a factory worker assembles in a day, the dollar value of the sales a

salesperson makes in a week, the number of patients a physician treats in a day and

the return on capital, profit margin, and growth in income of a business are all

objective measures of performance.

• Subjective measures are based on individuals' perceptions, and can be used for

appraisals based on traits, behaviours, and results. Because subjective measures

are based on perceptions, they are vulnerable to many of the biases and problems

that can distort person perception.

• 360-degree appraisal - a worker's performance is evaluated by a variety of people

who are in a position to evaluate it. A 360-degree appraisal of a manager, for

example, may include evaluations made by peers, subordinates, superiors, and

clients or customers who are familiar with the manager's performance. The manager

would then receive feedback based on evaluations from each of these sources.

By- Vidushi Kanwar

36

When 360-degree appraisals are used, managers have to be careful that each

evaluator is familiar with the performance of the individual he or she is evaluating.

While 360-degree appraisals can be used for many different kinds of workers they

are most commonly used for managers.

STATEMENT OF THE PROBLEM

The performance appraisal of the employees in the organization should be an

effective tool for measuring the employee’s performance. If the performance not

measured in a real manner it will be a critical issue. A study on impact of

performance appraisal was undertaken to study the reasons and ways to improve

the condition.

OBJECTIVES OF THE STUDY

The present study on “impact of performance appraisal system” was undertaken with

the following objectives:

• To find whether the existing appraisal system in the organization exactly measures

the employee’s performance.

• To find whether the feedback from the appraisal system assists in the employee’s

training and development.

• To determine the gaps in the existing system.

• To determine what type of appraisal did the employee’s really looking for.

• To find if there is any opportunities provided for the employees to improve their

performance.

SCOPE OF THE STUDY

The scope of the project is fully dependent upon the objectives of the project.

• This study can be helpful to the company for conducting any further research.

• The study is also helpful in finding out the respondent’s opinion towards certain

attributes.

By- Vidushi Kanwar

37

• It is also helpful in finding out the reach and effectiveness of the performance

appraisal system.

• This study also serves as a base for understanding the perception about the

employees regarding their performance appraisal.

• With the results of the study the company can improve their standards of their

appraisal system.

LIMITATIONS OF THE STUDY

• Time and resource were the major constraints during the execution of the project.

Therefore only a limited number of employees were included in the project.

• Some of the respondents were too busy with tier work and not even ready to spare

time to fill up the questionnaire.

• There were many respondents who hesitated to answer the questionnaire.

• The human behaviour is dynamic and hence the results may not hold good for a

long time.

• The results of the survey are totally dependent on the accuracy and authenticity of

the information provided by the respondents.

METHODOLOGY

INTRODUCTION

Research is a scientific and systematic search for pertinent information on a specific

topic. Research is an art of scientific investigation. According to Clifford Woody,

“Research comprises defining and redefining problems, formulating hypothesis or

suggested solutions, collecting, organizing and evaluating data, making deductions

and reaching conclusions and at last carefully testing the conclusions to determine

whether they fit the formulating hypothesis”.

RESEARCH DESIGN

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38

Research design aids the researcher in the allocation of limited resources by posing

crucial choices in methodology.

Research design is the plan and structure of investigation so conceived as to obtain

answers to research questions. The plan is the over all scheme or program of the

research. It includes an outline of what the investigator will do from writing

hypothesis and their operational implications to the final analysis of data.

DESCRIPTIVE RESEARCH DESIGN

The design for this study is descriptive research design. This design was chosen as

it describes accurately the characteristics of a particular system as well as the views

held by individuals about the system. The views and opinions of employees about

the system help to study the suitability of the system as well as the constraints that

might restrict its effectiveness.

SAMPLING TECHNIQUES

The sampling technique adopted for the purpose of the study is convenience

sampling. As the name implies a convenience sample means selecting particular

units of the universe to constitute a sample.

SAMPLE SIZE

The sample size of the study is 50. This sample is considered as representative.

DATA COLLECTION

PRIMARY SOURCE:

The primary source of data is through Questionnaire.

SECONDARY SOURCE:

The secondary source of information is based on the various details retrieved from

Journals, Websites and Magazines.

By- Vidushi Kanwar

39

The data for this study has been collected through primary sources. Primary data for

this study was collected with the help of Questionnaires.

TOOLS OF THE STUDY

Tool used for data collection:

The tool used for collecting the data is through the questionnaire.

The main reason for selecting the questionnaire method for the study is:

· Respondents have adequate time to give well thought out answers.

· The time of the study was also a limiting factor.

· Five pointer scales were used through the Questionnaire.

Statistical tools used

Statistical tools like Tabulation, Graphic Representations and percentage analysis

are used in the compilation and computation of data.

PERCENTAGE ANALYSIS:

Percentage refers to a special kind of ratio. Percentage is used in making

comparison about two or more series of data. Percentage as also used to describe

relationship. It is also used to compare the relative terms of two or more series of

data.

Formula: Number of respondents × 100

Total no. of respondent

AREA OF THE STUDY

To study the Impact of Performance Appraisal System at Lupin Limited, Jammu.

By- Vidushi Kanwar

40

ANALYSIS & INTERPRETATION

ANALYSIS OF THE DATA

TABLE 1

Showing Sex of the respondents

GenderNo. of Respondents Percentage

MALE 40 80FEMALE 10 20

80%

20%

%MALE FEMALE

Inference From the above table it is inferred that out of 50 respondents 80% of

them are males and 20% of the respondents are females.

TABLE 2

Showing age group of the respondents

Age group No. of Respondent

Percentage

19-23 9 1824-28 20 4029-34 18 3634-38 1 2Above 38 2 4 Total 50 100

By- Vidushi Kanwar

41

19-23 24-28 29-34 34-38 Above 38

0

5

10

15

20

25

30

35

40

45

18

4036

24

Age groupPercentage

Inference The above table shows that 40% of the employees are between the age

group 24-28, 36% of the respondents fall under the age group of 29-34, 18% of the

respondents are 19-23 and only 2% fall under 34-38 and 4% are above 38.

TABLE 3

Showing frequency of conflicts after appraisal

Frequency of conflictsNo. of respondents Percentage

Frequently 2 4Often 15 30Sometimes 23 46Never 10 20 50 100

Frequently Often Sometimes Never05

101520253035404550

4

30

46

20

Frequency of conflicts

Percentage

Inference The above table shows that 46% of the respondents feel that conflicts

arise sometimes after the appraisal is made, 30% feel that often conflicts arise, 20%

By- Vidushi Kanwar

42

feel there are no conflicts ever and only 4% feel that there are frequent conflicts after

the appraisal.

TABLE 4

Showing the preference of the appraisal

Preference of appraisal No. of respondent PercentageColleagues 14 28Subordinates 7 14Superiors 10 20All the above 19 38 50 100

Colleagues Subordinates Superiors All the above05

10152025303540

28

14

20

38

Preference Of Appraisal

Percentage

Inference The above table shows that 38% of the respondents prefer appraisal to be

done by all the above, 28% prefer colleagues appraisal, 20% prefer superior

appraisal and only 14% prefer appraisal to be done by subordinates.

TABLE 5

Showing the basis of the performance appraisal

Basis of appraisal No. of respondent PercentageQuality 3 6Target 8 16Both 39 78 50 100

By- Vidushi Kanwar

43

Quality Target Both0

102030405060708090

616

78

Basis Of Appraisal

Percentage

Inference The above table shows that 78% of the respondents prefer quality and

targets both as the basis of performance appraisal, 16% prefer targets as the basis

and only 6% prefer only quality as the basis for performance appraisal.

TABLE 6

Showing the frequency of the appraisal system

Frequency of appraisalNo. of respondents Percentage

Monthly 8 16Half Yearly 26 52Annual 16 32 50 100

Monthly Half Yearly Annual0

10

20

30

40

50

60

16

52

32

Frequency of appraisal

Percentage

Inference The above table shows that 52% of the respondents prefer half yearly

appraisal, 32% of the respondents prefer annual appraisal and only 16% prefer

monthly appraisal.

By- Vidushi Kanwar

44

TABLE 7

Showing performance appraisal based on

Performance appraisal based onNo. of respondents Percentage

Personality Traits 0 0Behavior 3 6Results 4 8All the above 43 86 50 100

Personality Traits

Behavior Results All the above0

102030405060708090

100

06 8

86

Basis for appraisal

Percentage

Inference The above table shows most of the respondent’s i.e 86% prefer

personality traits, behavior and results to be considered for performance appraisal,

8% of the respondents prefer results as basis for appraisal and only 6% of the

respondents prefer behavior.

TABLE 8

Showing appraisal changes behavior/attitude

By- Vidushi Kanwar

45

Appraisal changes your attitude/behaviorNo. of respondents Percentage

Yes 41 82No 9 18 50 100

Yes No0

102030405060708090

82

18

Change in attitude/behavior

Percentage

Inference The above table shows that majority of the respondents 82% agree that

performance appraisal does change the attitude/behavior and 18% of the

respondents feel that it does not have an impact on attitude/behavior.

TABLE 9

Showing appraisal discussion with the appraise

Appraisal discussion with the appraiseNo. of respondents Percentage

SD 6 12D 1 2CS 3 6A 28 56SA 12 24 50 100

By- Vidushi Kanwar

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SD D CS A SA

Percentage 12 2 6 56 24

5

15

25

35

45

55

Appraisal discussion

No.

of r

espo

nden

ts

Inference The above table as well as line graph shows that 56% of the respondents

agree that the appraiser had appraisal discussion with them, 24% of the respondents

strongly agree, 12% strongly disagree that the appraiser had discussion with them,

6% cant say and only 2% disagree with the discussion.

TABLE 10

Showing feedback response

Feedback given at the time of appraisalNo. of respondents Percentage

SD 1 2D 4 8CS 5 10A 33 66SA 7 14 50 100

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47

SD D CS A SA

Percentage 2 8 10 66 14

5

15

25

35

45

55

65

Feedback

No.

of r

espo

nden

ts

Inference The table shows that 66% respondents agree that they were allowed to give feedback

during the appraisal process, 14% strongly agree and a minority of respondents 8% and 2% disagree

and strongly disagree that they were allowed to give feedback.

TABLE 11

Showing appraisal evaluates strengths and weaknesses

Appraisal evaluates strengths & weaknesses

No. of respondents Percentage

SD 1 2D 6 12CS 14 28A 24 48SA 5 10 50 100

SD D CS A SA

Percentage 2 12 28 48 10

5

15

25

35

45

55

Performance evaluation

No.

of r

espo

mde

nts

By- Vidushi Kanwar

48

Inference The above table shows 48% of the respondents agree with evaluating

their strengths and weaknesses, 28% can’t say, 12% disagree that their strengths

and weaknesses are evaluated, 10% of the respondents strongly agree and only 2%

strongly disagree with the evaluation of strengths and weaknesses.

TABLE 12

Showing evaluation of skill gaps

Appraisal identifies skill gapsNo. of respondents Percentage

SD 1 2D 11 22CS 14 28A 24 48SA 0 0 50 100

SD D CS A SA

Percentage 2 22 28 48 0

5

15

25

35

45

55

Appraisal identifies

No.

of re

spon

dent

s

Inference The above table shows 48% of the respondents agree with the

identification of the skill gaps, 28% can’t say, 22% of the respondents disagree with

the identification of the skill gaps and 2% strongly disagree. None of the respondents

strongly agree that the appraisal identifies the skill gaps within them.

TABLE 13

By- Vidushi Kanwar

49

Showing organization providing effective training

Organization providing effective trainingNo. of respondents

Percentage

SD 2 4D 7 14CS 8 16A 29 58SA 4 8 50 100

SD D CS A SA

Percentage 4 14 16 58 8

5152535455565

Providing training

No.

of r

espo

nden

ts

Inference The above table shows that 58% of the respondents agree that the

organization provides effective training for the identified gap for enhancement after

appraisal, 16% said they can’t say, 14% of the respondents disagreed, few 8%

strongly agreed and only 4% disagreed that the organization provides effective

training.

TABLE 14

Showing appraisal helps in development

Appraisal helps in developmentNo. of respondents Percentage

SD 0 0D 1 2CS 9 18A 30 60SA 10 20 50 100

By- Vidushi Kanwar

50

SD D CS A SA

Percentage 0 2 18 60 20

5

15

25

35

45

55

65

Appraisal helps in development

No.

of r

espo

nden

ts

Inference The above table shows 60% of the respondents agree and 20% strongly

agree with appraisal helps in development, 18% of the respondents cant say, 2%

disagree and none strongly disagrees that performance appraisal helps in

development.

FINDINGS

80% of the respondents were male.

Majority of the respondents (40%) are between the age of 24-28 and the low

level (2%) was between the age of 34-38.

38% of the respondents prefer supervisors, colleagues and subordinates for

their appraisal and the low level 14% prefer subordinates for their appraisal.

78% of the respondents prefer both the quality and target for their basis of

performance appraisal and low level 6% prefer quality for their basis of

performance appraisal.

52% of the respondents prefer the frequency of appraisal as half yearly and

the low level 16% prefer monthly.

86% of the respondents prefer that performance appraisal should be based

on all (personality traits, behaviour and results) and the low level 6% prefer

behavior traits.

83% of the respondents feel that the performance appraisal changes their

attitude or behavior.

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51

56% of the respondents are agree with discussion at the time of appraisal and

the low level 2% were disagree.

66% of the respondents are agree with feedback given at the time of appraisal

and the low level 2% were strongly disagree.

48% of the respondents are agree with evaluation of the strength and

weaknesses at the time of appraisal and the low level 2% were strongly

disagree.

48% of the respondents are agree with identification of skill gaps and the low

level 2% were strongly disagree with this.

58% of the respondents agree on effective training after appraisal review and

the low level 4% were strongly disagree.

60% of the respondents are agree with the development of the individuals and

the low level 2% were disagree.

54% of the respondents are agree with the promotional aspects through

appraisal and the low level 6% were disagree.

SUGGESTIONS

Suggestions by employees

Job rotation should be there.

Training should be provided for the allocated jobs and to enhance the

performance.

Half yearly review of the targets should be done to find out the gaps in skills.

360˚ appraisal system should be adopted.

Training on SAP should be given properly.

Transparency in the appraisal system should be maintained and feed back

given by the employees should be paid due attention and convincing replies

should be given when required.

Market correction should be considered while appraisal system.

Suggestions by the researcher

By- Vidushi Kanwar

52

The company should conduct effective training after the performance

appraisal for their employees to improve their performance

The appraiser should keep on contact with the employees and motivate them

for their growth and also to achieve the organizational goals.

Once an employee is evaluated, he/she has to be informed about their

strength and weaknesses. An employee should aware of the above, he/she

will improve their strengths and weaknesses and also it helps to increase the

productivity of the organisation.

QUESTIONNAIRE

By- Vidushi Kanwar

53

I Vidushi Kanwar student of Centre for Management Training & Research, Kharar. As a part of my MBA curriculum I am conducting a research on the impact of performance appraisal on employees and you are one of the selected respondents to participate in this survey. Your cooperation would be highly appreciated. All information given by you will be kept confidential and will only be used for research purpose.

1. Are there any job targets established before the performance appraisal?Frequently……… Often……… Sometimes……… Never……….

2. Does there any conflicts arise after the performance appraisal is made? Frequently……… Often……… Sometimes……… Never……….

3. Whose appraisal do you prefer?a) Colleaguesb) Subordinatesc) Superiorsd) All the above

4. Performance appraisal should be made on youra) Qualityb) Targetc) Both

5. The frequency of the appraisal should bea) Monthlyb) Half Yearlyc) Annual

6. Appraiser appraises your performance based ona) Personality traitsb) Behaviorc) Resultsd) All the above

7. In your view, performance appraisal should be based on which of the followinga) Personality traitsb) Behaviorc) Resultsd) All the above

8. Does the performance appraisal review change your attitude/behavior?a) Yesb) No

9. Please read each item carefully and consider how much you agree/disagree with each statement. There is no right or wrong answers to any of these statements, so please give your honest reactions and opinions. Kindly indicate your response by ticking the appropriate response using the following scale.

SD- STRONGLY DISAGREE D- DISAGREE CS- CANT SAY A- AGREE SA-STRONGLY AGREE

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54

S.NO STATEMENTS SD D CS A SA

1. During appraisal, the appraiser had appraisal discussion with you.

2. During appraisal process, you are allowed to give feedback.

3. Do you think the appraisal evaluated your strengths and weaknesses.

4. The appraiser identifies the skill gaps within you.

5. The organization provides effective training program for the identified gap for enhancement after appraisal period.

6. Performance appraisal helps in your development.

10. What changes do you expect in present appraisal system?a) b) c)

11. Do you have any ideas to recommend for your development.a) Yesb) NoIf yes, please specify………………………………………………………………………………………………………………………………………..

DEMOGRAPHICS

Gender: a) Male b) Female

Age Group: a) 19-23 b) 24-28 c) 29-34 d) 34-38 e) Above 38

Designation:

By- Vidushi Kanwar

55

BIBLIOGRAPHY

1. www.ibef.org2. www.in.kpmg.com3. www.lupinworld.com4. Lupin manual on performance management system5. www.wikipedia.org

By- Vidushi Kanwar