A SUMMER TRAINING REPORT IN SOLARA ACTIVE

PHARMA SCIENCES LTD., CUDDALORE

by

U.GOKULAVASAN
(Reg. No. 421618631025)
of
MAILAM ENGINEERING COLLEGE, MAILAM

A Report
Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirements

for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY
CHENNAI – 600025
AUGUST 2019

1
 DEPARTMENT OF MANAGEMENT STUDIES
MAILAM ENGINEERING COLLEGE
MAILAM, TINDIVANAM (TK.), VILLUPURAM (DT.)

BONAFIDE CERTIFICATE

Certified that this report titled “A SUMMER TRAINING REPORT IN SOLARA

ACTIVE PHARMA SCIENCES LTD., CUDDALORE” is the bonafide work of
Mr.U.GOKULAVASAN (REG. NO: 421618631025) who undergone summer training
under my supervision. Certified further, that to the best of my knowledge, the work reported
here in does not form part of any other report or dissertation on the basis of which a degree or
award was conferred on an earlier occasion on this or any other candidate.

Supervisor Head of the Department

2
 DECLARATION

I, GOKULAVASAN, student of DEPARTMENT OF MANAGEMENT STUDIES,

would like to declare that the work entitled “A SUMMER TRAINING REPORT IN
SOLARA ACTIVE PHARMA SCIENCES LTD., CUDDALORE”, submitted to
ANNA UNIVERSITY in partial fulfillment of Master of Business Administration, is my
original work and not submitted for the award of any other degree, diploma,
fellowship or other similar title or prizes.

Place :

3
 ( GOKULAVASAN )
Date :

ACKNOWLEDGEMENT

I take this privilege to express a few words of gratitude and respect to all those who helped

me in completion of this Summer training.

I am bound to express my gratitude to our honorable Chairman Mr. M. Dhanasekaran,

M.A., M.Ed., D.Agri., D.F.T., our beloved Vice-Chairman Mr. S.V. Sugumaran, MLA

and our Secretary Dr. Narayanasamy Kesavan, MBBS., MBA (U.K.), M.Sc., Radiology

(U.K.) for giving an opportunity to do my higher studies.

I mention my profound gratitude to the Principal Dr. S. Senthil, M.Tech., Ph.D., for his

valuable guidance in Summer training.

I am extremely thankful to Mr. M. Arokiaraj @ John, M.B.A., M.Phil., PGDCA.,

(Ph.D) the Head, Department of Management Studies for his support throughout the

Summer training.

I express the gratitude to my internal guide Dr. M. SIVAKUMAR, M.Sc., MBA,

M.Phil., Ph.D for his constant guidance and encouragement throughout the training.

Words are boundless to express my thanks to Our Department Staff Members for

their kind assistance, cooperation and valuable suggestions given to me.

Finally my special thanks to My Friends for their continuous support and

encouragement. My acknowledgements are due to many who rendered their help in

many occasions during my Summer training..

4
 (U. GOKULAVASAN )

CONTENTS
Title i
Bonafide Certificate ii
Declaration iii
Acknowledgement iv

CHAPTER PARTICULARS PAGE

NO. NO.
1. INTRODUCTION 1
1.1 Introduction to the report
1.2 Objectives of the training
1.3 Company Profile
1.4 Product profile
1.5 Industry Profile
1.6
2 FUNCTIONAL AREAS OF TRAINING
2.1 HR department
2.2 Production department
2.3 Finance department
2.4 Marketing department
2.5
2.6
3 CONCLUSION
4 APPENDICES
4.1 References 40
4.2

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 CHAPTER I

INTRODUCTION

1.1 INTRODUCTION TO THE REPORT

Organization study encompasses the systematic study and careful application of knowledge
about how people act within an organization. It is sometimes considered as a sister field of
the following disciplines like: industrial and organizational psychology, organizational
behaviour, human resources, and management
This is the summer training report on Solara Active Pharma sciences Limited, Cuddalore.
The training was from the 8thJune 2019 to 18thJune 2019. The objective of the training is to
expose the trainer to industrial scenario and get into the practical world of business.

The report is chapterized in to four chapters:

CHAPTER – I
Introduction includes introduction to the report, objectives of training, company profile,
product profile, industry profile.

CHAPTER – II
Functional areas includes the analysis and the observation of HR Department, Production
Department, Marketing Department, and Financial Department
.
CHAPTER – III
Conclusion includes the report on pitfalls in the organization and the suggestions given by the
trainer.

CHAPTER – IV

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Appendices give the books referred for report preparation

1.2 OBJECTIVES OF THE TRAINING

 To familiarize with the business organization of SOLARA Active Pharma Sciences.

 To know about different departments and functions performed by the SOLARA
Active Pharma Sciences.
 To enable myself to understand how the key business process are carried out in the
organization.
 To understand how the information is used in an organization for decision making at
various level.
 To relate theory with practice and also to develop my skills in the application of
practical work situations.
 To develop my attitude conductive to effective interpersonal relationships.
 To acquire good working habits and sense of responsibility and interpersonal
communication.
 To enhance my learning experience by the application of fundamental concepts
previously learned.
 To look at the current trends in marketing.
 To observe, analyze and interpret the relevant data competently and in a useful
manner.
 I am too keen to gain professional experience in an actual testing environment and in
administration.
 To enhance the ability to improve student creativity skills and sharing ideas.
 To build a good communication skills with group of worker and learn proper behavior
of corporate life in industrial sector.

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1.3 COMPANY PROFILE

Solara Active Pharma Sciences is a young, dynamic, entrepreneurial and customer oriented
API manufacturer. We have a legacy of over three decades and trace our origins to the API
expertise of Strides Shasun Ltd. and the technical knowhow of human API business from
Sequent Scientific Ltd. We are poised to bridge the industry gap by delivering value based
products while maintaining focus on the customer needs. We have 140+ scientists working at
our two R&D Centers and 4 API manufacturing facilities armed with global approvals and 2
dedicatedR&Dfacilities.
We stand by our vision to Respect our partners by maintaining Integrity and operational
Transparency, which we intend to achieve through developing utmost Efficiency across the
organization.

 Demerged the select API business of Strides Shasun to integrate with human API
business of SeQuent
 Expansion across the regulated markets with key approvals and compliance record
 Investments across the facilities to focus on quality and EHS
 Leadership position in key API’s with scale of manufacturing from Low Volume to
Mid to High Volume

 Demerged Human API business from SeQuent to operate as Pure Play animal
healthcare company

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  Organic growth with over 80% regulated market business along with profit sharing
partnerships
 Strategic recourse to focus on mature APIs offering supply chain security for the
regulated market
Vision Statement
We will be amongst the Top 10 Pure-Play Global Active Pharmaceutical Ingredients
Company that builds significant value for our partners, stakeholders and shareholders,
committed to protect Human life and the Environment.

Mission Statement
To be a Customer-Centric Organization delivering APIs of high quality.

Company Values - RITE

Respect
We treat each other and our partners with respect. We value and respect each other’s time.
We will always respect our competition.

Integrity
In the ever-changing business environment, one thing will always be constant is our Integrity.
We will be amongst the most compliant API Company in the world.

Transparency
Through timely communications, we endeavour to keep our stakeholders, suppliers and
customers aware and well informed on how we conduct our business
.
Efficiency
We will achieve the highest level of efficiency through a focused approach to customer
centricity and continuous improvement. We will always strive to ensure that our employees
are empowered to deliver the best customer service in the industry.

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BOARD OF DIRECTORS

Deepak Vaidya
Chairman & Non-Executive Director

Mr. Deepak Vaidya is a fellow member of the Institute of Chartered Accountants in England
and Wales. He has previously worked as the Country Head of Schroder Capital Partners
(Asia) Pte. Ltd. for over 12 years. He is experienced in the corporate financial services
industry in India and abroad. He is holding directorship in reputed companies.

Nirmal Bhogilal
Independent Director

Mr. Nirmal Bhogilal is the Chairman of the Batliboi Group. The Group’s operations are in
Machine Tools, Textile Machinery, Air Engineering & Pollution Control Equipment,
Rotating Machines, Wind Energy and Logistics.
He was Past President and currently a Committee Member of the Indian Machine Tool
Manufacturers Association (IMTMA). He has been Chairman of various committees in the
Confederation of Indian Industry (CII) at the National & Western Region levels and is
currently a member of the CII National Council. He is a Committee Member and Past
President of Indo German Chamber of Commerce.
He is also a Committee Member of the Forum of Free Enterprise and a Council Member of
the National Centre for the Performing Arts (NCPA). He is an Independent Director of
Chowgule Industries Pvt. Ltd. and Eimco Telecom (I) Ltd.

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Ramakrishnan R.
Independent Director and Audit Committee Chairman

Mr. R Ramakrishnan is a Fellow Member of The Institute of Chartered Accounts of India and
also a Law Graduate from Bangalore University. He is a practicing Chartered Accountant and
a Management Consultant at Bangalore having an experience of 36 years in Direct tax
matters, Audit and Assurances. He was nominated by KSIIDC for few listed Companies and
currently holds directorships in reputed companies.
He is also a Managing Trustee for RRK Foundation – a foundation financially supporting
more than 100 students for Higher Secondary School to economically weaker sections and
Trustee for few philanthropic organizations.
He is an Independent Director and Audit Committee Chairman of the Company.

Dr. Kausalya Santhanam

IndependentDirector

Dr. Kausalya Santhanam, Founder of SciVista IP & Communication (www.scivistaip.com) ,

is a Patent attorney registered with the Indian Patent Office as well as the US Patent and
Trademark Office and Indian Patent Office. She has a Ph.D in Cell biology and Immunology
from Post Graduate Institute of Medical Education and Research (PGIMER) Chandigarh. Her
Post-Doctoral training was in Cancer Biology at Center for Cellular and Molecular Biology
(CCMB), Hyderabad, where she has published her studies in peer reviewed journals. Later
she went as a National Research Council (NRC) Fellow to Walter Reed Army Institute of
Research, Washington DC where her studies involved molecular mechanisms of
inflammation. Following that, at Albert Einstein College of Medicine, New York, she worked
towards understanding the mechanisms of an apoptotic molecule. All the research work have
been published in reputed journals. Later, she worked for five years in the Intellectual
Property Department of CuraGen Corporation, a Biopharmaceutical company at Connecticut,
USA. She is an Independent Director of the Company.

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Ronald Tjeerd de Vries (Ron)
Independent Director

Mr. Ronald Tjeerd de Vries (Ron) is a MSc in Chemical Engineering and IMD executive
Leadership Alumni. He has 25 years’ experience in the MNC Corporate Sector in Pharma
and Food Presently he is Owner and MD of RDV Consulting based at Auckland (NZ).

Ankur Thadani
Non-Executive Director

Mr. Ankur Thadani is a Principal at TPG Growth, based in Mumbai. He joined TPG in 2013
and has worked on multiple investments in Healthcare, Energy and Consumer sectors across
India and the broader South-Asia region. Ankur also serves on the board of CTSI, Rhea
Healthcare, Fourth Partner Energy and Asiri Hospitals. Prior to joining TPG, he worked with
an Indian private equity fund, India Equity Partners, focusing on investments in consumer
and healthcare sectors. Ankur received his MBA from IIFT, where he was awarded a Gold
Medal for all-round achievement.

LEADERSHIP TEAM

Jitesh Devendra
Managing Director & Chief Executive Officer

Mr. Jitesh having more than 20 years’ experience and has led the North America API
business as well as managed the Formulations P&L business of erstwhile Shasun
Pharmaceuticals Limited, which got merged with Strides Shasun Limited. His efforts have
led the Division into new markets; forging business relationship and introduction of new
Products for out-licensing and partnership. Post-Merger, Jitesh has been responsible for P&L

12
business for North America and Europe Finished Dosage Form (Regulated Markets-Region
1) and overall responsible for API business P&L. Jitesh holds an MBA with specialization in
International Business and Buyer Behavior.

Hariharan S
Executive Director & Chief Financial Officer

Mr. S. Hariharan is a Cost Accountant with rich and varied experience of more than 30 years
in field of Corporate Finance, Accounts and Strategic planning. He played a vital role in the
merger process of Shasun Pharmaceuticals Ltd. with Strides Shasun Limited. He is having
rich experience in the fields of Finance, Accounts, Secretarial, Taxation, Legal and
Information Technology functions. He is also having rich experience in the Mergers and
Acquisition activities.

Sreenivasa Reddy B
Chief Operating Officer

Mr. Sreeni did his Master of Pharmacy in Pharmaceutical Management from KMC, Manipal
of Mangalore University and had over 24 years of experience in Pharmaceutical
Manufacturing, Technology Transfer, Project Management in setting up facilities, Quality
Assurance, Plant operations and Sales & Marketing. He worked with Dr. Reddys, Strides
Pharmaceuticals, Murty Pharma Inc, Medreich and Shasun Pharmaceuticals at various
disciplines before Shasun Pharmaceuticals Limited merged with Strides Shasun Limited.

Mr. Sreeni did his specialization in Energy Conservation and optimization of operating cost
in Pharma industries under the guidance of Tata Energy and Research Institute. With his vast
experience and he is currently handling the role of Chief Operating Officer of the Company

Venkateshan Rangachari
Chief Business Officer

Mr. Venkateshan Rangachari (Venky) has over 29 years experience in Executive

13
Management and Leadership roles in Pharmaceutical and Healthcare space including Private
Equity.

Sundara Moorthy V
Chief Quality Officer - Quality Management & Regulatory Affairs

Mr. Sundara Moorthy has done his Post Graduation in Organic Chemistry. He has rich and
diversified experience of 23 years in the Quality Management, Regulatory Affairs and
Compliance functions. He has worked with major pharmaceutical organisations such as
Shasun Pharmaceuticals Limited, Ranbaxy Laboratories Limited, Actavis, Neuland
Laboratories Ltd, Strides Shasun Limited and followed by Solara Active Pharma Sciences
Ltd. Sundara Moorthy is currently working as Senior Vice President and heading the Quality
Management & Regulatory Affairs functions of the Company.

Swaminathan S
Senior Vice President – Research & Development

Mr. Swaminathan Srinivasan did his M.Tech from IIT Bombay in 1992. Mr. Swaminathan
has more than 25 years of experience in Generic Pharmaceutical industry with vast exposure
in Active Pharmaceutical Ingredient as well the Dosage forms with deep understanding of the
industry dynamics. Leveraged the business growth & effectiveness in rapid – change
environment through Leadership skill, Business acumen. Accomplished Special assignment
of integrating teams across geography for effective delivery of product, process and
technology.

Mr. Swaminathan was associated with Jubliant Life Sciences, Alembic, Dr. Reddy
Laboratories, Orchid & Ranbaxy.

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1.4 PRODUCT PROFILE

PRODUCTS ASPIRANTS

NON STEROIDAL ANTI-INFLAMATORY DRUG

Nonsteroidal anti-inflammatory drugs (NSAIDs) are a drug class that reduce pain, decrease
fever, prevent blood clots and, in higher doses, decrease inflammation. Side effects depend
on the specific drug, but largely include an increased risk of gastrointestinal ulcers and
bleeds, heart attack and kidney disease.

ANTI HYPERTENSIVE DRUG

Antihypertensives are a class of drugs that are used to treat hypertension (high blood
pressure).Antihypertensive therapy seeks to prevent the complications of high blood pressure,
such as stroke and myocardial infarction. Evidence suggests that reduction of the blood
pressure by 5 mmHg can decrease the risk of stroke by 34%, of ischaemic heart disease by
21%, and reduce the likelihood of dementia, heart failure, and mortality from cardiovascular
disease.

ANTI-EPILIPTIC

Anticonvulsants (also commonly known as antiepileptic drugs or as antiseizure drugs) are a

diverse group of pharmacological agents used in the treatment of epileptic seizures.
Anticonvulsants are also increasingly being used in the treatment of bipolar disorder and
borderline personality disorder, since many seem to act as mood stabilizers, and for the
treatment of neuropathic pain.

ANTI-PARKINSON

An antiparkinson medication is a type of drug which is intended to treat and relieve the
symptoms of Parkinson's disease.. Most of these agents act by either increasing dopamine
activity or reducing acetylcholine activity in the central nervous system.

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ANTI-VIRAL DRUG

Antiviral drugs are one class of antimicrobials, a larger group which also includes antibiotic
(also termed antibacterial), antifungal and antiparasitic drugs, or antiviral drugs based on
monoclonal antibodies. Most antivirals are considered relatively harmless to the host, and
therefore can be used to treat infections. They should be distinguished from viricides, which
are not medication but deactivate or destroy virus particles, either inside or outside the body.
Natural antivirals are produced by some plants such as eucalyptus and Australian tea trees.

ANTI- COAGULANT

Anticoagulants, commonly known as blood thinners, are chemical substances that prevent or
reduce coagulation of blood, prolonging the clotting time. Some of them occur naturally in
blood-eating animals such as leeches and mosquitoes, where they help keep the bite area
unclotted long enough for the animal to obtain some blood. As a class of medications,
anticoagulants are used in therapy for thrombotic disorders.

ANTI-HISTAMINE

Antihistamines are drugs which treat allergic rhinitis and other allergies, Typically people
take antihistamines as an inexpensive, generic, over-the-counter drug that can provide relief
from nasal congestion, sneezing, or hives caused by pollen, dust mites, or animal allergy with
few side effects.Antihistamines are usually for short-term treatment. Chronic allergies
increase the risk of health problems which antihistamines might not treat, including asthma,
sinusitis, and lower respiratory tract infection.

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1.5 INDUSTRY PROFILE

Solara Active Pharma Sciences offers Contract Research and Manufacturing and
Development Services across the entire value chain of a new chemical entity which covers
from Pre-Clinical to Commercial Phase. We have a strong team of 200+ scientists
functioning from two research centers which are supported by a highly compliant
manufacturing footprint spread over five large scale multi-product facilities.

Ambernath, Maharashtra
Multipurpose Facility
The facility offers segregated hydrogenation facility with multiple gas scrubbing systems.
 Reactor Details: 250L – 8000L
 Temperature: -20 °C to + 130 °C
 Material of Construction: SS, GL, SS-GL, MS-GL
 Packaging Control: Meet requirements of ISO Class – 8
 Compliances: USFDA, EDQM

Cuddalore, Tamilnadu
Multipurpose Facility
A multi-purpose facility that offers LEV Facilities. The site also has segregated
hydrogenation facilities with multiple gas scrubbing systems.
 Reactor Details: Size ranges from 250L to 12500L
 Temperature: -90 °C to + 200 °C
 Material of Construction: SS, GL, MSGL, Hastelloy
 Packing Control: Meet requirements of ISO Class – 8
 Compliances: USFDA, EDQM, KFDA (Korea), EU-GMP (Danish), WHO (Geneva),
MHRA, Cofepris (Mexico), TGA (Australia), PMDA (Japan)

17
Mangaluru, Karnataka
Multipurpose Facility
The site comes with a self-contained pilot facility, 6 full-fledged cleanrooms.
 Reactor Details: Size ranges from 250L to 6300L; Glass reactors of 20L – 250L
 Temperature: -20 °C to + 130 °C
 Material of Construction: SS, GL,
 Packaging Control: Meet requirements of ISO Class – 8
 Compliances: USFDA, EDQM, KDFA (Korea), WHO (Geneva), TGA (Australia)

Pondicherry, Tamilnadu
Manufacturing Facility
Pilot Plant facility and Isolation of final drug substances. The plant has capabilities to provide
a broad range of equipment.
 Reactor Details: Range between 1200 L to 12,500 L
 Material of Construction: SS, MSGL, GL
 Packing Control: Meet requirements of ISO Class – 8
 Compliances: USFDA, EDQM, AGES (Austria), KFDA (Korea), EU-GMP (Danish),
MHRA, Cofepris (Mexico), PMDA (Japan)

RESEARCH AND DEVELOPMENT CAPABILITIES

Technical Expertise
Strong technical leadership to develop high-quality pharma products that create strategic
value for our partners and customers
Product Selection
Focus on differentiated products characterized by complex formulations across diverse
therapeutic categories
Development
R&D capability to develop over an entire cycle with new and better technologies at
competitive cost
Regulatory Filings
Strong IP assessment capabilities and strong global regulatory expertise

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DATA COLLECTION

NAME OF COMPANY : Solara Active Pharma Sciences Limited

REGD OFFICE : 201, Devavrata, Sector 17, Vashi, Navi Mumbai

 Mumbai - 400 703, Maharashtra,
India +91 22 27892924 +91 22 27892942
[email protected]

BRANCHES : Puducherry, Karnataka, Maharastra

CEO : Jitesh Devendra

DATE OF INPECTION :

NATURE OF BUSINESS : Manufacturing pharmaceutical products & Biological Research

NATURE OF COMPANY : Pharnaceutical Company

PRODUCTS PRODUCED : Pharmaceutical

products and chemicalproducts

DEPARTMENTS : Human Resources, Finanace, Production, Equipment,

TechnologyDevelopment, Quality assurance, Marketing,

TOTAL NO OF EMPLYEES :228

1)Permanent employees : 160
2)Temporary employees :42
3)Causal employees :26

WORKING HOURS : 8hours

SHIFTS : DUAL

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AVAILABILITY OF LABOUR UNION : 1 [STAFF AND WORKER]

CANTEEN FACILITIES : 1 [serving capacity 700]

TRANSPORT FACILITIES: A
HOUSING FACILITIES

MEDICAL FACILITIES :

LEAVE AVAILABLE :

SAFETY MEASURES :

ORGANISATION CHART: Top down approach

SOURCE OF RECRUITMENT :

SELECTION PROCESS :

TRAINING AND DEVELOPMENT

TYPE OF MOTIVATION

PERFORMANCE APPRAISAL

TYPES OF SALES PROMOTION

MARKETING AREA

CATEGORY OF CUSTOMERS

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 CHAPTER II

FUNCTIONAL AREAS OF TRAINING

2.1 HUMAN RESOURCE DEPARTMENT

HUMAN RESOURCES

Human resources are the people who make up the workforce of an organization, business
sector, or economy. "Human capital" is sometimes used synonymously with "human
resources", although human capital typically refers to a narrower effect (i.e., the knowledge
the individuals embody and economic growth). Likewise, other terms sometimes used
include manpower, talent, labour, personnel, or simply people.
A human-resources department (HR department) of an organization performs human resource
management, overseeing various aspects of employment, such as compliance with labor law
and employment standards, administration of employee benefits, organizing of employees
files with the required documents for future reference, some aspects of recruitment.

HR responsibilities

Human resource managers are in charge of many duties pertaining to their job. The duties
include planning, recruitment and selection process, posting job ads, evaluating the
performance of employees, organizing resumes and job applications, scheduling interviews
and assisting in the process and ensuring background checks. Another job is payroll and
benefits administration which deals with ensuring vacation and sick time are accounted for,
reviewing payroll, and participating in benefits tasks, like claim resolutions, reconciling
benefit statements, and approving invoices for payment. HR also coordinates employee
relations activities and programs including but not limited to employee counseling. The last
job is regular maintenance, this job makes sure that the current HR files and databases are up
to date, maintaining employee benefits and employment status and performing
payroll/benefit-related reconciliations

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Activities

 Determine needs of the staff.

 Determine to use temporary staff or hire employees to fill these needs.
 Recruit and train the best employees.
 Supervise the work.
 Manage employee relations, unions and collective bargaining.
 Prepare employee records and personal policies.
 Ensure high performance.
 Manage employee payroll, benefits and compensation.
 Ensure equal opportunities.
 Deal with discrimination.
 Deal with performance issues.
 Ensure that human resources practices conform to various regulations.
 Push the employees' motivation.
 Mediate disputes internally.
 Upgrade learning knowledge of employees
 Disseminate information in the organization so as to benefit its growth

Origins of the terminology

Pioneering economist John R Commons used the term "human resource" in his 1893 book
The Distribution of Wealth but did not further build upon it. The term "human resource" was
subsequently in use during the 1910s to 1930s to promote the idea that human beings were an
object of worth, that should be promoted to realise human dignity, but this changed in the
early 1950s as "human resource management" developed viewing people as a means to an
end for employers. Among scholars the first use of "human resources" in its modern form
was in a 1958 report by economist E. Wight Bakke. The term began to become more
developed in the 19th century due to misunderstandings between employers and employees.

22
Regard to how individuals respond to the changes in a labour market, the following must be
understood:
 Skills and qualifications: as industries move from manual to more managerial
professions so does the need for more highly skilled staff. If the market is "tight" (i.e.
not enough staff for the jobs), employers must compete for employees by offering
financial rewards, community investment, etc.
 Geographical spread: how far is the job from the individual? The distance to travel to
work should be in line with remuneration, and the transportation and infrastructure of
the area also influence who applies for a position.
 Occupational structure: the norms and values of the different careers within an
organization. Mahoney 1989 developed 3 different types of occupational structure,
namely, craft (loyalty to the profession), organization career path (promotion through
the firm) and unstructured (lower/unskilled workers who work when needed).
 Generational difference: different age categories of employees have certain
characteristics, for example, their behavior and their expectations of the organization.

Factors affecting Human resource planning

1. Type and strategy of organisation.

2. Environmental uncertainties
3. In Time horizons.
4. Type and quality of forecasting information
5. Sufficient lead time to recruit
6. Outsourcing
7. Manpower planning methods.

23
Human resource planning tools

1. Corporate Head Count Fat assessment plan

2. Redeployment/Agility Plans
3. Smoke detectors( predictors)
4. Bench strength plan
5. Retention plan
6. Quality of Labor Supply Forecasts
7. Horizontal progression plan
8. Work or life balance supply/ Demand forecasts
9. Learning/ knowledge plan
10. Skills/ competency inventories
11. Interest inventories
12. Candidate expectation (offer-acceptance criteria) forecast
13. Human resource competitive analysis
14. Bad management identification programe
15. Talent Acquisition Through mergers and acquisition plan
16. Targeted succession plans
17. Turnover/ exit forecast.

Human resource management

Human resource management (HRM or HR) is the strategic approach to the effective
management of people in a company or organization such that they help their business gain a
competitive advantage. It is designed to maximize employee performance in service of an
employer's strategic objectives. Human resource management is primarily concerned with the
management of people within organizations, focusing on policies and systems. HR
departments are responsible for overseeing employee-benefits design, employee recruitment,
training and development, performance appraisal, and reward management, such as managing
pay and benefit systems. HR also concerns itself with organizational change and industrial
relations, or the balancing of organizational practices with requirements arising from
collective bargaining and governmental laws.
The overall purpose of human resources (HR) is to ensure that the organization is able to
achieve success through people. HR professionals manage the human capital of an

24
organization and focus on implementing policies and processes. They can specialize in
finding, recruiting, training, and developing employees, as well as maintaining employee
relations or benefits. Training and development professionals ensure that employees are
trained and have continuous development. This is done through training programs,
performance evaluations, and reward programs. Employee relations deals with the concerns
of employees when policies are broken, such as cases involving harassment or discrimination.
Managing employee benefits includes developing compensation structures, parental leave
programs, discounts, and other benefits for employees. On the other side of the field are HR
generalists or business partners. These HR professionals could work in all areas or be labor
relations representatives.

Business function

Human Resource Management has four basic functions: staffing, training and development,
motivation, and maintenance. Staffing is the recruitment and selection of potential
employees, done through interviewing, applications, networking, etc. There are two main
factors to staffing: attracting talented recruits and hiring resources. HR Managers must create
detailed recruitment strategies and have a plan of action to put forward when recruiting. Next,
managers can put strategies into place through hiring resources, by extending out to find the
best possible recruits for the team. Recruiting is very competitive since every company wants
the best candidates. Using tactics such as mass media can grab the attention of prospective
recruits. Training and development is the next step and involves a continuous process of
training and developing competent and adapted employees. Here, motivation is seen as key to
keeping employees highly productive. This includes employee benefits, performance
appraisals, and rewards. Employee benefits, appraisals, and rewards are all encouragements
to bring forward the best employees. The last function, maintenance, involves keeping the
employees' commitment and loyalty to the organization. Some businesses globalize and form
more diverse teams. HR departments have the role of making sure that these teams can
function and that people can communicate across cultures and across borders. The discipline
may also engage in mobility management, especially for expatriates; and it is frequently
involved in the merger and acquisition process. HR is generally viewed as a support function
to the business, helping to minimize costs and reduce risk.
2.2. PRODUCTION AND OPERATIONS DEPARTMENT

25
INTRODUCTION
The very essence of any business is to cater needs of customer by providing services and
goods, and in process create value for customers and solve their problems. Production and
operations management talks about applying business organization and management concepts
in creation of goods and services.

PRODUCTION

Production is a scientific process which involves transformation of raw material (input) into
desired product or service (output) by adding economic value. Production can broadly
categorize into following based on technique:

Production through separation: It involves desired output is achieved through separation or

extraction from raw materials. A classic example of separation or extraction is Oil into
various fuel products.
Production by modification or improvement: It involves change in chemical and
mechanical parameters of the raw material without altering physical attributes of the raw
material. Annealing process (heating at high temperatures and then cooling), is example of
production by modification or improvement.
Production by assembly: Car production and computer are example of production by
assembly.

Importance of Production Function and Production Management

Successful organizations have well defined and efficient line function and support function.
Production comes under the category of line function which directly affects customer
experience and there by future of organization itself.
Aim of production function is to add value to product or service which will create a strong
and long lasting customer relationship or association. Marketing function people are frontline
representative of the company and provide insights to real product needs of customers.
An effective planning and control on production parameters to achieve or create value for
customers is called production management.

Operations Management

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As to deliver value for customers in products and services, it is essential for the company to
do the following:
1. Identify the customer needs and convert that into a specific product or service (numbers of
products required for specific period of time)
2. Based on product requirement do back-ward working to identify raw material requirements
3. Engage internal and external vendors to create supply chain for raw material and finished
goods between vendor → production facility → customers.
Operations management captures above identified 3 points.

Production Management v/s Operations Management

A high level comparison which distinct production and operations management can be done
on following characteristics:

 Output: Production management deals with manufacturing of products like

(computer, car, etc) while operations management cover both products and services.
 Usage of Output: Products like computer/car are utilized over a period of time
whereas services need to be consumed immediately
 Classification of work: To produce products like computer/car more of capital
equipment and less labor are required while services require more labour and lesser
capital equipment.
 Customer Contact: There is no participation of customer during production whereas for
services a constant contact with customer is required. Production management and
operations management both are very essential in meeting objective of an organization.

POLICY AND STRATEGY

INTRODUCTION
It is very important for an organization to have well defined objective. A well-defined
objective facilitates development of strategies and policy thereby creating value for
customers.

OPERATION STRATEGY

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Operational strategy is essential to achieve operational goals set by organization in alignment
with overall objective of the company. Operational strategy is design to achieve business
effectiveness or competitive advantage.
Operational strategy is planning process which aligns the following:

In this global competitive age organization goal tend to change from time to time therefore
operations strategy as a consequence has also be dynamic in nature. A regular SWOT
analysis ensures that the organization is able to maintain competitive advantage and business
leadership.

Strategic Management Process for Production and Operation

For success of organizational strategic objective, strategic planning has to trickle down to
various function areas of the business. In order to build strategy management process a
sequential process as below is followed

Competition Analysis:
In this step company evaluates and studies current competition in the market and practices
that are followed in the industry for operations and production vis-à-vis company policies.

Goal Setting: Next step involves narrowing down the objective towards which the
organization wants to move towards.

Strategy Formulation: The next step is breaking down of organizational goals into
operations and production strategies.

Implementation: The final step is to convert operations and production strategies into day to
day activities like production schedule, product design, quality management etc.
PROCESS DESIGN AND ANALYSIS
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PROCESS PLANNING
Process development for process design can be summarized through following steps:

1. Process Requirement: The very 1st step is to collect and gather information to give
structure with the end objective. That is to make process requirement document
highlighting various stages, risk and stakeholders for production. This will include
assessment of available technology, raw material requirement, factory/plant layout and
demand forecast.

2. Team Building: Once the process requirements are finalized, for each objective, a team is
finalized based on skill level and experience. Function of the team is to get familiarize with
the whole process.

3. Planning and Implementation: Process planning team will develop module; policies and
procedure require for production, which are after required approval internal as well as
external is implemented

4. Audit: A regular audit is carried out to ensure that process thus implemented is in line and
delivering value to customers.

5. End of Life: Over a course of time there may be enhancement of the product or product
may get discontinued in these circumstances, process thus develop is discontinued.

International Production and Operations Management (IPOM)

Nature of IPOM
The foundation for international production and operations is no different to domestic
production and operations management. But there are certain aspects which make
international exposure a challenge for an organization. The very 1st difference is international
business environment where not just economics but also international quality standards have
to be maintained. The 2nd aspect is the international stint makes the company more aware of
its surroundings thus making it more competitive. As IPOM is dynamic in nature,
organization has to design it strategic objectives which cover following points:
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  Meeting international quality standards
 Forecasting demand and production design
 Profitability
 Minimum production cost
 Adaptation to modern available technology

Domestic POM and IPOM

Organization has to clearly identify challenges it is likely to face in an international
environment. Those challenges can be categorized as follows:

 Culture: Domestic POM has to content with homogenous culture where as IPOM has
to content with multi-culture multi-ethnicity scenario.

 Business Environment: Domestic POM has to consider local economical and social
factors where as IPOM has to deal with economical and social factors across
geography and countries.

 Quality Standards: Domestic POM has to look at single local market therefore not
much variation in quality standards where as IPOM has to consider different
international markets with different quality standard requirements.

 Pricing: Pricing for Domestic POM may not be a challenge as competition would
also operate in the same environment. IPOM has to consider the customer paying
capacity which may vary from developed country to developing country.

 Technology: In domestic environment innovation and usage of technology is much

more comparable among competition. For IPOM owing to different quality and
pricing requirements investment in technology becomes important.

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  Economies of Scale: Domestic POM has to deal with limited local market, hence
limiting scope of economies of scale whereas IPOM has to access to larger market
thus providing a change of achieving larger economies of scale.

 Market Segmentation: Domestic POM is around local market where as IPOM has to
developed and diversified market.

 Usage of resources: Domestic POM has to deal with in-flexibility of moving around
of resources within one location while IPOM has advantage of moving around of
resources from high cost market to low cost market.
IPOM Strategies
Organization needs to consider the following point while developing IPOM strategies.

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2.3. FINANCIAL DEPARTMENT

Meaning of Financial Management

Financial Management means planning, organizing, directing and controlling the financial
activities such as procurement and utilization of funds of the enterprise. It means applying
general management principles to financial resources of the enterprise.

Scope/Elements
1. Investment decisions includes investment in fixed assets (called as capital budgeting).
Investment in current assets are also a part of investment decisions called as working capital
decisions.
2. Financial decisions - They relate to the raising of finance from various resources which
will depend upon decision on type of source, period of financing, cost of financing and the
returns thereby.
3. Dividend decision - The finance manager has to take decision with regards to the net profit
distribution. Net profits are generally divided into two:

 Dividend for shareholders- Dividend and the rate of it has to be decided.

 Retained profits- Amount of retained profits has to be finalized which will depend
upon expansion and diversification plans of the enterprise.

Objectives of Financial Management

The financial management is generally concerned with procurement, allocation and control of
financial resources of a concern. The objectives can be-
1. To ensure regular and adequate supply of funds to the concern.
2. To ensure adequate returns to the shareholders which will depend upon the earning
capacity, market price of the share, expectations of the shareholders.
3. To ensure optimum funds utilization. Once the funds are procured, they should be utilized
in maximum possible way at least cost. To ensure safety on investment, i.e, funds should be
invested in safe ventures so that adequate rate of return can be achieved. To plan a sound
capital structure-There should be sound and fair composition of capital so that a balance is
maintained between debt and equity capital

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Functions of Financial Management

1. Estimation of capital requirements: A finance manager has to make estimation with

regards to capital requirements of the company. This will depend upon expected costs and
profits and future programmes and policies of a concern. Estimations have to be made in an
adequate manner which increases earning capacity of enterprise.

2. Determination of capital composition: Once the estimation have been made, the capital
structure have to be decided. This involves short- term and long- term debt equity analysis.
This will depend upon the proportion of equity capital a company is possessing and
additional funds which have to be raised from outside parties.

3. Choice of sources of funds: For additional funds to be procured, a company has many
choices like-
a. Issue of shares and debentures
b. Loans to be taken from banks and financial institutions
c. Public deposits to be drawn like in form of bonds.

4. Investment of funds: The finance manager has to decide to allocate funds into profitable
ventures so that there is safety on investment and regular returns is possible.

5. Disposal of surplus: The net profits decision have to be made by the finance manager.
This can be done in two ways:
a. Dividend declaration - It includes identifying the rate of dividends and other benefits like
bonus.
b. Retained profits - The volume has to be decided which will depend upon expansional ,
innovational, diversification plans of the company.

6. Management of cash: Finance manager has to make decisions with regards to cash
management. Cash is required for many purposes like payment of wages and salaries,
payment of electricity and water bills, payment to creditors, meeting current liabilities,
maintenance of enough stock, purchase of raw materials, etc.
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7. Financial controls: The finance manager has not only to plan, procure and utilize the
funds but he also has to exercise control over finances. This can be done through many
techniques like ratio analysis, financial forecasting, cost and profit control, etc

2.4 MARKETING DEPARTMENT

Meaning:
Marketing management facilitates the activities and functions which are involved in the
distribution of goods and services. According to Philip Kotler, “Marketing management is the
analysis, planning, implementation and control of programs designed to bring about desired
exchanges with target markets for the purpose of achieving organizational objectives. It relies
heavily on designing the organizations offering in terms of the target markets needs and
desires and using effective pricing, communication and distribution to inform, motivate and
service the market.” Marketing management is concerned with the chalking out of a definite
program , after careful analysis and forecasting of the market situations and the ultimate
execution of these plans to achieve the objectives of the organization.
Further, their sales plans to a greater extent rest upon the requirements and motives of the
consumers in the market. To achieve this objective, the organization has to pay heed to the
right pricing, effective advertising and sales promotion, distribution and stimulating the
consumers through the best services. To sum up, marketing management may be defined as
the process of management of marketing programmes for accomplishing organisational goals
and objectives. It involves planning, implementation and control of marketing programmes or
campaigns.

Importance of Marketing Management:

Marketing management has gained importance to meet increasing competition and the need
for improved methods of distribution to reduce cost and to increase profits. Marketing
management today is the most important function in a commercial and business enterprise.
The following are the other factors showing importance of the marketing management:

 Introduction of new products in the market.

 Increasing the production of existing products.
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  Reducing cost of sales and distribution.
 Export market.
 Development in the means of communication and modes of transportation within and
outside the country.
 Rise in per capita income and demand for more goods by the consumers.

Main Functions of Marketing

Some of the major functions of marketing are as follows: 1. Selling 2. Buying and
Assembling 3.Transportation 4.Storage 5.Standardization and Grading 6.Financing 7.Risk
Taking 8.Market Information. The marketing process performs certain activities as the goods
and services move from producer to consumer. All these activities or jobs are not performed
by every firm.
However, they must be carried out by any company that wants to operate its marketing
systems successfully.

1. Selling

It is core of marketing. It is concerned with the prospective buyers to actually complete the
purchase of an article. It involves transfer of ownership of goods to the buyer. Selling plays
an important part in realising the ultimate aim of earring profit. Selling is enhanced by means
of personal selling, advertising, publicity and sales promotion. Effectiveness and efficiency in
selling determines the volume of company’s profits and profitability.

2. Buying and Assembling

It involves what to buy, of what quality, how much from whom, when and at what price.
People in business buy to increase sales or to decrease costs. Purchasing agents are much
influenced by quality, service and price. The products that the retailers buy for resale are
determined by the needs and preferences of their customers. A manufacturer buys raw
materials, spare parts, machinery, equipment’s, etc. Assembling means to purchase necessary
component parts and to fit them together to make a product. ‘Assembly line’ indicates a
production line made up of purely assembly operations. The assembly operation involves the

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arrival of individual component parts at the work place and issuing of these parts to be
fastened together in the form of an assembly or sub-assembly.

3. Transportation

Transportation is the physical means by which goods are moved from the places where they
are produced to those places where they are needed for consumption. It creates place, utility.
Transportation is essential from the procurement of raw material to the delivery of finished
products to the customer’s places. Marketing relies mainly on railroads, trucks, waterways,
pipelines and air transport.

4. Storage

It involves holding of goods in proper (i.e., usable or saleable) condition from the time they
are produced until they are needed by customers (in case of finished products) or by the
production department (in case of raw materials and stores); storing protects the goods from
deterioration and helps in carrying over surplus for future consumption or use in
production.Retail firms are called “stores”.

5. Standardization and Grading

The other activities that facilitate marketing are standardization and grading. Standardization
means establishment of certain standards or specifications for products based on intrinsic
physical qualities of any commodity. This may involve quantity (weight or size) or it may
involve quality ( color, shape, appearance, material, taste, sweetness etc.) Government may
also set some standards, for example, in case of agricultural products. A standard conveys a
uniformity of the products. Grading means classification of standardized products into certain
well defined classes or groups. It involves the division of products into classes made of units
possessing similar characteristics of size and quality. Grading is very important for raw
materials, marketing of agricultural products (such as fruits and cereals), mining products
(such as coal, iron and manganese) and forest products (such as timber). Branded consumer
products may bear grade labels A, B, C.

6. Financing
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It involves the use of capital to meet financial requirements of agencies dealing with various
activities of marketing. The services to provide the credit and money needed, the costs of
getting merchandise into the hands of the final user is commonly referred to as finance
function in marketing. In marketing, finances are needed for working capital and fixed capital
which may be secured from three sources—owned capital, bank loans and advance and trade
credit. (Provided by manufacturers to wholesaler and by the wholesaler to the retailers.) In
other words; various kinds of finances are short-term finance, medium-term finance, and
long-term finance.

7. Risk Taking

Risk means loss due to some unforeseen circumstances in future. Risk bearing in marketing
refers to the financial risk interest in the ownership of goods held for an anticipated demand
including the possible losses due to a fall in prices and the losses from spoilage, depreciation,
obsolescence, fire and floods or any other loss that may occur with the passage of time. They
may also be due to decay, deterioration and accidents, or due to fluctuation in the prices
caused by changes in their supply and
demand. The various risks are usually termed as place risk, time risk and physical risk, etc.

8. Market Information

The importance of this facilitating function of marketing has been recognized only recently.
The only sound foundation on which marketing decisions may be based is correct and timely
market information. Right facts and information reduce the aforesaid risks and thereby result
in cost reduction.

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 CHAPTER –III
CONCLUSION

This project aimed in understanding companies position and financial statement

and process of the “ SOLARA ACTIVE PHARMA SCIENCES LIMITED,CUDDALORE”
If company is following the suggestions means they may increase their performance towards
the productivity, sales and also can get high turnover when compared to their competitors and
they may diversified their products and can expand their plants ,the overall performance of
the organization is good even though the management tries to satisfy all the employees still
there some employees who find facilities use to retaining the employee.

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 CHAPTER –IV

APPENDICES

4.1 REFERENCES

1. C.R.Kothari, Research Methodology Methods and Techniques', VishwaPrakashan, New

Delhi.

2. K.Aswathappa, 'Human Resource Management', TATA McGraw Hill Publishing Ltd.

3. P. Ravilochan, 'Research Methodology with Business Correspondence and Report

Writing', Margham Publications.

4. Dr.V. Jaya kumar, 'Human Resource Management', Lakshmi publications.

5. 'Personal and Human Resource Management'De Cenzo Robbins.

6. 'Modern Marketing' R.S.N. Pillai & Bagavathi.

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