Our people are at the heart of everything we do. We believe that their unwavering contributions play a pivotal role in forging ahead and achieving our business objectives. We foster a culture where every individual thrives and is valued and empowered. We take pride in creating an environment which supports their wellbeing, learning and development and continuous improvement, resulting in overall excellence. The dedication and resilience of our people propels us forward, helping us overcome challenges and explore new opportunities in healthcare. Embracing a people-centric ethos is not merely a philosophy at Lupin; it is about creating a community united by the passion for providing quality and affordable medicines and unlocking a bold and prosperous future for everyone.
| Theme | Sub Theme | Goal Description | Target | Target Year | Progress FY24 |
|---|---|---|---|---|---|
| Human Capital Development | Diversity, Equity, and Inclusion | 15% Women at Workplace in Indian operations by 2030 | 15% | 2030 | Gender diversity in workforce is 9% |
| Complete Accessibility audit for PWD for all India locations by 2030 | All Sites | 2030 | New Goal | ||
| Community Engagement | Collectively reach 50,000 hours, employee volunteer hours by 2030 | 5000 hours | 2030 | Completed 19188 hours of employee volunteering | |
| Employee Well-being | Achieve and maintain an employee satisfaction score of 80% or higher on annual surveys by 2025 | 70% | 2025 | Achieved overall engagement score of 80% globally and 89% in India |
| Theme | Sub Theme | Goal Description | Progress FY24 |
|---|---|---|---|
| Health and Safety | Occupational health and safety | 10% YoY reduction in Lost Time Injury Frequency Rate, Accident Frequency Rate, and Incident Frequency Rate, considering FY19 as the base year |
Reduction of LTIFR - 4% AFR - 26% IFR - 21% |
Our employees help us achieve our goal of strengthening the global healthcare ecosystem by providing patients worldwide quality, affordable and accessible healthcare solutions. To ensure we are on the right path, we dedicate considerable time and effort to attract and retain the best talent from the industry through various recruitment channels. We offer various programs once they are onboard to ensure smooth and seamless integration within the organization.
Our candidate screening process is thorough and meticulous, ensuring each potential employee aligns with our business goals. Through interviews and assessments, including technical and soft skills, as well as psychometric evaluations, we strive to find the most suitable and talented individuals who share our passion to create a healthier world.
| New Hires FY24, India | |||||||
|---|---|---|---|---|---|---|---|
| Category | <30 years | 30-50 years | >50 years | Total | |||
| Male | Female | Male | Female | Male | Female | ||
| Employees (Permanent) | 3,383 | 254 | 1,096 | 104 | 15 | 1 | 4,853 |
| Senior Management | 0 | 0 | 13 | 5 | 6 | 0 | 24 |
| Middle Management | 60 | 33 | 369 | 32 | 5 | 1 | 500 |
| Junior Management | 3,323 | 221 | 714 | 67 | 4 | 0 | 4,329 |
| Employees (Other than Permanent) (Apprentices, Trainees, Interns, Part-timers) | 13 | 28 | 3 | 10 | 0 | 0 | 54 |
| Workers (Permanent) | 32 | 0 | 15 | 0 | 0 | 0 | 47 |
| Workers (Other than Permanent) | 264 | 43 | 4 | 0 | 0 | 0 | 311 |
| New Hires FY24, ROW | |||||||
|---|---|---|---|---|---|---|---|
| Category | <30 years | 30-50 years | >50 years | Total | |||
| Male | Female | Male | Female | Male | Female | ||
| Employees (Permanent) | 36 | 43 | 55 | 72 | 10 | 9 | 225 |
| Employees (Other than Permanent) (Apprentices, Trainees, Interns, Part-timers) | 14 | 11 | 2 | 5 | 5 | 3 | 40 |
| Workers (Permanent) | 15 | 17 | 10 | 12 | 0 | 0 | 54 |
| Workers (Other than Permanent) | 1 | 2 | 0 | 1 | 0 | 0 | 4 |
| New Hires FY24, North America | |||||||
|---|---|---|---|---|---|---|---|
| Category | Male | Female | |||||
| Employees (Permanent) | 64 | 50 | |||||
Udbhav, our flagship induction program, is quite comprehensive and designed to familiarize new employees with Lupin’s culture and operations. It covers the legacy, values and culture of the company, as well as guidelines pertaining to finance and pharma. This information enables new joiners to seamlessly integrate into the organization. In FY24, 2044 employees participated in the onboarding program, gaining a deep understanding of the company and their roles.
During their initial months, new employees are assigned buddies through a structured process. Senior employees in the company help them to settle in and smoothly integrate into the organization with a sense of belonging. With 499 active buddies, including 114 newly certified ones and 172 engaging in experiential learning, we are working to enhance the onboarding experience and productivity of our new hires, ensuring they feel supported every step of the way.
Impetus on training and development contributes to the growth of an organization, especially within a rapidly evolving industry like pharmaceuticals. We foster a spirit of learning to ensure that our employees constantly move up the curve to be able to take on newer challenges and, hence, feel motivated and engaged at work. We have initiated multiple programs for technical upskilling, behavioral training, and leadership development.
It also provides comprehensive training modules about our corporate policies, including the Code of Business Conduct and Ethics Policy, Whistle Blower Policy, and Prevention of Workplace Harassment through the PLEDGE (Preparing Lupin Employees to Demonstrate Corporate Governance and Ethical Conduct) initiative. CoBC training is rolled out to permanent and contract employees. Last year, we further strengthened our Prevention of Sexual Harassment (PoSH) framework, establishing dedicated Internal Committees in all locations. The PoSH e-module saw remarkable completion rates of 84% among permanent employees and over 2,350 contractual staff. We also completed an annual in-person refresher for all 47 Committee members and held a virtual PoSH refresher internal workshop with 23 participants.
Online learning continues to be important for us. Our collaboration with OpenSesame® enables employees to access 25,000+ relevant courses spanning diverse topics. These e-learning courses also cover health and safety topics, equipping employees with the necessary knowledge to stay informed and compliant to industry norms.
| Training Data - India | Training Data - North America | Training Data - ROW | ||||||
|---|---|---|---|---|---|---|---|---|
| Category | FY24 | FY23 | Category | FY24 | FY23 | Category | FY24 | FY23 |
| Total hours of Training | 1,416,956 | 1,711,297 | Total hours of Training | 6,554 | 9,348 | Total hours of Training | 27,016 | 16,219 |
| Total amount spent on Training (INR) | 132,678,981 | 65,309,762 | Total amount spent on Training (INR) | 31,519,666 | 29,613,557 | Total amount spent on Training (INR) | 22,854,727 | 28,859,219 |
An 11-month virtual program covering eight modules. 100% of sessions are delivered virtually over weekends, minimizing work disruption. ASMs are exposed to global learnings.
Partnering with esteemed institutions such as Manipal Academy of Higher Education, Karnataka and Symbiosis International University, Lavale, Pune, this four-year PhD journey presents a transformative opportunity for Lupin’s R&D division to pursue academics while contributing to cutting-edge research in their fields. This fully sponsored initiative goes beyond mere classroom learning, enabling participants to embark on a research journey under the guidance of a Doctoral Advisory Committee. With a primary guide from Lupin, a co-guide from the partnering university, and Subject Matter Experts from the company and academia, participants benefit from a wealth of expertise and perspectives. Regular progress reviews with the DAC serve as vital checkpoints, ensuring that our employees’ research stays on track while aligning with academic and industry objectives. Upon completing their research phase, participants submit their thesis for an evaluation to ensure that their work meets the highest standards of quality, originality, and contribution to their respective fields.
We are immensely proud of this program as it embodies our belief in investing in our people and supporting them to reach their full potential.
Empowering leadership
Influential leaders are crucial to driving our purpose-led strategy to develop a pipeline of
talented leaders within the
organization. We have created a series of programs designed to cultivate leadership skills
and
capabilities among our
employees, from entry-level managers to senior management positions.
| Lupin’s Leadership Development Programs | ||
|---|---|---|
| For Senior Leaders | For Mid-Managers and Technical Leads | For Entry-level managers |
|
Lead, Accelerate, Motivate, Perform |
Area Managers Excellence ELITE ENHANCE |
Leader Plus |
LAMP: Lead, Accelerate, Motivate, Perform is a flagship senior leadership development initiative designed to enhance the leadership skills of our General Managers, Senior General Managers, and Vice Presidents. Launched in February 2024, it is a 6-month blended journey developed in partnership with the Indian Institute of Management (IIM) Nagpur and esteemed faculties from IIMs across the country.
The program offers a well-rounded learning experience, featuring in-person modules focused on developing Lupin’s 8 leadership competencies, virtual masterclasses on contemporary leadership topics,immersive experiences with changemakers, industry speaker sessions, and interactive business simulations. Participants also engage in action learning projects, applying their learnings to real-world business challenges.
The first cohort includes 200 senior leaders from diverse functions like Corporate, R&D, Manufacturing, Quality, and IRF in four batches. Batch 1 has completed the on-campus module and is engaged in ongoing masterclasses and ALPs. More such programs are planned in the upcoming months.
Companies often face the challenge of developing a robust succession pipeline for critical site leadership roles, especially those instrumental in maintaining operational excellence and regulatory compliance. Lupin’s ENHANCE program directly addresses this need by systematically grooming a select group of high potential managers over three years to assume the responsibilities of a site head in the future. Investing in this initiative mitigates the risks associated with leadership transitions and ensures seamless knowledge transfer. The program safeguards business continuity by fortifying the leadership pipeline of individuals well-versed in the company’s operations and culture.
The program follows a comprehensive nine-step approach facilitated through three broad areas: Engage, Challenge, and Measure. Engagement is achieved through a variety of touchpoints, including Development Centers, 1:1 interactions, Action Learning projects, worldclass executive education and exposure to prestigious institutions like the Indian Institutes of Management Lucknow, mentoring by our senior leadership team, coaching from business leaders and industry veterans, and site immersions. This engagement is closely tracked by the senior leadership team, ensuring a structured and impactful journey.
The core of the program is a series of dynamic workshops led by industry experts and seasoned leaders. These workshops delve into crucial leadership competencies, such as team management, impactful presentations, executive presence, decision-making, and effective communication, equipping participants with the skills necessary to thrive in a competitive business environment.
Quantitative benefits of LAMP
Lupin Leadership Development Program, LAMP,
incorporates Action Learning Projects as a core
component.
20 live projects to be allocated among 187 senior leaders,
organized into groups of 9-10 members each. These
participants work on live organizational challenges,
providing practical solutions and driving impactful
change within the company.
ELITE (Evolving Leaders Inspire Team Effectiveness): A comprehensive multidisciplinary intervention where each leader’s unique requirements are addressed. It aims to enhance Managerial and Leadership capabilities through a Psychometric Assessment and Profiling tool, team activities, workshops, development clusters, action learning projects, coaching, and more. The complexity necessitated a co-partnered approach where the L&D team drives over 90% of the developmental activities, and external experts were brought in at regular intervals for focused inputs.
The intervention integrates key insights with proven innovative development methods to deliver significant and lasting business results. The journey convened with onboarding participants and key stakeholders, followed by a psychometric profiling tool on Leadership paradoxes. Post report debriefing, development areas were identified and addressed through the IDP.
We have implemented the Global Talent Management and Leadership Development program, an initiative designed to identify, assess, and foster the growth of our high potential and high performing individuals. Anchored around the eight Lupin Leadership Competencies, the framework focuses on three key areas succession plans for critical positions, career plans for top talent and individual developmental plans. The program covers employees from mid to senior management (Vice Presidents). For senior management, the program is applicable globally. The initiative was launched in 2022 with over 200 participants from across the globe, encompassing a talent assessment process, including 360-degree feedback, Thomas Profiling and talent reviews by Presidents and key stakeholders. The comprehensive review helps chart individual development plans tailored to each employee’s needs.
In FY24, all employees who underwent assessments were evaluated by the Talent Council and the President. Top performing talents were identified within each department and the organization.
Detailed career development plans were created for these high potential employees to enable continued growth. Additionally, successors were designated for all critical roles to ensure seamless leadership transition when required. Progress reviews will be conducted periodically to track the development of identified talents and successors against their personalized career plans.
We take pride in DEI being a priority and a business objective for us. Our belief is simple. Our differences make us stronger. We are committed to creating a world where everyone feels included, valued and thrives. We have a system where we oversee diversity centrally and measure success with clear metrics but entrust local teams to implement it in ways that suit their context.
| Our DEI Programs | |
|---|---|
|
|
Lupin Women’s Network is a platform for women employees to network, share ideas, and drive growth, support, and well-being initiatives. |
| iMpact is a mentoring program for women at Lupin that provides career advice and support from certified mentors. Through structured sessions and feedback, women are guided to elevate their voices and perspectives in their careers. | |
| Returnity supports employees returning after their maternity leave with comprehensive programs to ease them into the workforce, including workshops and tailored support for both mothers and their managers. We run pre-maternity dialogues, ensure periodic check-ins during their leave, and offer a structured return-to-work program. | |
|
|
Gender Sensitization Workshops are conducted annually to raise awareness, promote gender equality, and create an inclusive environment, addressing discrimination and empowering individuals. This year, we also hosted virtual best practices sessions, gathering insights from industry leaders to drive continuous improvement and innovation. |
| D&I Drives were organized in Delhi, Mumbai, Bangalore and Hyderabad, promoting awareness for an equitable workplace. The event witnessed active participation of over 200 women. | |
|
|
International Women’s Day, Men’s Day, and Pride Month were celebrated through talks, health camps, themed activities, and LGBTQ+ inclusivity workshops to embrace diversity and honor contributions. |
| Unstoppables is an annual self-defense program for female employees. It equips them with safety and self-defense skills for various situations, including cybercrime, and prepares them to tackle these challenges as effectively as possible. | |
| Building a family-friendly work culture is important to create positive, connected and trusting teams. LWN organized various activities for our employees’ children, including a painting competition, public speaking contest, and Waste to Wow challenge. 135 children from Lupin Pune participated enthusiastically in these events. | |
| FY24 Women Workforce, India | FY24 Women Workforce, ROW | FY24 Women Workforce, U.S. | |||
|---|---|---|---|---|---|
| Category | FY24 | Category | FY24 | Category | FY24 |
| Share of women in junior management positions | 39% | Share of women in junior management positions | 14% | Share of women in junior management positions | 45% |
| Share of women in STEMrelated positions | 3% | Share of women in STEMrelated positions | 31% | Share of women in STEMrelated positions | 37% |
| Share of women in management positions in revenue generating functions (such as sales or that contribute directly to the output of products or services) | 9% | Share of women in management positions in revenue generating functions (such as sales or that contribute directly to the output of products or services) | 20% | Share of women in management positions in revenue generating functions (such as sales or that contribute directly to the output of products or services) | 32% |
| Share of women in management positions | 8% | Share of women in management positions | 23% | Share of women in management positions | 26% |
| Share of women in top management positions | 0% | Share of women in top management positions | 1% | Share of women in top management positions | 25% |
| Gender Pay Gap, Mean and Median Pay Gap, India | ||
|---|---|---|
| Category | Women | Men |
| Mean (INR) | 1,141,668 | 894,127 |
| Median (INR) | 652,688 | 578,173 |
| Gender Pay Break Up, India | ||||
|---|---|---|---|---|
| Level | Number of Women | Number of Men | Average Women Salary | Average Men Salary |
| Executive level (base salary + other cash incentives) | 21 | 193 | 8,143,530 | 11,458,111 |
| Management level (base salary only) | 248 | 1,908 | 2,063,817 | 2,120,855 |
| Management level (base salary + other cash incentives) | 248 | 1,908 | 2,105,882 | 2,220,621 |
| Non-management level (base salary only) | 716 | 15,165 | 620,369 | 557,425 |
As the future of work evolves, our approach to performance management must align with it, too. We continuously refine our annual performance process to ensure transparency, fairness, and robustness through
Our leaders guide their teams through this process and ensure that individual goals are aligned with Lupin’s Leadership Competencies and Values Framework. Further to ascertain our commitment to our ESG goals and material KPIs, all Presidents have ESG goals as their individual goals and Lupin has ESG goals in its corporate goals – if the goals are met or not met/achieved, then the compensation of the Executives is affected.
Our materiality assessment has identified the top 3 material KPIs for enterprise value creation
All these 3 KPIs are covered under the ESG goals as well as directly linked to the performance assessment of responsible executives.
We believe that nurturing employee well-being is crucial to cultivating resilience in our workplace. We want to create a welcoming environment in the company that people are proud to be a part of, where they can build successful careers while contributing to improving patients’ lives. We provide a competitive total rewards program covering pay, benefits (health insurance, parental and adoption leave, sabbatical), learning opportunities and well-being initiatives. While local cultures and regulations influence the specifics of our offerings in each country, our employee well-being strategy remains global in its scope.
To support physical well-being, we offer diverse fitness programs and workshops, including yoga, zumba, nutritional guidance, mindfulness practices and other engaging activities. These initiatives encourage our employees to incorporate regular exercise into their daily routines. Annual health checkups are also organized to monitor the overall well-being of our workforce. Our Sikkim Lupin Women’s Network organized a women’s football tournament on International Women’s Day this year. The event brought together employees from various peers, including Cipla, Zydus and Golden Cross, to celebrate inclusivity and a spirit of togetherness.
The scope of our well-being programs extends beyond physical health as we understand that true well-being encompasses more than just an active lifestyle. We conduct webinars on holistic health and wellness, providing valuable insights and strategies to help our employees thrive personally and professionally. We offer work from home and flexible working hours if needed. This approach allows employees to maintain a healthy worklife balance when faced with unique circumstances or obligations outside the workplace.
Ensuring our employees feel seen, heard, and appreciated is fundamental to our strategy. This year, we launched BRAVO 2.0!, an online platform to celebrate individuals who champion Lupin’s core values. New features include spot recognition and the option for users to nominate any deserving colleague across all our India locations (excluding IRF, which continues using the Shabaash program).
The Desh Bandhu Gupta Spirit of Lupin Awards is our apex awards program, named after our visionary Founder. The program pays homage to his belief in recognizing and honoring individuals who embody the values of innovation, dedication, and compassion in advancing healthcare for all. Last year, we witnessed over 10,000 nominations across six regions and our six core values. Such an outpour of recognition for our employees’ exceptional contributions inspired us to extend our gratitude beyond the walls of our company. Motivated by the nominations, we planted 10549 trees, one for each nomination across various locations.
We are taking deliberate actions to destigmatize mental health at work to help us lead with empathy and openness. We organize stress management workshops to equip employees with coping strategies and resilience building techniques, while mindfulness programs, meditation sessions, and relaxation techniques have been introduced to promote mental clarity and emotional balance.
Through the WeCare program, we support our employees in managing personal and workplace stress. Employees can access curated content on emotional and mental health tailored for the Indian context through an online platform. Counseling is confidential and options include telephone, online, and video sessions, with support also extended to immediate family members.Lupin signed on to the United Nations Global Compact in April 2023 and is committed to the UNGC’s Ten Principles on respecting internationally proclaimed human rights and operating responsibly labor, environment and anti-corruption. Guided by our Human Rights Policy, we respect and promote human rights across our operations, business relationships, and communities we work with. We do this through
For details about our framework for safeguarding human rights and reporting concerns, see our Human Rights Policy.
Independent third-party auditors conducted the audits to ensure on-site compliance with Lupin’s Human Rights Policy.
Out of Lupin’s 15 total sites, 10 have been rated ‘Platinum’ while the others have received a ‘Gold’ rating. To sustain and enhance the overall site level score and the site rating, we have rolled out a few special projects at every site.
One such project was the ‘Process Improvement in the vendor billing cycle.’ During a Human Rights Audit, it was observed that while third-party contractors were paying their employees within the stipulated period, the pay dates varied across vendors. This posed a risk of perceived discrimination since Lupin’s permanent employees were paid on the last day of the month. To address this issue, a cross-functional team comprising HR location leads, administration, financial shared services, and procurement was formed.
The team renegotiated agreements with contractors, allowing for shorter credit periods and a priority payout partner every month. Standard Operating Procedures were developed, approved, and implemented to standardize the payment date for vendors and their third-party contractual employees across all locations in India. This initiative improved engagement among third-party contractual employees across our locations in India by ensuring a uniform and fair pay date aligned with Lupin’s permanent employees.Protection of our workforce is of utmost importance to the organization. Our Environment, Health, Safety & Sustainability (EHSS) policy is a guiding principle in fostering a safe and healthy workplace environment. We are committed to complying with all relevant laws and regulations while promoting the adoption of health and safety management standards across our manufacturing locations, R&D units, and offices.
We have implemented well-defined OHS management systems that delineate roles and responsibilities. This approach ensures the successful integration of OHS practices across all business processes and supports the effective participation of workers in determining and implementing preventive measures.
Proactive Risk Mitigation Strategies
Our robust Hazard Identification and Risk Assessment
systems, coupled with comprehensive risk management
processes, enable us to identify and implement effective
control measures for potential risks. We employ a
multifaceted approach, including HAZOP assessments
for API products and processes, risk assessments for
formulation units, and job safety analyses to gain a
thorough understanding of potential hazards. To ensure
readiness in emergencies, our team conducts regular
mock drills to verify the operational effectiveness of
our mitigation strategies. We prioritize rapid access to
medical services, including the provision of ambulances
and the availability of antidotes, ensuring prompt and
effective response in critical situations.
Continuous Improvement and Stringent Oversight
Ensuring effective health and safety initiatives is an
ongoing process. We conduct monthly reviews of our
environmental, health, and safety (EHS) performance
at both site and corporate levels. These reviews play a
crucial role in identifying constraints and developing
improvement measures. Our sites are equipped with
dedicated EHS units that facilitate the integration of
safety management systems with annual performance
appraisals, establishing clear safety performance
targets. Our health and safety systems undergo rigorous
internal and external audits to maintain the highest
standards. In the event of an incident, our Incident
Management System enables thorough investigation and
implementation of appropriate remedial actions.
Established channels for reporting
We actively encourage our employees and workers to
report any work-related hazards or potentially dangerous
situations. Individuals can report near misses, injuries,
and incidents to their respective department heads. Our
specialized safety team is responsible for conducting
root-cause analyses of incidents and implementing
preventive actions to avoid recurrences.
Celebrating Excellence through the Lupin Environment,
Health and Safety Awards and Accolade System
The EHSAAS initiative acknowledges and rewards
employees and partners for their exceptional
contributions towards EHS aspects of our operations,
including EHS performance improvements, greenhouse
gas reduction measures, resource conservation efforts,
and injury reduction. This reward and recognition system
will strengthen the EHS-driven culture within our facilities.
We have proactively raised awareness about road safety and promoted a culture of defensive driving among our employees.
With top management’s endorsement, we have partnered with specialized trainers to conduct comprehensive onsite defensive driving training programs across our manufacturing sites in India, including LRP, Lupin Diagnostics, Lupin Digital Health, and the Head Office. Physical and online training sessions were conducted for the IRF business employees.
This initiative extends to new hires during induction, and road safety kits are distributed to employees.
In FY24, we provided defensive driving training to 7,021 employees, aiming to contribute to reducing accidents and creating a safer environment for everyone on the road.
Classroom Training: Interactive sessions
facilitated by subject matter experts.
Assurance Statement