LIST OF CONTENTS

SL.NO PARTICULARS PAGE

NO
1 INTRODUCTION

2 RESEARCH DESIGN

3 COMPANY PROFILE

4 DATA ANALYSIS AND PRESENTATION

5 SUMMARY OF FINDINGS AND

CONCLUSION

6 SUGGESTIONS

BIBLIOGRAPHY

ANNEXURES
A STUDY ON PERCEPTION AND PRACTICE OF EFFECTIVE LEADERSHIP STYLES
AND CHARACTERISTICS OF PRIVATE ORGANIZATIONS (WITH SPECIAL
REFERENCE TO SYNGENE INTERNATIONAL LTD, BANGALORE) .
“You must treat your employees with respect and dignity because in the most automated
factory in the world, you need the power of human mind. That is what brings in innovation. If
you want high quality minds to work for you, then you must protect the respect and
dignity.”---Mr N.R. Narayana Murthy, Chairman Emeritus, Infosys Ltd.

ABSTRACT

Organizations are one among the key units of the general public. During their formation and
improvement, a particular sort of organizational culture in the long run shows up. The reason
for authoritative culture is to improve solidarity and union, and to stimulate employee’s
eagerness and creativity to improve the organization’s monetary effectiveness. It is critical to
comprehend that so as to improve the organization’s business management and let the
organizational culture have the correct effect on employees. The consequences of the
investigation show that hierarchical culture mainly impacts inspiration, advances singular
learning, influences correspondence, and improves organizational qualities, group decision
making and deal with the conflicts.

From the research, it was discovered that the employees of syngene international ltd were
much satisfied with their relational connections, co-ordination and integration between
different divisions of the organization, and furthermore the rewards and incentives given by
their administration. But the administration needs to give increasingly practical training
sessions in preparing projects to improve their performance in their particular fields. Such
preparing projects will assist them with enhancing their insight in the particular fields.

Keywords: organization,

INTRODUCTION

An effective leader influences followers in a desired manner to achieve desired goals.

Different leadership styles may affect organizational effectiveness or performance.
Transformational leadership is a stronger predictor of both job satisfaction and overall
satisfaction. In the study it was concluded that organizational performance is influenced by a
competitive and innovative culture. Organizational Culture is influenced by leadership style
and consequently, leadership style affects organizational performance.
So, thinking about effective, productive and enduring organizations, one can reorganize,
restructure or reengineer our organization to be more effective but it will not be successful for
very long, unless change is first built on the pre-eminence of human resources. People and
process will always be more important than tasks and organizational structure in
accomplishing goals and productivity. Effective systems and processes are only effective if
the people who make them work are effective. Highly motivated and well-trained human
resources provide the only assurance that any organization will be effective in accomplishing
its goals. Leaders motivate followers through investing in them and empowering them to do
their best.

Human resource management

Human: refers to the skilled workforce in an organization.

Resource: refers to limited availability or scarce.

Management: refers how to optimize and make best use of such limited or scarce resource
so as to meet the organization goals and objectives.

Meaning

Human Resource Management (HRM) 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 maximise employee performance in service of an employer’s
strategic objectives.

Human resource management involves management functions like planning, organising,

directing and controlling

 It involves procurement, development, maintenance of human resource.

 It helps to achieve individual, organizational and social objectives.
 Human Resource Management is a multidisciplinary subject. It includes the study of
management, psychology, communication, economics and sociology.
 It involves team spirit and team work.
 It is a continuous process.

Definition

Edwin Flippo defines Human Resource Management as “planning, organizing, directing,

controlling of procurement, development, compensation, integration, maintenance and
separation of human resources to the end that individual, organizational and social objectives
are achieved.”

Objectives of HRM

 To achieve the organizational goals by proper utilization of human resources.

 To develop and maintain healthy working relationships among all the employees and
to adopt sound, desirable organization structure.
 To integrate individual and group goals within an organization.
 To create opportunities and facilities for individual or group developments according
to the growth and development of the organization.
 To motivate the employees and keep their morale high.
 To provide desirable leadership and lead the working groups.

Importance of HRM

 To maintain quality of work life

 To increase productivity and profit
 To produce employees who are easily adaptable to change
 To match demand and supply of human resource
 To retain employees and motivate them to accomplish company’s goal.

Functions of Human Resource Management

 Managerial functions
 Planning
 Establishing goals and objectives to be achieved.
 Developing rules and procedures.
 Determining plans and forecasting techniques.
 HR outsourcing.
 Organizing
 Giving each member a specific task.
 Establishing departments and divisions.
 Delegating authority to the members.
 Establishing channels of authority and communication.
  Creating a system to coordinate the works of the members.
 Staffing
 Determining the type of people to be hired.
 Compensating the employees.
 Setting performance standards, measuring and evaluating the
employees.
 Counselling the employees.
 Recruiting prospective employees and selecting the best ones.
 HR Metrics.
 Directing
 Getting work done through subordinates.
 Ensuring effective two-way communication for the exchange of
information with the subordinates.
 Motivating subordinates to strive for better performance.
 Maintaining the group morale.
 Controlling
 Establishment of standard performance so as to measure the actual
performance of the employees by conducting performance evaluation
for appraisals.
 Measurement of actual performance with the established performance
standards of employees for finding out gaps in employee performance.
 Operative functions
 Procurement
 Job analysis
 Job design
 Recruitment and selection
 Human resource planning
 Induction and orientation
 Socialization
 Development
 Career planning and career development
 Executive development
 Employee training and development
  Overall development of organisation
 Compensation
 Job evaluation
 Performance evaluation
 Wages or salary administration
 Employee rewards, perks and benefits
 Motivation/ Maintenance
 Employee well-being
 Social security for employees
 Worker’s participation
 Motivating employees
 Job rotation
 Maintaining HR records
 Integration
 Industrial relation
 Employee discipline
 Grievance redressed
 Dispute settlement
 Collective bargaining

Core responsibilities of Human resource management

 Planning for staffing needs

 Employee recruitment and selection

 Employee compensation and benefits

 Employee training and performance evaluation

Meaning of leadership

Leadership is the ability of an individual or a group of individuals to influence and guide

followers or other members of an organization. 
Leadership involves making sound and sometimes difficult decisions, creating and
articulating a clear vision, establishing achievable goals and providing followers with the
knowledge and tools necessary to achieve those goals.

Definition of leadership

A simple definition is that leadership is the art of motivating a group of people to act toward
achieving a common goal. In a business setting, this can mean directing workers and
colleagues with a strategy to meet the company's needs.

According to Adeoye Mayowa- “Leadership is the ability to evaluate and or forecast a long
term plan or policy and influence the followers towards the achievement of the said strategy”.

According to John Sculley-“Leadership revolves around vision, ideas, direction, and has
more to do with inspiring people as to direction and goals than with day-to-day
implementation. A leader must be able to leverage more than his own capabilities. He must
be capable of inspiring other people to do things without actually sitting on top of them with
a checklist”.

According to Batten, J.D-“Leadership is a development of a clear and complete system of

expectations in order to identify evoke and use the strengths of all resources in the
organization the most important of which is people”.

Leadership style

A leadership style is a leader's method of providing direction, implementing plans, and

motivating people. 

Types of leadership styles

1. Autocratic Leadership
Autocratic leadership style is centered on the boss. In this leadership the leader holds all
authority and responsibility. In this leadership, leaders make decisions on their own without
consulting subordinates.

They reach decisions, communicate them to subordinates and expect prompt implementation.
An autocratic work environment normally has little or no flexibility.
2. Democratic Leadership
In this leadership style, subordinates are involved in making decisions. Unlike the autocratic
style, this leadership is centered on subordinates’ contributions. The democratic leader holds
final responsibility, but he or she is known to delegate authority to other people, who
determine work projects.

The most unique feature of this leadership is that communication is active upward and
downward. With respect to statistics, democratic leadership is one of the most preferred
styles of leadership, and it entails the following: fairness, competence, creativity, courage,
intelligence and honesty

3. Strategic Leadership Style

Strategic leadership is one that involves a leader who is essentially the head of an
organization. The strategic leader is not limited to those at the top of the organization. This
style is geared to a wider audience at all levels who want to create a high performance life,
team or organization.

The strategic leader fills the gap between the need for new possibility and the need for
practicality by providing a prescriptive set of habits. Effective strategic leadership delivers
the goods in terms of what an organization naturally expects from its leadership in times of
change. 55% of this leadership normally involves strategic thinking.

4. Transformational Leadership
Unlike other leadership styles, transformational leadership is all about initiating change in
organizations, groups, oneself and others.

Transformational leaders motivate others to do more than they originally intended and often
even more than they thought possible. They set more challenging expectations and typically
achieve a higher performance.

Statistically, transformational leadership tends to have more committed and satisfied

followers. This is mainly so because transformational leaders empower followers.

5. Team Leadership
Team leadership involves the creation of a vivid picture of a team’s future, where it is
heading and what it will stand for. The vision inspires and provides a strong sense of purpose
and direction.

Team leadership is about working with the hearts and minds of all those involved. It also
recognizes that teamwork may not always involve trusting cooperative relationships.

6. Cross-Cultural Leadership
This form of leadership normally exists where there are various cultures in the society. This
leadership has also industrialized as a way to recognize front-runners who work in the
contemporary globalized market.
Organizations, particularly international ones, require leaders who can effectively adjust their
leadership to work in different environs. Most of the leadership environments in the United
States are cross-cultural because of the different cultures that live and work there.

7. Facilitative Leadership
Facilitative leadership is dependent on measurements and outcomes – not a skill, although it
takes much skill to master. The effectiveness of a group is directly related to the efficacy of
its process. If the group is high functioning, the facilitative leader uses a light hand on the
process.

On the other hand, if the group is low functioning, the facilitative leader will be more
directive in helping the group run its process. An effective facilitative leadership involves
monitoring group dynamics, as well as offering process suggestions and interventions to help
the group stay on track.

8. Laissez-faire Leadership
Laissez-faire leadership gives authority to employees. According to azcentral, departments or
subordinates are allowed to work as they choose with minimal or no interference. According
to research, this kind of leadership has been consistently found to be the least satisfying and
least effective management style.

But to a certain extent, delegating is necessary. Famous historical projects led by laissez-faire
leaders include the building of the Panama Canal and the Hoover Dam. With both projects,
the presidents involved had to delegate many responsibilities in order to succeed.

9. Transactional Leadership
This is a leadership style that maintains or continues the status quo. It is also the leadership
that involves an exchange process, whereby followers get immediate, tangible rewards for
carrying out the leader’s orders. Transactional leadership can sound rather basic, with its
focus on exchange.

Being clear, focusing on expectations, giving feedback are all important leadership skills.
Transactional leadership behaviours can include: clarifying what is expected of followers’
performance, explaining how to meet such expectations, and allocating rewards that are
contingent on meeting objectives.

10. Coaching Leadership

Coaching leadership involves teaching and supervising followers. A coaching leader is highly
operational in settings where results/performance requires improvement.

Basically, in this kind of leadership, followers are helped to improve their skills. Coaching
leadership does the following: motivates followers, inspires followers and encourages
followers.

11. Charismatic Leadership

In this type of leadership, the charismatic leader manifests his or her revolutionary power.
Charisma does not mean sheer behavioural change. It actually involves a transformation of
followers’ values and beliefs.

Therefore, charismatic leaders are not merely simply populist leaders who affect attitudes
towards specific objects. Rather, these leaders transform the underlying normative orientation
that structures specific attitudes.

12. Visionary Leadership

This form of leadership involves leaders who recognize that the methods, steps and processes
of leadership are all obtained with and through people. Most great and successful leaders
have some sort of vision for where they are going. However, there are those who are highly
visionary in their leadership.

Examples of leaders who had powerful and inspirational visions include Nelson Mandela and
Dr. Martin Luther King Jr. Outstanding leaders will always transform their visions into
realities.

Nature and Characteristics of Leadership

1. Leadership is a personal quality.

2. It exists only with followers.

3. It is the willingness of people to follow that makes person a leader.

4. Leadership is a process of influence. A leader must be able to influence the behaviour,

attitude and beliefs of his subordinates.

5. It exists only for the realization of common goals.

6. It involves readiness to accept complete responsibility in all situations.

7. Leadership is the function of stimulating the followers to strive willingly to attain

organizational objectives.

8. Leadership styles do change under different circumstances.

9. Leadership is neither bossism nor synonymous with; management.

Leadership functions

Following are the important functions of a leader:

1. Setting Goals:

A leader is expected to perform creative function of laying out goals and policies to persuade

the subordinates to work with zeal and confidence.

2. Organizing:

The second function of a leader is to create and shape the organization on scientific lines by

assigning roles appropriate to individual abilities with the view to make its various

components to operate sensitively towards the achievement of enterprise goals.

3. Initiating Action:

The next function of a leader is to take the initiative in all matters of interest to the group. He

should not depend upon others for decision and judgment. He should float new ideas and his

decisions should reflect original thinking.

4. Co-Ordination:

A leader has to reconcile the interests of the individual members of the group with that of the

organization. He has to ensure voluntary co-operation from the group in realizing the

common objectives.

5. Direction and Motivation:

It is the primary function of a leader to guide and direct his group and motivate people to do

their best in the achievement of desired goals, he should build up confidence and zeal in the

work group.

6. Link between Management and Workers:

A leader works as a necessary link between the management and the workers. He interprets

the policies and programmes of the management to his subordinates and represents the
subordinates’ interests before the management. He can prove effective only when he can act

as the true guardian of the interests of his subordinates.

Qualities of a Good Leader:

A successful leader secures desired behaviour from his followers. It depends upon the quality

of leadership he is able to provide. A leader to be effective must possess certain basic

qualities. A number of authors have mentioned different qualities which a person should

possess to be a good leader.

Some of the qualities of a good leader are as follows:

1. Good personality.

2. Emotional stability.

3. Sound education and professional competence.

4. Initiatives and creative thinking.

5. Sense of purpose and responsibility.

6. Ability to guide and teach.

7. Good understanding and sound judgment.

8. Communicating skill.

9. Sociable.

10. Objective and flexible approach.

11. Honesty and integrity of character.

12. Self confidence, diligence and industry.

13. Courage to accept responsibility

Importance of Leadership in Management:

1. It improves motivation and morale:

Through dynamic leadership managers can improve motivation and morale of their

subordinates. A good leader influences the behaviour of an individual in such a manner that

he voluntarily works towards the achievement of enterprise goals.

2. It acts as a motive power to group efforts:

Leadership serves as a motive power to group efforts. It leads the group to a higher level of

performance through its persistent efforts and impact on human relations.

3. It acts as an aid to authority:

The use of authority alone cannot always bring the desired results. Leadership acts as an aid

to authority by influencing, inspiring and initiating action.

4. It is needed at all levels of management:

Leadership plays a pivotal role at all levels of management because in the absence of

effective leadership no management can achieve the desired results.

5. It rectifies the imperfectness of the formal organisational relationships:

No organizational structure can provide all types of relationships and people with common

interest may work beyond the confines of formal relationships. Such informal relationships

are more effective in controlling and regulating the behaviour of the subordinates. Effective

leadership uses there informal relationships to accomplish the enterprise goals.

6. It provides the basis for co-operation:

Effective leadership increases the understanding between the subordinates and the

management and promotes co-operation among them.

Process or Techniques of Effective Leadership:

The following are the techniques of effective leadership:
1. The leader should consult the group in framing the policies and lines of action and in

initiating any radical change therein.

2. He should attempt to develop voluntary co-operation from his subordinates in realizing

common objectives.

3. He should exercise authority whenever necessary to implement the policies. He should

give clear, complete and intelligible instructions to his subordinates.

4. He should build-up confidence and zeal in his followers.

5. He should listen to his subordinates properly and appreciate their feelings.

6. He should communicate effectively.

7. He should follow the principle of motivation.

Review of literature
 Shekari, 2012- In this study, he concludes that people and process will always be
more important than tasks and organizational structure in accomplishing goals and
productivity. Effective systems and processes are only effective if the people who
make them work are effective. Highly motivated and well-trained human resources
provide the only assurance that any organization will be effective in accomplishing its
goals. Leaders motivate followers through investing in them and empowering them to
do their best.

 Ali, 2012- He researches that a series of organizational studies exploring the effects of
Leadership Roles elucidates the connection between Importance of Leadership Roles,
leading to effective human resource management. Roles are the positions that are
defined by a set of expectations about behaviour of any job incumbent. Each role has
a set of 2 tasks and responsibilities that may or may not be spelt out. Roles have a
powerful effect on behaviour because money is paid for the performance of the role,
there is prestige attached to a role, there is a sense of accomplishment or challenge,
etc.

 Hard, 2010-He concludes that often, a leader is recognized as one who emerges to
guide a group of individuals through times of relative calm or times of chaos and
hopelessness, inspiring those that follow them to persevere in the face of adversity or
to rally together in order to accomplish a shared goal. Leadership, or the aspiration to
lead, is undeniably one of the most highly respected human qualities. However, as a
 concept, leadership is extremely abstract, represented by a vast quantity of diverse
ideals and theories.

 Davis, 2002- This study concludes that leadership involves the use of character to
overcome an external challenge. Effective leadership simplifies the complex; sets
aside doubt and make action compelling and successful. Leaders have the capacity to
convert purpose and vision into action. Most leaders are pragmatic dreamers or
practical idealists. The traditional model of leadership is that of the charismatic leader.
Power is the magnet, which attracts such leaders, and most they are corrupted and
destroyed by power.

 Gupta, McDaniel & Herath, 2005- In his study, leadership is a willingness to

change everything except basic values and goals, a continual dissatisfaction with
“things as they are”, as well as a drive to change things for the better. One key social
skill that appears to underlie leader performance is social perceptiveness. Indeed, a
strong case is made that leadership reflects a function that needs to be carried out
regardless of time or place.

 Mullins, 1996- He finally concludes this study as leadership remains a relatively

mysterious concept despite having been studied for several decades. From trait to
behavioural theories, none completely explain the variety of leaders and the nature 3
of their leadership interactions. It is understood that, at one level, leadership is a
relationship between a person who influences the behaviour or actions of other people
and those who are so influenced.

 Gupta, 2005-The study revealed that, at the organizational level, leadership

establishes and transmits to all employees the overarching direction of the
organization, as such, developing a better understanding of effective leaders is
important for future leader development.

 Douglas & Fredendall, 2004- He studied that the leadership is specifically identified
as a key element of service firm success due to the importance of cooperation,
learning, and customer relations in this environment. The more competitive nature of
the service industry requires more time and effort to be committed to leadership
activities.

 Chien, 2004-In his study, leadership is a key component in achieving the outcomes.
To maintain a competitive edge, an organization must be able to adapt and change in
order to improve processes.

 Keith, 2009-This study revealed that the organizations must be able to serve
customers well, which entails meeting their needs. And in order to meet customer’s
needs, organizational leaders must first identify and meet the needs of their
employees; otherwise, they will not be interested in helping customers.

 Jago, 1982- This study concludes that leaders are made not born. If one has the desire
and willpower, he can become an effective leader. Good leaders develop through a
never ending process of self-study, education, training, and experience. To inspire
 workers into higher levels of teamwork, there are certain things one must have, know,
and, do. These do not come naturally, but are acquired through continual work and
study.

 Adair J, 2002-He concludes that leadership is the ability to persuade others to seek
defined objectives enthusiastically. It is the human factor which binds a group
together and motivates it towards goals.

 Prentice (1961)- In this leadership as the accomplishment of a goal through the

direction of human assistants and a successful leader as one who can understand
people’s motivations and enlist employee participation in a way that marries
individual needs and interests to the group’s purpose. He called for democratic
leadership that gives employees opportunities to learn and grow without creating
anarchy.

 Mintzberg (1973)- He studied that leadership role is one of ten managerial roles,
albeit the most important one. The other nine managerial roles are: figurehead,
liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler,
resource allocator, and negotiator.

Research methodology

It is concerning with which methods should be used in order to produce a scientific

contribution to a study or research. Methodology is the systematic, theoretical analysis of the
methods applied to a field of study. It comprises of theoretical analysis of the body of
methods and principles associated with a branch of knowledge. Typically, it encompasses
concepts such as paradigm, theoretical model, phases and quantitative or qualitative
techniques. It gives a description of the need and importance of the study, statement of the
problem, scope of the study, objectives and the hypotheses, research design followed by the
sample of the study, the instruments which were employed to obtain the empirical data and
other relevant information’s necessary for the study and the methods of analysis of the
gathered data to meet the objectives of the study.

Scope of the study

The present study aims at the perception and practice of leadership styles and characteristics
of Private Organisations. This study also analyzes the extent quality of Leadership in the
organization as the driving force and leading or guiding force of all business activities in the
study area. The study covers behavioural aspects in terms of Character orientation, people
orientation, task orientation and process orientation. Though, there are different types of
leadership styles, each and every organisation will adopt suitable leadership style according
to their suitability.

Aim and Objectives of the Study

Aim
 The aim of the present investigation is to study the Perception and Practice of Leadership
Styles and Characteristics of Private Organizations.

Objectives

 To find out how professionals in private organisations perceive and practice

leadership styles.
 To identify the different characteristics of leadership among the professionals.
 To study the impact of demographic factors on the practice of leadership styles.
 To analyse the interrelationship among the identified characteristics among selected
HR professionals.

Company profile

Syngene international ltd

Biocon limited is an Indian biopharmaceutical company based in Bangalore, India. The
company manufactures generic active pharmaceutical ingredients (APIs) that are sold in over
120 countries across the globe, including the developed markets of the United States and
Europe.

Syngene international ltd., a subsidiary of Biocon established in 1993, is India’s leading CRO
and offers integrated discovery and development services with capabilities in medicinal
chemistry, biology, in vivo pharmacology, toxicology, custom synthesis process R&D, GMP
manufacturing and formulation development for small and large molecules. Syngene supports
R&D programs from lead generation to clinical supplies. They are currently offering these
services to over 250 clients globally. These services are offered on a strong platform of
confidentiality and intellectual property protection. There, highly experienced scientific and
strong project management teams ensure execution of projects in a timely and cost effective
manner with high standards of quality. There animal facilities are GLP (good laboratory
practice) certified by the Indian authorities and also AAALAC accredited.

As Syngene international limited is a contract research company, the company is engaged in

providing contract research and manufacturing services in early-stage drug discovery and
development to pharmaceutical and biotechnology companies. Its services include discovery
chemistry and biology services, toxicology, pharmaceutical development, process
development/manufacture of intermediates, active pharmaceutical ingredients and bio-
therapeutics. Its services encompass integrated, discovery and development services for novel
molecular entities (NMEs) across industrial sectors, including pharmaceutical,
biopharmaceutical and biotechnology, among others. It specializes in conducting discovery
(from hit to candidate selection), development (including pre-clinical and clinical studies,
analytical and bio-analytical evaluation, and stability studies) and manufacturing (scale-up),
pre-clinical and manufacturing supplies). It serves clients ranging from multinational
corporations to start-ups.

Vision

“To be a world class partner delivering innovative scientific solutions”

Core values

 Integrity:
To be ethical, honest and transparent in all we do.
 Excellence:
To commit ourselves to the highest levels of scientific and operational excellence
 Professionalism:
To practice the highest degree of professionalism by encompassing attributes such as
accountability, reliability and customer focus.

Syngene’s stakeholder commitment

 Customers
 To meet their current and future requirements by providing world-class talent,
infrastructure and systems.
 To deliver sustained quality and productivity.
 To provide flexible and effective partnership models.
 Employees
 To ensure a safe and sociable working environment.
 To offer work opportunities with high-performing teams.
 To develop scientific, managerial and leadership skills and cultivate professional
competencies.
 Society and environment
  To safeguard the environment by reducing waste, controlling pollution and
creating eco-friendly products.
 To support community health and wellness programmes.
 Patients, Physicians and Providers
 To maintain the highest standards of ethics with regard to patient care.
 To conform to best ethical practices envisioned for physicians and providers.

The Syngene Advantage

 Ability to adapt to industry-specific expertise:

Significant expertise in offering services to diverse industries
 World-class offerings with India cost advantage:
World-class infrastructure, quality systems, scientific standards and productivity
 Customisation of resources with flexibility:
Customised, dedicated resources with flexibility to up-or down-regulate
 Ability to attract an experienced scientific talent pool:
Scientific talent pool with relevant expertise and experience
 Variabilisation of resources:
Converting fixed R&D and manufacturing costs to variable costs for our partners

Awards for excellence

 Certificate of excellence for export achievement 2001&2002.

 Top exporter sector 2002.

 Bio-Spectrum 2005, 2007&2008.
 ‘Bangalore Bio’ Bio excellence award 2008&2009.
 Best Bio-services Company of the year 2009.
 ‘Workplace assessment conditions’ (WCA) achievement Award 2011.
 ‘Silver EDGE’ Award 2011&2014.
 CIO100Award 2011, 2012&2015.
 ABLE (Association of Biotechnology Led Enterprises) 2013.
 Diamond Sponsor 2013.
 EHS best practices award 2014.
  SAP Ace Award 2014.
 Level 1 Laboratory certification 2014.
 Organization with Innovative HR practices Award 2015.
 Bangalore India Bio 2015.
 Dynamic Enterprise of the year 2016.
 CII Award 2016.
 Best Contract Research Organisation (CRO) Provider 2017.
 Bio Services Excellence Award 2017&2018.
 Runners-up in the Best CRO Category at the World ADC Conference 2017.
 Healthcare Company of the Year 2017&2018.
 Best Bio-processing Award 2018.
 World HRD Congress Award 2018.
 HR Excellence Award 2018.
 India Pharma
 Award 2019.
 Utthama Suraksha Puraskar 2019.
 CMO Leadership Awards 2019.
 FICCI CSR Award for Environmental Sustainability 2019.
 Safe Workplace Champion Award 2019.
 Best Leadership Development Program for Middle Management Award 2019.

Wide Industry Coverage

 Pharmaceuticals
 Biotech
 Nutrition
 Agrochemicals
 Animal health
 Specialty chemicals
 Consumer goods

 Academic and non-profit organizations