Operational Highlights

Fortifying our capabilities

Several initiatives completed during the year have enhanced our agility, resilience and ability to create sustainable long-term value. We continue to work towards fortifying our capabilities as outlined under our strategic priorities.
Generic Drug Substances

During FY 2021-22, we have filed 5 USDMFs (Tafamidis Meglumine, Vilanterol, Elagolix Sodium, Linezolid, Aripiprazole Monohydrate (Sterile)) strengthening the GDS product pipeline. In addition to the US, DMFs were also filed in other key geographies around the world including Europe and Brazil. As we build a more differentiated product pipeline, it will enable us to create better value for our customers and command a higher premium for those products.


Scientific Capabilities

In the search for new knowledge and the next innovation, it is important to empower our scientists with world-class labs. During the year, our research capabilities were strengthened with the addition of sophisticated equipment and the deployment of the latest technologies across our various labs. Further, a new state-of-the-art Quality Control Lab was setup in Unit III in compliance with applicable quality regulations and standards and was successfully cleared the Brazilian Health Regulatory Agency's ANVISA inspection in Feb 2022.

In pursuit of our strategic priority to add scientific and technical capabilities that meet the emerging needs of customers, a Scientific Advisory Board has been formed. The Board is actively focused on bringing new technologies to Neuland. In addition to adding capabilities organically, the Board is also exploring the possibility of strategic collaborations with scientific organisations to deepen Neuland’s scientific prowess. The overarching goal is to build unique technical capabilities to become a more differentiated service provider.


Flexible and Modern Manufacturing

Aligned with our strategic priority of building agile manufacturing capabilities, we worked towards enhancing the plant infrastructure. The setting of multiple production lines was the key focus to effectively meet demand surge, provide a broad product range, and introduce new products seamlessly.

Given our high priority on improving plant flexibility, we are also modernising our equipment where required. A granular manufacturing modernisation plan has been drawn up to replace older equipment with new systems. This will enable us to ramp production volumes up and down to fit the demand of the market while also strengthening cost and quality competitiveness. To review the progress of our manufacturing capabilities, a Manufacturing Advisory Board has been set up.


Project Management

Our customers need constant updates on the status of their projects. It is also paramount that we are well-geared to meet their ever-changing needs. Our project management team enables us to deliver individual attention to each client and drive smooth project execution. They also work towards ensuring successful scale-up of projects it progresses along the development value chain. As we grow our CMS segment, where project management is particularly important, we will continue to enhance our project management capabilities.

During the year, several training programs were launched to build on the skills and expertise of our project managers. We continued to champion the customer outreach program for receiving feedback and taking improvement measures. Documentation and year-on-year review of customer feedback is enabling us to track our progress in driving superior customer satisfaction.

Another important initiative in alignment with our strategic priority was the setting of a new group called Project Management Office for effective governance and strategy execution.


Supply Chain Management

In a year that witnessed continuous global supply chain disruption due to multiple factors, our supply chain team ensured uninterrupted availability of raw materials through planning, forecasting and inventory stocking of critical items. A key highlight for the year was vendor de-risking for our key products to make our supply chain more resilient.

Important steps were taken for driving digitisation in our supply chain. We completed the implementation and adoption of PRM360 – a procurement portal and Gocomet – a shipment tracker system. PRM360 enables equal opportunity for all the vendors as they compete in an e-auction, while Gocomet provides customers better visibility on their consignments.

Aligned with our growing focus on ESG metrics, we are applying a rigorous selection process to choose only those suppliers that are committed to the statutory and other requirements of relevant environmental guidelines. This year, specific KPIs were identified for ensuring sustainable supply chain management at Neuland.


Digitisation and Robust IT Systems

We have embarked upon a digitisation roadmap to make our workplaces more efficient and secure.

As part of our digital transformation journey, a variety of digital and technology platforms are being deployed to better manage and deliver services and communicate with our customers, suppliers and people. During the year, we forayed into applications like Master Data Management (MDM), Customer Relationship Management (CRM) and Resource Management, among others. MDM acts as a single source of truth and repository for all business-critical data; CRM enables continuous customer feedback and Resource Planning helps in the optimal allocation of resources. All these initiatives will facilitate data-driven decisions for more agile operations.

We continued to be focused on the need to maximise the effectiveness of our information systems and technology as a business enabler. The implementation of VDI (Virtual Desktop Infrastructure) has been largely completed across the organisation. By enabling data storage at one single location, VDI has further strengthened data security.

Another major initiative was the implementation of AI-enabled Robotic Process Automation to automate repeated and mundane tasks. This is enabling us to drive higher productivity, enhance accuracy and channelise the freed-up time of our people towards value-added activities.


Quality Control Lab Automation

We are moving towards fully automated quality control (QC) labs through multiple digitisation projects. Laboratory Information Management System (LIMS), designed to electronically manage the entire cycle of testing and reporting of lab results, is under implementation across our QC labs at all three manufacturing sites. This shift to digital lab records will facilitate data traceability and retrieval, particularly useful while sharing data with regulators and customers. Our labs are already equipped with Quality Management Systems (QMS). Aligned with our strategic priority to embrace digitisation across the organisation, this digital transformation of our QC Labs will enable us to unlock greater efficiencies and strengthen our compliance culture. We also upgraded to the most advanced lab software across Unit-I and Unit-II for better compliance.


Neuland received the “IP Facilitator of the Year for Excellence and Innovation” Award from the Associated Chambers of Commerce and Industry of India (ASSOCHAM)