R C Juneja
R C Juneja (CEO & Chairman, Mankind Pharma LTD.) speaks to Shipra Sharma on his pursuit of serving mankind through business and the resulting career journey.
Man is not on the earth solely for his own happiness. He is there to realise great things for humanity; famously remarked Vincent Van Gogh. Such is the belief of Mr. R C Juneja.
Mr. Juneja, is the driving force behind this rising juggernaut, whose vision and unrelenting perseverance has made Mankind a force to reckon with. In fact, his personal life could be a source of inspiration to many. A science graduate (BSc), hailing from Meerut, Mr. Juneja started his career in 1974 with Kee Pharma as a Medical Representative. Then at Lupin, he worked at the capacity of a Manager before setting up his own outfit – Mankind Pharma in 1995.
The first successful venture by him was that of BestoChem Formulations. It was a joint venture by the three brothers of the family and presently, it is managed by Mr. Vijay Prakash Juneja.
It was only in 1995 and with a capital of INR 50 lakhs, that the seed of Mankind Pharma was sowed. A reminiscing, Mr. Juneja says, “Mankind was launched as a very small entity in Meerut with about 20 products, which mainly included vitamins, pain-killers and antibiotics. The goal for this pharmaceutical organisation has been the same since day one, which is to help the community to lead a healthy life through two parallel objectives: formulating, developing and commercialising medicines, and delivering affordable and accessible medication that satisfy urgent medical needs.”
Mankind Pharma has played a progressive role in providing cost effective health solutions in the last one and a half decade, which has helped them sustain competition and be at par with the latest trends in the industry.
Mr. Juneja attributes their stupendous growth to the fact that, “sharing fortunes within the company amongst all employees is highly valued.” Citing an interesting and a heartwarming case he says, “We encountered a very unfortunate accident in the recent past. One of our managers succumbed to cancer last year. It was upon us to get his daughter settled. Compensation was immediately doled out and things were arranged for the mother daughter duo.”
Mr. Juneja also believes that the incentive policies are such that it makes his employees work hard. “We always think about the patients, the consumers and hence we have always lowered the price bands,” informs he. He also wants to build a charitable hospital in Meerut for the underprivileged.
Transparency is what Mr. Juneja firmly believes in. He says that following an open door policy at work has helped him connect better with his employees and since they are free to discuss issues with him there is harmony at work. “Ours is like a family working together,” says he.
Mankind subscribes to the equal opportunity principle and respects merit and empowerment of all professionals, regardless of their experience or socio-economic background. With that comes the special training for all employees. People are trained through development-oriented programmes.
The training programmes for employees exist at all levels of the organisation. These include, class room training, including a 25-day training programme for new members in sales; refresher courses to update the field force’s product knowledge; as well as, management development programmes to polish acquired skills.
Referring to the current trend of outsourcing in the Indian pharma industry, Mr. Juneja maintains that many factors have contributed to the outsourcing attraction, namely, highly-skilled doctors, trained paramedical staff and a strong research infrastructure. Pharmaceutical consulting firms attribute the growth in pharma sales to transitional disease profiles, better access to medicines and growing public health programmes. “The scope of growth is tremendous,” concurs he.
He further adds that, the world continues to witness significant shifts in the global pharmaceutical market landscape with Asia-Pacific emerging as the fastest growing pharmaceutical market over the recent past. With low costs and favourable regulatory environment, the region has seen significant developments in the field of contract manufacturing, particularly in generics and APIs. “We now want to mark our presence in former CIS countries of South East Asia, Africa and Latin America and become the number one pharma company in India by 2015.” However, he shares that a number of major pharma companies are emulating their model and Mankind is well aware of this fact. Therefore, they keep revising strategies to suit the flavour of the trend.
The company is aggressively expanding its domestic sales through existing divisions, namely Discovery Mankind and Life Star too, as a business strategy. Mr. Juneja feels that it is a personal victory for him to have come a long way, so fast.
He believes that it is essential to be a flexible leader, with a positive attitude to prosper in corporate scenario. Sitting at top of the ladder, he has never missed out on family time. He switches of the phone and prefers home cooked food. His ideal holiday is where he could spend time with his family.
For this prosperous entrepreneur, the goal is to get the ball moving in the right direction. It is important to have right attitude and positivity around to flourish and to remain upbeat with industry trends and practices. “Being honest and working with the best of your intentions can bring you desired result. Hard work never fails,” concludes Mr. Juneja on an optimistic note.