Micro Labs, a leading manufacturer of pharmaceutical products, has cemented its place among India’s fast-growing transnational healthcare businesses. “It’s a family business,” says Dilip Surana, Chairman and Managing Director of Micro Labs Limited. “I joined the business around 1982, as I was the eldest son and my father was not keeping too well,” he explains. “When I joined, we were on a very small scale, in the southern part of India, but today we have field staff around 6,000 people strong.”

Micro Labs’ significant growth under Dilip’s directorship is testament to the dedication his employees have to the business. From just one manufacturing plant in Bangalore — where its headquarters are located — Micro Labs has expanded to operate 17 manufacturing plants in India. The company has also extended its remit from only producing complete formulations, and now has an extensive research and development department, with several R&D centres across India.

The company now also exports to more than fifty countries, including the USA and Australia, as well as countries in Europe and Africa. The focus of the company has expanded from a single segment to now cover cardiology, dermatology, ophthalmology, psychiatry, neurology, and antibiotics.

This global presence and broad focus has helped Micro Labs to continue its strong rate of growth, with better cost efficiency, turnover, and ease of building up brands among the benefits. When asked about the reason for his company’s success, Dilip points squarely at the staff. His management style ensures he is fostering his people and their talent, always aiming to get the best out of them, while also providing the best conditions for them.

“We have identified training as one major factor, which has really improved the skills of people and which gets the best out of them,” he says. “We have a lucrative incentive scheme, and we ensure that people earn much more as they progress in the company. We believe in internal promotions, and as a policy we try as much as possible to promote people internally, rather than hiring externally.”