3.4 Board of Directors
|Mr. Samson H. Chowdhury||Chairman|
|Mr. Tapan Chowdhury||Managing Director|
|Dr. Kazi Harunar Rashid||Director|
|Mr. Samuel S. Chowdhury||Director|
|Mr. Anjan Chowdhury||Director|
|Mr. Kazi Iqbal Harun||Director|
|Mrs. Jahanara Chowdhury||Director|
3.5 Human resources
In its efforts for human resources development in all spheres of its activities the company offered various courses of training. The company conducted in-house courses of different duration for upgrading skill of 395 employees during the financial year of 1998-1999. 22 employees were sent to various local institutes for training on different topics, 7 employees were sent abroad for training/attending seminars/symposiums on various subjects including general management, 3 expatriates were also invited for holding various discussion forums for officers/staff of the company.
Manager and above
The Supervision Ratio
Span of Supervision
1 : 3
1 : 4
3.6 Activities of Key Functional Departments in SPL
As per the latest organogram SPL had 20 (twenty) functional departments for its operation. The names of the departments are as follows:
The following departments manage domestic marketing operation:
The following paragraphs describe the key functions of the above-mentioned Departments:
Information Technology (IT) Department
The main functions of IT Department are as follows:
Medical Services Department (MSD)
The main functions of MSD are as follows:
Arranging clinical meeting with the physicians on different products
Provide answers to different queries of the physicians through mail or telephone
Arranging education programs for the rural medical practitioners
Publishing of medical journals
Arranging of special promotional campaign of different products
Product Management Department (PMD)
PMD is the core and centralized department for managing the total marketing effort. Basically PMD performs the all planning, implementation of plans as part of marketing management functions. The two key functions of PMD are as follows:
To this end PMD undertakes all relevant activities including the following:
Ensure smooth distribution of products to all over the country
Collection of payments from the customers
Performs functions as the representative of SPL at the depot level.
Maintenance of vehicles and depots
International Marketing Department
Exploration of new markets all over the world
Operating of export business in the different countries
Provide training to field forces in overseas countries
Provide all types of documents for registration of SPL’s products in overseas countries.
Market Research and Planning Cell
Performing market survey on the Bangladesh Pharmaceutical Market
Regular prescription share analysis and report generation for SPL market share analysis.
Performing different market research work on different issues
Provide all kinds of support to Field Colleagues in effective planning in the market level.
Quality Management and Audit
Ensure the practices of Quality Management System (QMS) at every stage of operations of SPL in full compliance with ISO 9001.
To monitor the activities to ensure compliance with defined quality policy at every stage of business.
Develop process and instructions for continuous development of operations to increase productivity.
Production Planning and Inventory Cell (PPIC)
Prepare the monthly production schedule of different products
Maintain the inventory status of different raw materials and packaging materials
Technical Services Department (TSD)
Current performance of SPL
As on March 31, 2006 the corporate financial position of SQUARE was as follows:
|1. Authorized Capital||Tk.|
|2. Issued, Subscribed and Paid up Capital||Tk.|
|3. Reserve/Surplus (Retained Earnings)||Tk.|
|4. Share Premium||Tk.|
|5. Long Term Loans||Tk.|
|6. Number of Shareholders (2006)|
The following three years financial data proves that SPL is operating through maximizing the shareholders’ benefits.
(Figures in thousands)
Value Added Tax
Net Profit before Tax
Net Profit after Tax
Earning per Share
Dividend per Share
The actual production of the various categories of products (except inhalers) including chemicals increased substantially leading to higher capacity utilization as summarized below:
% age increase / (Decrease)
The capacity utilization rate in some areas of production decreased due to strategic changes in favor of increased production of higher value added products in each category resulting in higher turnover in value.
Despite numerous oddities and complex artifices usually associated with a state-of-art plant, the management is in the final phase of implementation of the project with the planning, supervisory and technical support form the consultants e.g. M/s Bovis Lendles and Tanvec of UK and KUPPA collaboration of Thailand, though the target of commissioning had to be revise / shifted a few times in the past. It may be appreciated that the project in hand is only of its kind in the region with USFDA and EU pharmaceutical manufacturing standards requiring highly rigid and unquestionable quality of materials, workmanship, and performance. The process of implementation has often suffered from various hazards of communication, transports, movements and planned accomplishments was not achieved fully due to malfunctioning of ports, airports, airlines, shipping services, etc. Due to carious reasons as are rampant in the country since the project was taken in hand. Considering all these factors and the technical complexities of such a project as well as non-availability of requir5ed man-machine-material in Bangladesh, the delay in implementation of the project would not be termed unusual and abnormal. It may also be mentioned that the consultants also had often failed to identify and consider every possible situation in Bangladesh. In spite of these the unit is scheduled to start functioning by end 2001.
During the year 2005-2006, an amount of Tk. 807,016,104 has been invested on various heads as detailed below:
|Particulars||As on 31-03-05||As on 31-03-06||Increase|
|1||Land & Land Development|
|3||Imported Plant & Machinery|
|5||Interest during Construction Period|
The remaining implementation work is expected to be now completed by end of 2004 at an estimated final cost of Tk. 1,830 million and commence production thereafter.
Square Dhaka Unit Project work was started from October 1996, which completed by end of March 2000. After technical review and in the best interest of the project in order to achieve quality work as State-of-the-art facility to meet the requirement of the USFDA/MCA Good Manufacturing Practice the original project completion schedule had to be extended.
The Dhaka Unit New Pharmaceuticals Production Facility at Kaliakoir is going to be one of its kind in the country to face the challenge of free world market in the beginning of new millennium.
The State-of-Art Facility incorporated certain basic requirement in the area of Purified Water System. Floor Construction, HVAC System Process Equipment and Validation/ Qualification Documentation as stipulated by USA, EU and other developed countries.
The company’s export drive is being continued with great stress. However, there are number of problems in exports of medicines from Bangladesh. As a result, the value of exports in Taka declined by 9.1%. To counter this in future, registration process of products for export purposes has been initiated in few more countries. The company expects to make a break through in exports when the Dhaka Unit is commissioned.
(Taka in ‘000)
|Year||Turnover (Gross)||Exports||% age of gross turnover|
The company has so far been able to enter into the markets of Russia, Pakistan, Sri Lanka, Myanmar, Nepal, Combodia. It is expected that after the Dhaka Unit goes into production the company will succeed in entering the markets of developed countries with expanded share of exports.
The operating financial results of the company for the year under report as compared to the previous year are as follows:
Figure in thousand : BDT
Square Pharmaceuticals Ltd. has a very good working environment where the employees get enough opportunity to show their ability and creativeness. Its communication channel is superb. Informal channel of communication is very active. Many interdepartmental issues are solved in informal meetings, often over a cup of tea. Introduction of LAN has smoothened the process.
Every member of Square Pharmaceuticals Ltd. feels like he or she is a member of the Square family. This family feeling is a big asset for this company. Most of the employees are dedicated and motivated to work. Since good performance is always highlighted and creative ideas welcomed people are eager to contribute their best.
Square Pharmaceuticals Ltd. believes in honesty in every phase of business. The management promotes this idea to its workers. The image of the company is also good all over the country. Customers all over the country recognize Square as a quality company and an honest company.