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The Rediff Business Special/ Bhai Mohan Singh

'Today, Ranbaxy is worth Rs 14 billion. This is all because of Pammy's dedication'

Bhai Mohan Singh, who established Ranbaxy as a pharma major, pays homage to his son, Dr Parvinder Singh, who made the company a force to reckon with in international markets. Dr Singh, 56, died of cancer on Saturday, July 3.

I spent the longest years of my life as a businessman with Dr Parvinder Singh. As the eldest son he was the first to join me in business; my other two sons were still studying. He joined the company in 1967 after he got his doctorate from Michigan university. While I relied more on my business acumen to build up the Ranbaxy empire, Dr Singh expanded that empire beyond international borders because of his administrative abilities.

As a chemist, he knew a lot more about the pharmaceutical industry then most of us. He was a hardworking man with no airs. When he joined the company in 1967 I made him manager, production, in the company. He was later posted to other departments as manager, marketing; manager, personnel etc. He was later appointed assistant general manager after he had completed two years.

I remember how endeared himself to all the employees in a short spell of time. Whenever he wanted to get some information from any officer, instead of asking him to come, Dr Singh would ring the concerned person and ask if he could come and see him. He did not take advantage of being the son of the company's owner.

That was Parvinder.

He later became general manager. As I grew older, I gradually started giving him more and more responsibilities. My other sons Analjit and Manjit were handling different outfits. He became the managing director in due course. Then he became vice-president and MD before he took over from me in 1993.

A few months before his death I casually asked him why he had not co-opted his elder son Malvinder on the company's board of directors, he smiled and told me I had also taken my time to make him a director. Little did he know that time would overtake him and it would be left for others to do this job.

Many people have asked why the company had appointed a professional manager to run the business. Dr Parvinder thought his son was too young to shoulder big responsibilities now and since he was not in good health, it was good to have a professional run the company.

Before handing over charge to Parvinder, I had divided my entire property into three equal parts. I did not tell my sons who would get what. In due course the problem sorted itself out when my sons told me they would like to continue with whatever companies they were handling.

His contribution to the world of pharmaceuticals will always be remembered by the Indian drug industry. As a result of his hard work, the company grew by leaps and bounds. A deeply religious man, Parvinder extended Ranbaxy to six countries where it has manufacturing facilities, 12 subsidiaries and 40 countries where its products are sold. Our products are sold from Guangzhou in China to Princeton, New Jersey, on the US East Coast. We employ over 7,000 people. Today, Ranbaxy is worth Rs 14 billion. This is all because of Pammy's dedication. He turned the company into an Indian multinational.

He was a perfect gentleman who did not wish anyone ill. He loved and respected his mother and father. He loved his sons and cared for them. Unfortunately, there some differences in the family at one stage, but they were sorted out amicably.

He was a good planner. His business instincts, though unusual, always proved correct. There is so much I can say not because he was my son and handled my business, but because he deserved every bit of praise. He was one of the best administrators I have seen in my life.

We -- he and I -- never treated our managers as subordinates. We treated them as colleagues. We were not the best paymasters, but we gave our employees love and affection. That is why they stayed with us for years. He was a good human being, kind towards one and all. May his soul rest in peace.

As told to Onkar Singh

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