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Provide an integrated end-to-end therapeutic discovery services encompassing drug discovery, pre-clinical and clinical development capabilities across technologies, platforms, disciplines, disease areas and therapeutic modalities.
As a means to offer end-to-end drug discovery services to the client from under one umbrella, Syngene has reorganized its discovery services, Synvent, dedicated centers, pre-clinical and clinical development capabilities into a single division. The resulting new operating structure, now called Research Services, has exhibited a solid performance despite market headwinds. The function has laid a deep focus on productivity improvement and automation particularly in its chemistry and DMPK services that led to substantial gains by providing cost advantage. Syngene has also consolidated its research offerings into two distinct business models, Competitive and Differentiated. The Competitive Business Model focuses on value creation through the combination of strong technical execution, high productivity metrics matching or exceeding the leading global CROs, and competitive pricing based upon establishing the lowest cost to serve position enabling competition on price when necessary. By contrast, the Differentiated Business Model creates value through value‑added service offerings featuring sophistication in problem solving and innovation, capabilities and subject matter expertise uncommon in the CRO marketplace, and creative business terms.
Over the next one year, Research Services plans to achieve a globally competitive efficiency and scale through improving productivity and automation. Automation and digitization such as cloud Electronic Lab Notebook (ELN) will steer the function at every step from client engagement and agreements through data and collaboration reports towards enhanced productivity and customer centricity.
Research Services will build differentiated platforms and capabilities that will drive augmented value in the organization driving clients to Syngene. The AI drug discovery platforms SynAI™ and QSAR modeling platform SARchitect™ will be further enhanced enabling more efficient drug discovery systems.
It will achieve this by building a foundation of operational enablers such as people first leadership and management ensuring a highly engaged, dedicated and productive workforce. The operational enablers coupled with automation, digitization and building differentiated platforms will enable research services continue its growth and continue long-lasting relationships for dedicated centers.
Utilize existing Chemistry, Manufacturing, and Controls (CMC) capabilities and commercial manufacturing, while also developing innovative technologies, to establish a fully integrated, cutting-edge small molecule development and manufacturing service provider.
Syngene is committed to building small molecule CDMO (SM CDMO) business and over the past year, has progressed well on its multi-year transformation journey. Over this past year, Syngene has implemented multiple strategic shifts set out in as part of broader SM CDMO plan.
Syngene restructured its SM CDMO operating model with the integration of small molecule development and manufacturing into a single division providing end-to-end services for small molecule process development, clinical and commercial manufacturing. It now mirrors how the clients approach their commercial manufacturing requirements. Syngene has improved its operational efficiency and strengthened customer focus by implementing a ‘follow-the-molecule’ approach.
These measures have led to higher capacity utilization across all assets, increased number of pilot projects in PRD, robust pipeline of large pharma customers, scale up of process development capabilities and the securing of deals that are helping to build additional momentum in line with the division’s long-term vision.
Over the next year, Syngene plans to expand its Total Addressable Market (TAM) in SM CDMO by enhancing the focus on small-mid biotech while continuing to strengthen large pharma engagement. The division will expand further on early-stage development projects to build on ‘follow-the-molecule’ approach. Syngene will also invest in building a deep presence in select set of new technologies to build a scalable and differentiated business.
To improve service levels, reduce process inefficiencies and improve productivity, Syngene will adopt digital/AI and also lean / six sigma principles across the value chain.
Implement a comprehensive strategy for biologics development and manufacturing, establishing a seamless, one-stop-shop capability that covers everything from drug discovery to commercial production.
Unit 3 that was acquired in the later part of FY24 was operationalized this year providing Syngene an additional 20,000 liters of installed biologics drug substance manufacturing capacity and also a commercial scale, high speed, fill-finish unit – an essential capability for drug product manufacturing. The facility started seeing traction in customer interest and is set to become an important facility for Biologics function of Syngene.
Syngene further acquired a biologics drug substance facility in Baltimore, its first ever manufacturing facility in the U.S.. The acquisition is expected to expand Syngene’s growing global biologics footprint to better serve its customers across both human and animal health market segments. The new site will increase Syngene’s total single-use bioreactor capacity to 50,000L for large molecule discovery, development, and manufacturing services. Additionally, it will provide Syngene’s customers with continuity of supply from its four development and manufacturing facilities located in India and North America, offering services ranging from cell line development, process optimization and both clinical and commercial supply.
The division has also pursued high yielding cell line development and achieved an yield of 9g/l.
As a testament to its progress, Syngene won Asia Pacific Biologics CMO Excellence Awards 2024.
The biologics manufacturing market is thriving, presenting Syngene with a significant opportunity due to its extensive capacity, expertise, and experience. With increased capacity and capabilities, the focus will be on expanding the core business in both human and animal health, as well as to enter into emerging technologies and modalities. With new manufacturing plant in its hold in the U.S., Syngene plans to operationalize the plant by second half of 2025. Alongside enhancing capabilities in technology and personnel, Syngene will continue to strengthen supply chain resilience and build technology enabled interventions to reduce costs. Additionally, progress will be continued in the digitization journey by integrating manufacturing systems and automation into operations.
Drive execution excellence through improved reliability, speed and efficiency to enhance customer delivery and satisfaction.
Execution excellence is about impeccable delivery to our customers, actively listening to them and improving continuously.
We continued our commitment to building company-wide capabilities. We trained 1,600+ individuals in Lean and Six Sigma programs, progressing from White Belt to Black Belt levels. Additionally, through Synpro Academy, we expanded project management capabilities, training 250+ individuals. Further, we made progress in connecting capability to culture through the iConnect kaizen portal and kaizen league that resulted in 2,600+ kaizen ideas in FY25.
Syngene earned the prestigious 5S certification from JUSE and QCFI, becoming the first company in India in the Pharma and Life Sciences industry to achieve this milestone. A kaizen initiative on sustainable hazardous waste management received the Gold Award at the International Convention on Quality Control Circles (ICQCC-2024). During the year, we received 41 external awards for achievements in Lean Six Sigma, Kaizen, Process Innovation, and Operational Excellence.
Overall, we maintained strong delivery performance, developed deep customer understanding, built capabilities, fostered desired culture and generated validated cost savings in partnership with teams from across the company.
We will continue to integrate project management, service management, and operational excellence to drive execution excellence and deliver value to our customers. We will focus on simplification, learning, and customer-centricity with an objective of creating a culture and mindset of striving to become better every day.
Simplification, across the organization, would be driven through an improved daily work management system. Capability building and learning would be made more powerful by linking it to visible outcomes. These engines of simplification and learning would be directed clearly towards creating value for our customers helping us become their preferred partners.
Build a future-ready, high-performance organization by nurturing leadership at all levels, fostering holistic employee well-being, and driving a culture of continuous growth and innovation.
Building on FY24’s strong foundation, Syngene has made significant strides in becoming a high-performance organization by embedding strategic talent development, holistic well-being, and leadership excellence across all operations. Our “My Future Plan” initiative has transformed into a cultural cornerstone, empowering employees to align their career aspirations with business goals through structured connect conversations, development programs and regular talent reviews, strengthening our internal scientific and leadership pipeline. The launch of “Thrive360,” our comprehensive well-being program spanning physical, mental & emotional, social, financial, workplace culture, and career dimensions, has driven measurable improvements in engagement, productivity, and retention. A key milestone was establishing the Syngene Management & Leadership Academy, which introduced “Aspire – Leadership Growth Programs” to systematically develop leadership capabilities at all levels, supported by robust succession planning that now extends beyond leadership to all business-critical roles. Complementing these efforts, we deepened collaborations with premier academic institutions, enriching our talent pipeline with fresh perspectives while maintaining a balanced approach to internal development and strategic external hiring. Together, these initiatives have accelerated our journey toward organizational resilience, inclusive leadership, and sustained high performance.
As we advance into the next fiscal year, Syngene is committed to fostering a future-ready organization by accelerating scientific learning through cutting-edge digital platforms and cross-functional knowledge-sharing initiatives, ensuring our workforce remains at the forefront of biopharmaceutical innovation. We will continue building an agile and adaptive organizational model, empowering teams with faster decision-making and data-driven structural refinements to enhance responsiveness in a dynamic industry landscape. At the same time, we are doubling down on employee retention and engagement by offering personalized career growth plans, robust recognition programs, continuous feedback mechanisms, and a strong emphasis on work-life harmony through initiatives like Thrive360. By integrating scientific excellence, organizational agility, and a people-first approach, we aim to solidify Syngene’s position as a leader in the CRDMO space - an organization where talent thrives, innovation flourishes, and sustainable growth is driven by a high-performance culture aligned with our long-term vision.
Syngene is committed to responsible and sustainable growth, ensuring that its ESG standards meet the evolving expectations of clients, investors, and stakeholders. Our ESG strategy is a key enabler of long-term value creation, embedding environmental stewardship, social responsibility, and robust governance across all aspects of our operations.
In FY25, Syngene made significant strides in advancing its ESG agenda. A major milestone was the validation of our nearterm greenhouse gas (GHG) reduction targets by the Science Based Targets initiative (SBTi), confirming that our Scope 1 and 2 commitments align with the 1.5°C pathway of the Paris Agreement. We also committed to engaging suppliers responsible for 81.6% of our Scope 3 emissions to adopt SBTialigned targets within five years.
Our ESG governance framework was further strengthened through enhanced disclosures aligned with the Global Reporting Initiative (GRI) and the Sustainability Accounting Standards Board (SASB).
Syngene’s ESG performance received strong external recognition:
We maintained steady progress toward our five-year ESG targets. Strengthening water security remained a key focus, with the completion of a baseline assessment of the water network at our Bengaluru campus to identify and address areas for improvement. Under the Social pillar, we launched Thrive 360, a holistic employee wellbeing program. Syngene earned ‘Supplier Partner’ membership with the Pharmaceutical Supply Chain Initiative (PSCI), underscoring our commitment to responsible sourcing ACS memebership.
Operating responsibly is central to Syngene’s culture and growth strategy. As we expand into new areas of research, development, and manufacturing, we continue to leverage innovative technologies to reduce environmental impact and strengthen community engagement.
Our commitment to the Science Based Targets initiative reflects our focus on sustainable growth. In FY26, we will advance ESG integration through a Double Materiality assessment, aligning our priorities with stakeholder expectations and business risks. Initiatives like the My Green Lab pilot promote sustainable lab practices, setting the foundation for wider implementation.
Diversity and inclusion remain key to our workforce strategy, with efforts to enhance gender balance and disability inclusion. We are also deepening customer alignment by embedding ESG into sourcing decisions and launching a supplier decarbonization program to support partners in improving sustainability performance, bolstering the resilience of our supply chain.
