Chief People Officer

Chief People Officer (CPO) Venus Remedies Limited C-Level Leadership Profile Purpose & Vision Alignment Mission 2030 — the strategic blueprint for Venus Remedies' next chapter — places a specific and irreplaceable mandate on the people function: "To institutionalize professional governance, cultivate the next generation of leaders, and sustain a skilled, productive & healthy workforce." Three commitments. One person accountable for all three. That person is the Chief People Officer. At Venus Remedies, we do not manage human resources. We build an institution inside an institution — a place where every Venusian is continuously growing, deeply valued, and genuinely prepared for the future. In a company where products protect lives across 90+ countries, the quality of every batch begins not on the factory floor, but in the quality, readiness, and engagement of every person who walks through our gates. The CPO is the institutional architect of Venus's most enduring competitive advantage: its people. This role exists at the intersection of two imperatives that define this era of C-level transformation at Venus — Preserve the Core & Stimulate the Progress. Preserve what has made Venus great for 35 years: its culture of integrity, its commitment to compliance, its genuine care for every Venusian. And simultaneously stimulate the transformation that Mission 2030 demands: a future-ready workforce, professional governance systems that outlast any individual, and a leadership pipeline deep enough to carry this institution through the next 35 years. The invisible spine of everything this role does is a single question: How do we want our people to feel? Every system built, every policy written, every conversation initiated must be answered against that question first. Our People Reality Venus Remedies today is a 35-year-old pharmaceutical institution in the midst of profound transformation. We are 700 crores in revenue, 1,500+ Venusians strong, exporting to 90+ countries, debt‑free since FY21, and now assembling nine C‑level leaders who will guide our next chapter. Our people picture is one of genuine strength sitting alongside real opportunity. Our 1,500+ Venusians span manufacturing, quality, research, regulatory, sales, and corporate functions across three sites — Panchkula, Baddi, and TVC Dappar. They are committed, mission‑aligned, and deeply rooted in Venus culture. Yet only ~400 of them hold formal NSDC certification — a gap between capability and credentialing that must be closed at scale. Our C‑suite is being assembled, but several positions remain open — and the organization’s growth ambitions hinge on filling them with exactly the right people, not just capable ones. Three core functions serve Venus's people agenda today — each contributing in its own way. Our talent acquisition function (HRA) is strong at finding and bringing in people. It now needs to evolve its capability upward — becoming a function that can identify and assess C‑suite and senior leadership talent with the same rigor it applies to functional roles. Our talent management function (VSC — Venus Service Commission) is the custodian of the entire Venusian lifecycle — handling performance, compliance, salaries, and retention with professionalism and care. Our Skill Development department carries the mission of certifying every Venusian, making learning a daily rhythm, and promoting Venus's culture through regular engagement events and celebrations. Engagement, training, and cultural activities are happening across all three functions — the CPO's role is to elevate, integrate, and give them strategic direction. The real cultural challenge at Venus is not resistance that announces itself. When new systems, technologies, or processes are introduced, people rarely object. They participate. And then, quietly, they continue as before. Change that looks complete on the surface remains incomplete in behavior. The CPO must be a masterful change architect — someone who understands that genuine adoption must be designed, not declared. Until now, the people function has operated under the direct oversight of the Executive Director HR (ED HR). The CPO does not step into a vacancy. They step into ownership — taking full accountability for the people agenda, enabling the management to transition into strategic advisory roles while the CPO directly oversees all operational people decisions. This transition must be earned from Day 1. It requires credibility with the three department heads, alignment with the Director HR's deeply human approach to leadership, and the institutional confidence to make people decisions autonomously. The Opportunity This is not an HR role. This is an institution‑building role. As Chief People Officer of Venus Remedies, you join the C‑level leadership team at a moment of genuine organizational inflection. We are moving from a successful company into a lasting institution. That transformation is impossible without extraordinary people leadership. You will: Complete the C‑Suite — Your most immediate and critical mandate in Year 1 is helping assemble the remaining C‑level leadership team. As the strategic partner to the Director HR, you lead the identification, assessment, and onboarding of Venus's most senior talent — the leaders who will shape the next decade. Lead Three Departments as One People Movement — Integrate HRA (Talent Acquisition), VSC (Talent Management), and Skill Development into a seamless people ecosystem, where the journey from candidate to certified, growing Venusian feels designed and continuous — not disjointed across three separate departments. Drive Change That Actually Changes Things — Build change management that creates genuine behavioral adoption. When Venus introduces a new technology, a new process, or a new way of working, your job is to make sure the shift is real — not just acknowledged. Certify 1,500 Venusians — Own the strategic goal of 100% NSDC certification. Take Venus from ~27% to complete certification — making every single Venusian formally recognized, credentialed, and proud. Make HR an Intelligence Function — In alignment with Mission 2030, make data and technology the operating layer of every HR decision. Leverage existing HR analytics infrastructure — including Tableau dashboards already aggregating key workforce data — and build upon it to turn people data into organizational strategy. Build the Leadership Pipeline Below the C‑Suite — As C‑level leaders are assembled, the layer beneath them must be equally strong. Succession planning, high‑potential development, and career architecture are yours to design — ensuring Venus always has the next generation ready. Scope of Influence HRA — Talent Acquisition HRA is responsible for finding and bringing in the right Venusians — at every level, from frontline manufacturing to the C‑suite. As CPO, you elevate this from a reactive hiring function to a proactive, full‑spectrum talent engine: Executive Search & C‑Level Hiring : Lead the identification and assessment of C‑suite and senior leadership talent — building Venus's capability to find leaders who match not just a job description, but our organizational mission and cultural identity. Develop the market relationships and assessment frameworks that make this possible. Employer Branding : Build Venus Remedies' identity as a pharmaceutical employer of choice — at premier institutions, within the pharmaceutical industry, and across the leadership talent community. Make Venus a name that professionals respect and actively want to join. Pipeline Architecture : Design proactive talent pipelines for critical roles before vacancies arise — so Venus is never hiring reactively into positions of consequence. Hiring Quality : Implement structured, competency‑based hiring frameworks that improve the quality of every hire — reducing wrong hires that cost time, money, and team momentum. Campus & Lateral Strategy : Strengthen campus relationships for fresh talent pipelines; build industry networks for experienced lateral hiring across scientific, regulatory, manufacturing, and corporate functions. Time‑to‑Fill : Reduce hiring timelines without compromising standards — eliminate the organizational cost of positions sitting empty while work waits. VSC (Venus Service Commission) — Talent Management VSC — the Venus Service Commission — is the custodian of the entire Venusian lifecycle, from the day someone joins Venus to the day they retire. Performance Management : Design and drive a rigorous, human performance management cycle — one that creates accountability without destroying motivation. Feedback at Venus must stretch people, not shrink them. Managers must be equipped and willing to have the hard conversations that actually help people grow. Succession Planning : Build succession depth for every critical role — so Venus is never one departure away from a capability gap or an operational crisis. High‑Potential Identification : Create a systematic program to identify Venus's next generation of leaders early — and build structured, meaningful acceleration pathways for them. These are not lists on paper; they are living development journeys. Career Architecture : Design visible career paths across all functions — so every Venusian can see their future at Venus, not at a competitor. The organization that shows people where they're going earns their loyalty; the one that doesn't, loses them. Retention Strategy : Reduce attrition through proactive engagement, competitive total rewards, and genuine investment in people's growth. Every person who leaves Venus takes institutional knowledge and organizational trust with them. Onboarding Excellence : Transform the joining experience into the first powerful signal of what being a Venusian means — earning loyalty before the first performance review. Employee Relations & Grievance : Maintain harmonious, fair, and compliant employee relations across all sites — ensuring every Venusian has a clear, trusted mechanism for raising concerns, and every concern is addressed with integrity. Statutory Compliance : Ensure full, proactive compliance with all applicable labour laws — Code on Wages, EPF, ESIC, POSH, Factory Rules, Contract Labour regulations, Standing Orders — across every site, every function, and every category of worker. Compliance is not the floor; it is the foundation. Skill Development The Skill Development department is Venus's learning institution — the infrastructure that makes learning as natural as breathing. It is also responsible for conducting monthly events across the organization that promote Venus's culture and ensure employees stay engaged through festivities and celebrations. The CPO provides strategic direction to this function and ensures that culture gets proliferated through these engagements. NSDC Certification at Scale : Own the organizational goal of 100% NSDC certification — driving progress from ~27% to complete certification of all 1,500+ Venusians within 3 years. Every Venusian, formally recognized. Learning Culture : Champion Venus's vision of a place where something is always being learned, taught, and shared. Daily training should be the norm; the Venus Graduation Ceremony should grow in meaning every year. Future of Work Readiness : Ensure learning programs prepare Venusians for human‑AI collaboration — building judgment‑based, analytical capabilities alongside technical skills; helping the organization shift from manual execution to contextual intelligence and discernment. Culture Through Celebration : Ensure that monthly organizational events — cultural celebrations, engagement activities, and festive occasions — are designed to reinforce Venus's identity and keep the Venusian spirit alive across all sites. Train‑the‑Trainer Ecosystem : Build an internal cadre of Subject Matter Experts who multiply learning across the organization — making every expert a teacher. Venus Graduation Ceremony : Provide C‑level presence, recognition, and strategic direction to the flagship annual event celebrating certified Venusians. This is not an administrative event — it is a cultural statement. Change Capability : Use Skill Development as a vehicle for organizational change — building programs that don't just inform people about new ways of working, but develop the mindsets and habits that make new behaviors sustainable. Cross‑Cutting People Leadership Beyond the three departments, the CPO carries organization‑wide responsibility for the entire Venusian experience: HR Digital Transformation : Lead the implementation of HRIS, automated payroll, digital onboarding, and performance management systems. Leverage and expand upon existing Tableau‑based HR analytics dashboards — making data and technology the operating layer of HR in alignment with Mission 2030. Compensation & Total Rewards : Develop competitive, equitable, and performance‑linked compensation frameworks benchmarked against pharmaceutical industry standards — attracting the right talent and retaining the best Venusians. Decision‑Making Authority You will be empowered with: Full autonomy in all day‑to‑day people operations across HRA, VSC, and Skill Development Hiring decisions for all positions up to HOD level; joint decision‑making with the Director HR for HOD and above Compensation design authority within frameworks aligned with the Board and organizational financial discipline Policy development authority for all people policies, with alignment to Venus values and applicable law Vendor and partner selection for recruitment agencies, training providers, HRIS and LMS platforms, and HR consulting partners Budget management across the three departments, with accountability for HR cost efficiency and demonstrable ROI Future‑Readiness Requirements Experience & Knowledge 18–20+ years of progressive HR leadership, with at least 5 years in a CHRO / CPO / VP‑HR or equivalent role with full organizational accountability Experience in pharmaceutical, life sciences, or highly regulated manufacturing strongly preferred — understanding of GMP culture, regulatory workforce compliance, and NSDC frameworks is a distinct advantage Proven track record of building — not just inheriting — talent acquisition, performance management, and learning systems that scale Demonstrated capability in executive search and C‑suite talent assessment — including evaluating leaders for cultural fit, organizational alignment, and long‑term potential, not just competence Experience in HRIS implementation, HR automation, and people analytics — as a sponsor and decision‑maker, not just a user Track record in change management — specifically in environments where resistance is silent, adoption is behavioral, and change must be designed and measured Experience operating in a multi‑site, multi‑function HR environment covering manufacturing, quality, scientific, and commercial populations Leadership Capabilities Institution‑building mindset : Thinks in systems designed for the long term — builds processes that outlast any individual, including the CPO themselves Strategic acuity : Sees the big picture without losing connection to ground reality across three sites and 1,500 people Change leadership : Understands that genuine change is behavioral, not procedural — and has a genuine methodology for creating it, not just a framework for explaining it Executive presence : Can sit across from a Board of Directors, government officials, or industry leaders and represent the people agenda of Venus with clarity, credibility, and confidence Data fluency : Speaks the language of numbers — cost per hire, attrition rates, pipeline depth, training ROI — without losing the human perspective that makes those numbers meaningful Courage to challenge : Brings what the organization needs to hear, not what it wants to hear — especially on people risk, succession gaps, and culture health Emotional intelligence at scale : Manages a diverse, multi‑generational, multi‑site workforce with genuine empathy and fairness Personal Attributes Genuinely people‑first — not as a slogan, but as a daily practice. The CPO cares about how Venusians actually feel. Systems serve people, not the other way around. Selfless in service — HR leadership is service leadership. The CPO's success is measured entirely by the growth, development, and well‑being of others. Curious about the future — deeply interested in how work is changing and committed to helping Venus get ahead of it, not react to it Integrity without exception — models the compliance, transparency, and ethical behavior expected of every Venusian at every level Builder's energy — energized by building from the ground up, not just managing and optimizing what already exists Humble confidence — strong enough to own the people function with full authority; secure enough to learn from every Venusian, regardless of title or tenure #J-18808-Ljbffr

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