As global companies expand their innovation footprint in India, talent development is becoming a key priority. Pharmaceutical major AstraZeneca is reshaping its India workforce strategy to support a science-driven future while strengthening the country’s role in its global operations. The company is investing in AI skills, leadership programmes, and employee development initiatives to prepare teams for larger responsibilities across international markets.
For many years, India’s global capability centres were primarily viewed as cost-efficient operational hubs. However, they are now playing a more strategic role in research, technology, and enterprise innovation. At AstraZeneca, India supports multiple global functions including R&D, technology, commercial operations, and enterprise services. Amarpreet Kaur Ahuja, country head-HR, AstraZeneca India, said, “The presence of AstraZeneca in India is multifold, and to a large extent our presence in India spans various business lines and functions.” She added that the company’s talent strategy focuses on three priorities: “Our talent strategy is threefold. First, ensuring we deliver great employee experiences, with talent at the centre of all of it… Second, we foster personal growth and enterprise leadership across the ecosystem. Third, we enable an agile organisation with simplified and efficient ways of working.”
The company’s workforce in India crossed 4,500 employees in early 2025, supporting both local and global initiatives. Artificial intelligence has become a central part of its roadmap, with internal learning programmes designed to build AI capabilities through structured certification levels. “Our bold ambition is to be pioneers in science, to lead in our disease areas, and to transform patient outcomes, delivering 20 new medicines and being an $80 billion company,” Ahuja noted. Along with technical expertise, the company is focusing on adaptability and learning agility while hiring talent for future-focused roles.
Leadership exposure is also a major part of employee development. The company runs global leadership and mobility programmes such as Plan 100, which allows employees to take on cross-border assignments while continuing their existing roles. “It provides opportunities to colleagues who are doing their BAU roles to gain above-market exposure–across countries, roles, and positions–through stretch assignments,” Ahuja said. Attrition within the global capability centre remains below 5%, reflecting strong engagement efforts. The company has also been recognised as a Great Place to Work-certified organisation for more than 7 years, reinforcing its focus on employee experience and leadership development.
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