When I assumed charge as Director of the National Institute of Pharmaceutical Education and Research (NIPER), Mohali, my vision was clear: to transform the institute into a true centre of excellence in pharmaceutical education, research, and skill development. By 2018, these efforts bore fruit when NIPER Mohali was ranked No. 1 in the country under the NIRF (MHRD) Rankings in the Pharmacy category.
NIPER was established with the mandate of nurturing advanced education and cutting-edge research in pharmaceutical sciences. Building on that foundation, my tenure focused on expanding academic innovation and strengthening industry relevance. A major milestone was the advancement of two promising molecules for malaria treatment for joint development, reflecting our emphasis on translational research with global impact.
International collaboration was a key priority. Following the visit of a Joint Secretary from the Ministry of External Affairs, NIPER was entrusted to conduct a specialised programme on Regulatory Affairs for African regulators. This first-of-its-kind initiative not only enhanced India’s scientific diplomacy but also established NIPER as a global partner in healthcare capacity building. Alongside, we launched intensive skill development programmes for NIPER students in collaboration with the National Institute of Biologicals (NIB).
Several internal reforms reshaped the institute. For the first time, scientists were officially entrusted with teaching responsibilities and permitted to apply as Principal Investigators for independent projects—empowering them to bridge pedagogy with research. In-house training programmes on Good Manufacturing Practices (GMP) and Regulatory Affairs were initiated at the Technology Development Centre (TDC), building a culture of compliance and practical knowledge.
Recognising excellence became an institutional priority. During Foundation Day celebrations, outstanding performers were awarded prizes and certificates of appreciation, fostering a culture of merit. Scientists were also deputed to national and international skill development programmes, ensuring their continuous growth.
Infrastructure and curriculum saw tangible progress. A technical and safety audit of the TDC–API Plant was conducted to reinforce compliance standards. Meanwhile, a new audit course on Drug Metabolism and Pharmacokinetics—developed with inputs from Bristol-Myers Squibb and the University of Washington—was launched to overwhelming student response.
NIPER also embraced social responsibility. For the first time, a National Service Scheme (NSS) unit was established, while National Pharmacy Week and World Pharmacist Day were formally celebrated—integrating NIPER into the global pharmacy community. Regional collaborations were strengthened through MoUs with ISF College of Pharmacy, Moga, and Guru Nanak Dev University, Amritsar, paving the way for joint teaching and research.
Yet, these initiatives were not without resistance. Efforts to formalise MoUs and partnerships were repeatedly stalled at the Board of Governors (BoG) level, particularly under the chairmanship of Dr. V. M. Katoch. He insisted that all agreements and contracts be discussed only in Board meetings, causing procedural delays. Even when circulated by email, hundreds of pages of proposals often drew no meaningful input from members. The result was stagnation—agreements with reputed organisations were left hanging due to bureaucratic hurdles.
This frustration was not mine alone. Dr. M. R. Doreswamy, Chancellor of PES University and a BoG member, openly expressed disillusionment, writing to Dr. Katoch that “the very object of the BoG is totally defeated.” Indeed, meetings were dominated less by developmental priorities and more by litigation, allegations, and court cases. Excessive focus on internal disputes consumed the Board’s energy, leaving little room for advancing NIPER’s academic and research agenda.
Despite these challenges, NIPER Mohali moved forward decisively during my tenure. From launching global collaborations and industry-linked programmes to building a culture of recognition and reform, the institute strengthened its leadership role in shaping the future of pharmaceutical sciences in India.
