The pharma sector is racing to innovate but running on shifting sands, battling almost constant change in the market, in regulation and to employee expectations. In this article, we explain how pharma companies can build resilience by creating highly adaptable, tech-enabled workplaces that don’t compromise on quality.
After the shock of the pandemic, the upheaval of Brexit and the impact of inflation on supply chains, the UK pharma sector is looking for stability. In a competitive market, that means reducing costs and keeping the product pipeline flowing, which in turn means being the first choice for top talent.
The most resilient pharma workplaces create stability by staying highly responsive to change. They adapt continually to the changing expectations of employees and anticipate future technology developments, transforming productivity and speeding up the discovery of essential medicines.
Employee expectations have changed immeasurably, with knock-on effects on workplace strategy. Today’s pharma talent is looking for more than a good salary and a big brand. They’re also looking for a deep sense of purpose and a strong focus on wellbeing.
In 2023, research we completed with YouGov for our Work Experience Tracker exposed the concerns of the post-pandemic employee. Among respondents from the pharma sector, 23% reported poor mental and physical health, and 19% were ‘quiet quitting’ by doing the bare minimum. However, the chance to see co-workers was one of the top reasons for coming into the office, making socialising a more intrinsic part of workplace happiness than it was before hybrid working. But how can pharma companies capitalise on this desire for connection while keeping one eye on the budget?
In the world of workplace management, the pharmaceutical industry stands apart. Firstly, it's one of the few sectors that includes offices, labs and manufacturing facilities in the same estate. Secondly, pharma and life sciences companies are ahead of the game when it comes to filling their offices post-pandemic, with more advanced hybrid working models. From our experience supporting leading companies in this sector, they’re doing it by providing welcoming places for people to eat well, grab a coffee, relax and catch up.
Equally important to our clients is efficiency. That’s why we design multi-use areas that have all-day value, encouraging collaboration in offices and efficiency in labs without expanding the footprint or increasing the cost per square foot.
Outside of the lab, spaces need to boost the creativity and collaboration on which product development depends. Food is the best way to bring people together and our Modern Recipe food offer fits perfectly, delivering inspiring, healthy and responsible meals in a flexible dining setup. In factories too, our Kitchen Works Co. menus are continually evolving to match the ‘what and when’ of the modern consumer.
Elsewhere in manufacturing, modular cleanrooms add further flex, enabling companies to adapt to changing regulatory standards and grasp new opportunities at a lower capital cost. Cleaning standards, of course, can only be adjusted with great care. Modular cleanroom construction can generate less construction waste too, supporting the sector’s sustainability goals while staying more responsive to market change.
Robust supply chains are vital to success in any sector. But while short-term issues like high inflation need close management now, it pays to stay focused on the long game.
Pharma’s supply chains are complex, global and often highly specialised. And this web of partners, big and small, is absolutely key to two major ambitions: growth and decarbonisation. Tackling both together can yield the best results, with leading companies already challenging their supply chains to meet net zero targets. As a company with a large supply chain ourselves, we announced that by January 2030, we will only work with supply partners who can demonstrate meaningful emissions reductions through published reporting.
Yet the urgency of the climate crisis demands collaboration beyond supply chains. For example, our Community of Practice acts as a safe space for like-minded companies to explore sustainability problems and co-create solutions.
Collaborating with employees also offers huge opportunities, not just for reducing emissions but also for boosting engagement; our research with YouGov showed that 80% of pharma employees believe sustainability is important. Finding ways to work alongside them, for example by aiming for a net zero workplace together, can help them feel part of something bigger.
The digital world can unlock huge potential for pharma companies, but it’s also evolving rapidly. How can pharma companies looking for long-term resilience make the right decisions today? The answer lies in the data.
Robust data is the bedrock for automation and innovation. It’s how predictive analytics can optimise maintenance schedules without affecting quality. And how lab automation solutions can improve inventory management and sample analysis without any impact on standards. Generative AI also has the potential to transform productivity by accelerating the discovery of new medicines; the McKinsey Global Institute recently estimated that it could generate $60 billion to $110 billion in value for the pharma and medical product industries each year.
Taking advantage of these opportunities means considering ease of data collection as part of workplace design, enabling quick and easy feedback from people and sensors to enable fast action and future planning. Our new Digital Intelligence Hub is leading the way by generating actionable insights in real time. Combining advanced analytics with live monitoring and clear visualisation tools, it’s helping to transform decision making and operational effectiveness.
In our experience, pharma companies often see rapid expansion in some areas and a level of contraction in others, making estate management tricky. Moving offices or facilities is a major undertaking and the people impact cannot be understated. Resilient workplaces are ones that keep their people ready – and happy – to work from day one. That means doing everything possible to plan a smooth move and making everyone feel at home fast. It also means staying focused on core business, ensuring hiring is focused on the areas that add most value and working with partners where necessary to free science talent from admin.
In the pharmaceutical sector, change is everywhere. Markets, regulation, work patterns and expectations are already in flux, and digital technologies are advancing at pace. The most resilient pharma workplaces are those that stay ready to respond.