When we talk about employee engagement, we believe in a holistic approach to what it requires to create and nurture an engaging work environment. This means that we work hard to ensure that our employees feel included, valued, and heard, that they understand the purpose and that they feel passionate about how they can contribute to the growth – both professionally and personally.

Some of the ways we engage our employees are through:

• Speak up Culture: Making sure that we have open and transparent communication channels where employees feel comfortable sharing their ideas, concerns, and feedback. Besides cultivating this in the individual teams, we also aim at establishing that comfortability across hierarchical layer – e.g. our GM and P&O Director continuously visits all teams to have open dialogues.
• Focus on Development: We truly believe in the importance of helping people grow. This entails making sure all managers have development dialogues with their teams and that we offer opportunities for professional (and personal) growth and development. This can be through training programs, mentorship initiatives, or stretched assignments and demonstrates our commitment to invest in our employees' long-term success.
• Work-Life Balance: Support a healthy work-life balance by offering flexible work arrangements, time off, and different employee wellness programs. Employees who feel supported in their personal lives are more likely to be engaged at work.

Of course, there are many more important elements than the ones mentioned here, to ensure we can create an environment where employees feel valued, supported, and motivated to contribute to the organization's success.

I think our industry face a variety of challenges whereas some are due to the changing environment we’re navigating. To me, the following three are the most significant:

• Retention of Talent: Retaining talent is critical in the pharmaceutical industry due to the specialized nature of roles, extensive training investments, and the need for consistent innovation. In a highly competitive industry, losing key talent to competitors can result in setbacks and increased recruitment costs. Therefore, effective retention strategies, including career development opportunities, competitive compensation, and a supportive work environment, are essential for long-term success.
   
• Wellbeing in Times of Change: The pharmaceutical industry is constantly evolving, driven by scientific advancements, regulatory changes, and external factors such as public health crises. During times of change, employee wellbeing becomes a critical factor in maintaining productivity, innovation, and regulatory compliance. High-pressure environments can impact employee mental health and overall wellbeing. HR initiatives that prioritize mental health support, stress management, and resilience training can help employees navigate uncertainty, adapt to change, and maintain a high level of performance. Wellbeing programs can also contribute to a positive workplace culture and employee retention, ultimately impacting the organization's ability to innovate and deliver life-saving treatments.
   
• Building of New Skills with Digital Transformation: The pharmaceutical industry is undergoing digital transformation, with advancements in areas such as data analysis, artificial intelligence, and remote collaboration tools. Building new skills aligned with digital transformation is crucial for maintaining competitiveness and driving innovation. HR plays a pivotal role in identifying skill gaps, providing relevant training programs, and fostering a culture of continuous learning. Enhancing digital literacy, data analysis capabilities, and adaptability to new technologies can empower employees to leverage digital tools effectively. Investing in skill development for digital transformation also future-proofs the workforce, ensuring readiness for industry shifts and technological advancements.

Teamwork for us is many things – opportunities to collaborate cross functionally, opportunities for growth outside your comfort zone, or bonding with your team.
While we always try to plan ahead and make sure to set time aside for specific activities to foster collaboration, we also try to remain agile and assess what’s needed at a specific time.
In times of change, you might want to prioritize more time together with the closest team to strengthen connections and support to each other on the journey. At other times, the larger celebrations across are needed.
Last year, we held an Olympics sportsfest for all employees, being mixed across functions and departments in different teams, playing a variety of sports. Everyone really enjoyed this way of connecting and being together, which was something different.  

In Philippines, we have been part of the certification for the past 4 years. It offers a great opportunity for doing a temperature check with your employees on how we’re faring, understanding how we rate against others, and how we can improve and become even better. Ultimately, it’s about ensuring the best possible work environment for our employees.

As an HR professional, it’s a great opportunity to reflect on all of your current practices and where you might want to ensure that you are still on par, or leading, in your industry. For your employees, it offers the opportunity to share your feedback on what’s working well and what could be improved, and I think that’s a really good foundation for all companies, to make sure they are still in tune with both industry benchmark and internal engagement.